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McDonald’s Complaint Redefines The Meaning Of “Employee”

Mike Blake / Reuters

They wear the company’s logo on their shirt, but does a worker at a franchised McDonald’s restaurant really work for the McDonald’s corporation?

It’s a big, important legal question with huge ramifications for the company and its industry, and today rhe National Labor Relations Board dived further into thet debate, releasing a complaint against McDonald’s that declared the company a “joint employer” of the workers in its franchises, and at least partially responsible for their treatment.

An administrative judge’s ruling on the complaint in the weeks to come will likely set a precedent for companies that operate under the franchise model, and determine their level of responsibility when it comes to their employees. Franchisees own about 90% of the 14,000 McDonald’s restaurants in the U.S.

The decision, if it affirms the NLRB’s claim, would hit home particularly hard in the restaurant industry, which employs nearly 10% of the U.S. workforce. Restaurants are the country’s second largest private sector employer, and have been one of the largest creators of new jobs since the recession.

The NLRB believes that McDonald’s as a corporation and its franchisees are joint employers of the people who work at the fast food chain, and should therefore both be held accountable for any employee rights violations. The complaint released today alleges certain employees were persecuted for advocating for higher wages.

Some McDonald’s employees have been at the forefront of a national campaign to raise the minimum wage, and the NLRB complaint says they experienced retaliation from their employers over the activism.

In a statement, the NLRB said its complaint alleges “that McDonald’s USA, LLC and certain franchisees violated the rights of employees working at McDonald’s restaurants at various locations around the country by, among other things, making statements and taking actions against them for engaging in activities aimed at improving their wages and working conditions, including participating in nationwide fast food worker protests about their terms and conditions of employment during the past two years.”

McDonald’s spokeswoman Lisa McComb said the NLRB’s actions “improperly and dramatically strike at the heart of the franchise system – a system that creates economic opportunity, jobs and income for thousands of business owners and their employees across the country.” The company will contest both the designation as a “joint employer” and the underlying allegations, she said.

More vocal opposition to the NLRB coming from the U.S. Chamber of Commerce, the National Restaurant Association, the National Retail Federation, and the International Franchise Association, which held a joint call shortly after the complaint’s release to express their objection to the NLRB’s claim that McDonald’s can be seen as an employer of workers in its franchises.

“It’s a sad day,” Angelo Amador, Vice President & Regulatory Counsel at the National Restaurant Association said on the call. “It’s going to upend the franchise model and resolutions to do business in the economy.”

The IFA’s Executive Vice President, Government Relations & Public Policy Robert Cresanti was the most critical of the NLRB’s statement, as well as the timing of the move.

“For us this is the nightmare before Christmas,” Cresanti said. “A group of non-elected bureaucrats have joined up with the unions while Congress has left for the holidays, it’s a devastating blow.”

When pressed by media listening in on the call for specific examples of how the NLRB’s complaint would negatively affect franchisees, as Cresanti also alleged over the course of the 45-minute call, Cresanti said it would limit their control of employees.

“This pierces the corporate entity of the small business owner in an attempt to go into a national chain,” Cresant said. “It creates uncertainty and increased risk for franchisors. There are significant threats that pile on as a result of that. It takes away franchisees’ control to operate independently.”

The IFA’s Labor Counsel, Michael Lotito, added it is prohibitively expensive for franchisees to do battle with the NLRB in court, and said today’s complaint “is part of a corporate campaign to put pressure on the franchisor by constantly attacking the franchisees”

Franchisees “have to hire counsel when faced with a complaint and do not have the resources to undertake this kind of fight,” he said. “The franchisees are at a tremendous disadvantage to figure out these complex rules and regulations.”

Sourced from buzzfeed.com

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By

Retail can turn you into a number

  • Selling is service.

    That mantra is engrained in my mind as I climb the treacherous retail employee stairs, reading the large motivational signs; it prepares me for a long shift. I enter the sleek Nordstrom in North County and leave Jessica Swenke behind. I am now employee number 9138934 — a customer-service zombie in trendy attire.

    As I stroll through Cosmetics to get to my department, Accessories and Sunglasses, I am dreading the prospect of checking my sales figures. Commission sounded fabulous during three intense days of training, but when customer returns count against employees, you can grow to despise Nordstrom’s generous policy.

    I find 9138934 and see that I am at negative $550. “Damn,” I mutter. “It must’ve been those Gucci sunglasses.” At a 9 percent commission rate, I will lose about $50 on my next paycheck — all because of a return. We Nordstrom salespeople call it working for free. I will have to hustle $550 worth of scarves, hats, and sunglasses just to break even.

    Yeah, it happens all too often.


    I pace around the sunglass bay, looking for my next sale.

    An edgy-looking older male approaches. “I need to return these,” he says.

    I recognize the Chanel 330s. They’re called Glam Magics, big sellers at any luxury retailer. These $330 shades look as if they’ve gone through a washing machine and then were mauled by a pit bull. Return them, really?

    “I got these for my girlfriend’s birthday a month ago, and my dog chewed them up before I could give them to her. Can I get a new pair?”

    This sounds rehearsed, which is normal at Nordies. We salespeople have to just stand there and allow people to come up with the strangest lies so they can get money back for something they either regret buying or stole.

    I have two choices: I can take back the damaged merchandise and be chewed out by my boss, or deny the return and be attacked by the customer. Decisions, decisions…

    The only rule in the short Nordstrom employee handbook? Use your best judgment.

    Always turn returns into sales. Another phrase embedded in my mind from training.

    “Sir, I am so sorry,” I say, “but I cannot take these glasses back, due to the scratches on the lenses and condition of the frame. Let’s check out some of our new sunglasses and we can find another pair for your girlfriend.” This tactic is a bit of a stretch. On the other hand, I have nothing to lose.

    “I thought this was Nordstrom,” the customer complains. “This is bullshit.” He grabs the case and struts off.

    Well, nothing gained, nothing lost. But now I need to hustle so I can make some money.

    My department manager appears. Kathy (not her real name) seems to be on a power trip.

    “Okay, girls!” she says. “Our units per transactions need help right now! If they’re checking out plastic-frame sunglasses, have them fall in love with some aviators. And grab a scarf-and-hat combo! Everyone needs these items.”

    She must be joking. Look around…we are in Escondido, in a dead store, and to top it off, there’s a recession. My sales skills are good, but that won’t mean much to the average customer.

    In retail, nodding and going along keep the higher-ups off your back. “Sounds great, Kathy,” I say. “You’re totally right.” Not. I may be a sheep in the corporate herd, but I will never drink the Nordstrom Kool-Aid.

    I switch over to scarves and hats, hoping for luck there, and maybe a commission or two, but there is a hefty pile of returns from customer service, waiting for me to put them back out on the floor.

    “What do you think about this scarf?” I ask Ash, another sales associate. “Doesn’t it smell like perfume? We should take it to alterations to get steamed. That’ll take out the smell.” I hoist the obnoxious purple wrap that someone probably wore once and returned. In my mind’s eye, I see Grandma all gussied up. Must’ve been bingo night at the casino.

    “It’s disgusting that we have to put these worn returns back on the floor,” Ash says.

    A classy older woman walks through the second-floor opening in the mall, and we’re suddenly like lions spotting their prey — this store is so dead, most sales associates usually spend their time trying to sell merch to other employees. But if it looks as if a customer has money, we jump all over the sale.

    Ding-ding-ding. I am the winner. Everyone gives me the stink eye as the woman comes toward me.

    “Hi,” I say. “Welcome. How are you doing tonight?” Closing is at 9:00 p.m., and I am still in the negative, and I am going for the exactly right level of friendly. I need to make this sale.

    “I’m not shopping,” the lady says. “I just need to get this belt fixed. It’s falling apart. I got it ’bout ten years ago.”

    Before I can think of how to respond, the old gal beats me to it.

    “Nordstrom should stand behind their products,” she says. “This belt is falling apart. It should not be falling apart.”

    I want to scream, “Nothing lasts forever!” but being a customer-service-trained individual, I know only too well that I can’t be that real.

    So I pick up a phone and dial the night manager. I can see the relieved faces of my coworkers — by pure luck, they’ve escaped being stuck with That Lady with the Crazy Return.

    When the manager arrives, I introduce her to the customer, then get as far away from the situation as possible. But before heading back onto the floor, I decide to check the department’s sales numbers for the day. If I use employee numbers, I can see how my teammates have done, and even the boss. This isn’t snooping, only normal practice at Nordies. It keeps the competitive atmosphere thriving.

    Me: sales $0.00, returns $550.

    Ash: sales $475, returns $35.

    Sourced from sandiegoreader.com

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    By

    Your Favorite Retailers Are Selling You Used Underwear

    John Sciulli/Getty Images Entertainment/Getty Images

    When visiting the clearance rack at your favorite retailers, there are some things that you are willing to bargain with yourself about: a missing button can easily be replaced; a smudge of makeup on the collar can be done away with a Tide stick; a hole underneath the arm can be sewn. But used underwear is most likely not an item you are willing to bargain on, no matter how astronomical the discount might be. However, the TODAY show comes as the bearer of bad news, releasing its report that major retailers are reselling presumably used underwear and bathing suits, and the worst part is that you might be completely unaware if it has been on the bums of another lone stranger.

    The rather gross news comes via a second installation of Jeff Rossen’s investigative series, Rossen Reports. In 2010, the Rossen Reports team went undercover wearing hidden cameras and visiting some of our most coveted stores for lingerie purchases, such as Victoria’s Secret, Nordstrom, Wal-Mart, Macy’s, Bloomingdales, The Gap and Marshalls–all of which were recorded putting used underwear back on their shelves. Now, four years later, the team has gone undercover again to reveal a fragment of improvement (Macy’s, Bloomingdales, The Gap and Nordstrom marked items as damaged or put them in a back room). However, other stores, perhaps those most known for specifically selling lingerie or having extremely low prices on designer lingerie, are still at fault for this dirty act.

    When Rossen Reports informed retailers of its evidence in 2010, each responded stating that they would “re-educate” its employees.

    However, Victoria’s Secret, Marshalls and Wal-Mart might want to develop a new curriculum that is simple and plain: do not resell used undergarments. AT ALL. Rossen’s 2014 investigation found that employees at these retailers were blatantly retagging returned underwear and placing them back on the racks and shelves before the day’s end. And suddenly, we might have just received a fragment of a clue to our down-there mysteries.

    As in 2010, each retailer in the 2014 report released a statement referencing its old, dirty ways. Victoria’s Secret, Marshalls and Wal-Mart stated that they put their customers first and will basically “re-educate” once more. As for looking out for your own behind, Rossen suggests washing all underwear after purchasing and asking an employee to retrieve undergarments on display from the back to ensure its coming immediately out of its packaging onto your bum.

    Sourced from bustle.com

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