The detractors
- allocation of hours for merchandising resets And standard operations - if a job required a 20 hours of strict focus on the task- they allotted 5 hours and of course a focus on providing Excellent Customer Service.
- Claiming to advance Outstanding Customer service goals and Eliminating critical positions that provided of wealth of it IE: Floral Designers, Classroom Coordinators, And Full time Lead Sales positions ( I will point out that few retail operations still operate under the payrolls they once did nor do they witness the same customer locality they did)
- enormous payroll spent in reactionary ways - poor visit from corporate visit or investing the hours in a location that was " Broken" only after it had become that way as opposed to before it so.
- an overwhelming investment into simplified process's that in fact further complicated tasks of management and staff associates
- An audit system and compliance instrument that divested the focus of the entire staff any time an auditor was within the region/ district
- an inventory management system that focused on a four week trend while being a necessity ham-strung many managers in providing either hot promotional merchandise and/or flex merchandise to carry over after sell through of initial merchandise. Programs were being established just prior to my departure, to aid higher volume stores but they seemed rather dubious in the roll out of it.
- Though My departure from the company may have been an anomaly - I have Never been witness to such a stunningly poor manner from a District Manager and Corporate Human Resource Director throughout a 20 year career in retail management. - I could never advice an indiviidual to seek a position in management based on the way I was treated.
