Bad things come in threes...

Ooh, I was so pumped Friday night! I worked 9-midnight on Checkouts, and then the night fill guys came in to purchase their stuff just before close. I was chatting to them, as obviously I am still quite new... and Trev asked me jokingly if I'd like to work on night fill. I jumped at the chance! Literally! It was earlier that very day, as I was woken from my afternoon nap (just cos I can) by Girl, who told me to change out of my Checkout Chick position and move to night fill, as I had originally intended. And then, just like that, I was offered the position by chance! Good thing I agreed to work that crap 9-to-close shift.

It was pretty quiet from 11PM, so I filled the time scrubbing down the registers and conveyor belts. Fun. Random crusted-on juices. Had a few interesting encounters selling smokes. Asking people for ID, and selling smokes to whacked out, stoned kids younger than me! I was reluctant, and quite glad when we had sold out of the brands that they liked. Unfortunately for me, most people with that kind of addiction will just go for a stronger one. I have no idea about cigarettes, brands, papers, milligrams of nicotine? tobacco?, and what the packets look like. So, I took a while to find the smokes and papers they were after. 'On your left' 'Right in front of you' -Er, yeah, be more specific, stinky. I'm still new and haven't even worked on the service desk before ok. Stop smoking!

So Trev took me on to work night fill, as I think one of the other girls is on leave, and they always need more competent, efficient staff anyway. I was shown how to use The Supermarket safety knife, disassemble and reassemble it, change the blade, and important safety aspects like not to keep it in your pocket. Of course, yet another case of what is procedure and what is actually done. Like stacking shelves, which proved relatively simple, once I could figure out where the category numbers and products were displayed. Who knew there were so many types of cake sprinkles. I learned quickly from Ellen, what is procedure for stacking and what is done. Random stuff in the wrong spot where you need to stack your goods: move it to the next random section. Random stuff shoved way at the back of the shelf from months/years ago, leave it there or bring it forward. Rip a hole in your pack of sprinkles while shelving it? Chuck it on the floor and the cleaners will pick it up. Can't fit all of your items into the one price point area? Put it on top of the next one. People will find them if they want it.

It was quite a lot of fun. Laid back, casual, I was forewarned that there was lots of cussing. The muesli bar aisle:
'If you're not a swearer now, you will be by the time you finish that aisle' Trev laughed as I moved on to the next aisle.
'Why?' I asked innocently. Muesli bars, all in boxes, looked easy enough
'There's sh*t everywhere!' he chuckled as he walked away.
Sure enough, those evil satan spawn kids had opened boxes to take out muesli bars, shoved random junk food on the shelves, and stuff would just fall down on you as you were stacking. There was no escaping it.

I might have stayed later if not for work at The Company at Sunshine the next morning (all day), and Ellen did a great job of making me feel welcome and showing me the ropes, keeping me entertained with her hilarious customer service stories and crazy customers and crazy supervisors in Deli. No one wants to work in Deli, because it stinks. And then you end up stinking.

Well, turned out Saturday was a crappier day than I could've imagined.

I was so pumped at 3AM when I arrived home and was in bed, that I couldn't sleep. Chatted on the phone for a bit, and then decided I'd better try and sleep anyway around 4AM, seeing as I'd have to get up by 8 at the latest, to get to Sunshine by 9. Oops. Overslept my alarm and woke up at 9. Holy moly. I am never this disorganised and late for work! Managed to make it to Sunshine half an hour late, only to find Jessi, one of the new girls, sitting outside the store. Turns out she didn't have a key to open either. It was her first shift at Sunshine. I'd called the store to let the girls know I was running late, but no answer. No wonder. She called me when I was on my way, and said she was inside. Or there was a misunderstanding to that effect. She didn't know what to do and just waited for me to arrive as she assumed I'd have a key. I'd assumed one of the other girls would.

So, 9:30AM, the shopping centre starts to fill up, but we are still stuck outside. I paged Charlene for help, and even called her on her mobile. No answer, no call back, despite the urgency of the message. I didn't realise she was on leave and had gone away for a few days. I hadn't been working since Wednesday and left my key for the other staff, as I'd assumed one of the other new girls, Karen, who was working Friday night and also supposed to be working Saturday, would take a key. I didn't want to keep my key if someone else needed it. Oops, I was wrong. Turns out Karen had asked for the day off or something. Well, no one bothered to tell us. Oops.

There has been an ongoing mix up and change of rostering and shifts as staff quit, are hired and trained and not put on the roster, and when new staff are put on the roster without having finished their training. So of course, no one bothers to tell me this, so despite my feeling responsible for the smooth running of the store without a manager or experienced staff (it's just me, Skye and Alicia, new but extremely competent, experienced full-timer, and occasionally experienced staff Gina and Annie from Innaloo and Howlong), I can't find covers and know what's going on when no one tells us. And I'm not in every day. So needless to say, there have been more than a few hiccups.

Close to 10AM. Store still not open. Couldn't get hold of Charlene, so I paged Gemma, and she called back straight away. I explained the situation, we tried to get hold of Alicia, who doesn't work weekends, but when I finally managed to get her number from another store her phone went to voicemail. I called Gemma back in desperation, hoping not to inconvenience her to come in and open our store with her master key that all AMs have. She was 45 minutes away, so could probably arrive at 10:45. A few minutes later, Alicia calls back, after I've left a few strange messages on her phone, she was in the shower. What a surprise to get so many missed calls early Saturday morning. It can only be work. Thankfully Alicia could come by in 15 minutes, and I quickly called Gemma back and let her know she didn't have to come over anymore. So we managed to open up by 10:30. I felt so bad for Alicia, having to come in, but at least Gemma authorised her to be paid for driving in to open for us. And I bought her a box of consolation/apology chocolates as well. I was so embarrassed. Not only was I late, but I should've had the key to open. Charlene also called back as well, I was embarrassed to bother her about it on her day off and try to make sense of the situation as well. The music from the other stores was pumping (deafening) and it was hard to communicate. Yikes.

You'd think the day could only get better after such a disastrous start. Wrong! About 2:10, Gemma called me back at Sunshine and asked if I could go to Iron Knob, a new clearance store that'd opened 4 days ago. Apparently there were only 2 new girls on and they were in the weeds. And one of their computers had crashed and the other was going at snail's pace. So I agreed to go, and left a reluctant and hesitant Jessi on her own for 3 hours. It was her first shift at Sunshine, and I didn't want to leave her on her own either. And I didn't think she'd be able to cash up alone. It hadn't been that busy at Sunshine either, but I suppose I'm used to being on my own when the place is swarming with customers. I forget how more than 3 separate customers in store can be confronting and stressful to new staff.

Followed Gemma's instructions to Iron Knob, out in the sticks, got slightly lost and had no idea where I was headed, but had faith in Gemma's instructions and kept going. I arrived at about 10 to 3 and both the girls went on their lunch breaks then, and I sorted out the manual sales from the broken computer, and continued to process sales at the counter. Thank goodness the clearance stores are self serve.

Turned out that the day wasn't going to get any easier. The slow computer certainly didn't help. There were certainly less customers, but cash up proved a major problem. The other computer had crashed, and some sales had been processed on it during the day, so in order to balance the second computer and the cash and EFT takings, I added them all onto the 2nd (slow, but working) computer. In theory they should all balance. But the EFTPOS machine hadn't settled from the night before and were adding the previous day's totals to Saturday's takings. So our EFT amount was a massive amount more than the actual sales, which was obviously wrong... Hmmm so we stayed til 6:15 trying to figure it out, with the help of Gemma on the phone. In the end, we concluded that it couldn't be balanced that night, but the girls, and Caroline, manually added up the EFT takings today and found the problem, and it was all sorted.

Meanwhile, Jessi at Sunshine was still on her own, I didn't manage to get back to cash up with her, but was able to talk her through it over the phone. I think she was so nervous she couldn't think straight. She couldn't peel the plastic backing off to seal the banking bag, get the money to balance, fill out the daily summary paperwork, or find the key to close the store. In the end, I just told her to leave it, and I'd fix it up tomorrow. Sigh. What a day. I had plans to meet my friends at 7 and it took me about 45 minutes from Iron Knob to get to my friends' place. I didn't even get to go home and change or have dinner. What a day!

Hey, at least I haven't been cranky with the customers lately! And I think with all the running around and stress I may have redeemed myself for being late. Let's hope!

How original!

Having finished my work for the day at HO, I offered to do odd jobs for Grant. That day, it was going through applications for Area Manager positions, as The Company prepares for its rapid expansion and growth of clearance stores. Basically, I was just stapling together applicants' cover sheets and resumes. Mindless, but hey, I don't mind for $17 an hour. No problem.

What I did notice was that many of the resumes were VERY generic. I lost count of how many resumes were created using Microsoft Word templates. Not that it's a problem, as the content and the candidate's relevant experience would be what counts, but it can be difficult to remember one particularly outstanding candidate from another when their resume looked just the same as the other hundred in my pile. I'm a visual person- I will remember info for tests by where and how they are located on my page, there were a mere handful of resumes that stood out visually.

So my 2 cents to people applying for upper management (hey, we're talking AREA MANAGER here, salary $90K plus) positions, go all out with your resumes! Do them in colour with interesting lines and headers and all that. We're scrooges, but DO print in colour! Keep it professional, and for crying out loud, if you've got 7 pages of experience and details, put page numbers on each page. Standing out from the crowd is the first step to getting noticed.

A second chance

I've been more than just a little apprehensive about having Charlene as our AM again, especially with the departure of Andie and several other staff I was fond of. Christmas is coming, and that last year's experience hadn't helped to ease my tensions either. I haven't seen her since she left our region earlier in the year...or since I changed regions to get away from her, but I've decided to be more compensating and give her another chance. A clean slate. Having worked in HO, I can understand the pressures they are under- required minimum store visits, day sheets outlining what they've done all day, trying to coordinate our bare minimum staffing levels while trying to hire more people, etc. I know it's not an easy job, being an AM, I suppose I just judged her the poorer for being different to my past AMs, Gemma and Natalie. Different people, different personalities.

Trying to coordinate my training at HO with my rostered shifts and shift covers in stores, Charlene was helpful, and tried to coordinate things with Helena and get me to finish some training. And I was worried about not being able to find a cover for stocktake next Tuesday when I have training at my new job that I'm really excited to get to. I was so frustrated and sick of it all today that I gave up and just emailed Charlene and our Administrator that I haven't been able to find a cover but I was willing to come in at 8 or when my "appointment" was over. Charlene emailed back later that day and said I didn't have to come in at 8! Woohoo! I was so relieved and excited. That was a major load off. I know it wasn't exactly my responsibility, as it was outside my availability, but I had ok'd the shift when the roster came out. I really tried to find a cover, but as usual, no one is available or willing. It's nearing exam times and many of us, me included, are extremely busy. I hope she can find someone to work with Angela to do stocktake. It'll be a long shift if she has to do it alone...

So maybe Charlene did know that I didn't exactly think very highly of her when she last had to deal with me. I haven't exactly been Employee of the Year material at The Company. We wondered what it must be like to know that so many people hated you. As an AM, to not be respected by your staff, to the point that many of us openly disliked her. Perhaps she wasn't as oblivious as she appeared to be and has been making an effort to change. I try to be understanding and like to treat others as I'd like to be treated, and that's something I'm still working on. I've always tried to help out in covering shifts and finding covers when myself or other staff can't work a shift, whether it's due to their own issues or due to mistakes in rostering. It's nice to finally get some back. So far, I haven't had any issues with Charlene, and here's hoping it continues to stay that way.

She's BACK!

A post about staff, and sometimes, Area Managers moving around. One of the girls called herself a The Company whore, as she'd worked at almost every store in the metropolitan region. I'll also reintroduce a returning AM.

Things at The Company can be far from consistent. Especially during Christmas and holidays, when things get busier and staff are forced to leave, as casuals are not allowed leave in December-January. Fair enough, as that's when it's busiest, and other full time staff are able to take leave (though not store managers, I believe) then as well. Last year, we lost a good batch of experienced staff, as they went on overseas trips over the holiday period and had to quit. Others also graduated from university and are working in their respective industries. Of those that went overseas, they have since found other work at such reputable fashion labels as Hugo Boss, Esprit and Country Road. We are indeed expendable. So it can become quite hectic and short staffed, to say the least. We also usually train new staff before the busy sales period, which generally starts around November. So the busy stores, combined with short staffing, new and inexperienced staff and lots of stress will start in the next few months.

All the above, and then with staff's vastly different and always changing availability, we are then required to move around and work at different stores. That's usually fine. I've now cut down my rostered hours to a maximum 15/week and that's enough for me. The way I see it, it also frees me up to cover shifts where necessary. But only working at Innaloo for a few days a week, I must say, as I'm not there to follow things up, it can lead to a lack of accountability. Some staff are split between two, sometimes even three stores within a week. Often only working a few hours at one store and then a few hours here and there at another.

Despite our best efforts, it can be hard to stifle our lack of care. Because really, even though there is a list of things to get done for the next few days or whatever, 'non-regular' staff will not be there again to follow it up, so realistically, they don't care that much. I generally do care about how all our stores are run, and will endeavour to fix things up and get things in order if there is no manager or there are new staff, etc, but there is only so much one can do in a 7 hour shift. Alone. If I were to one day become a manager, I'm sure I'd be obligated (for the sake of my own sanity at least!) to put in overtime (most likely unpaid) to fix things up and get everything in order and to my liking! Our stores are set up pretty much the same, but there are always the little things that always stump you. Like where the sticky tape or pricing gun is at any particular store. I must admit that when I am frustrated at someting at a particular store, I won't always bother to change it because really, "who cares, I don't work here anyway!" or "who cares, I'm not going to be back here for a while anyway!" So-and-so can fix it up to however they like it displayed, etc.

On another note, our current Area Manager, Lauren, will be leaving our region to preside over the city stores region. It's much smaller, with only a few stores to manage, so should be easier for her, seeing as she's new and all. We're talking what, 2 months new? At least she seems nice enough and eager and enthusiastic. Though some staff think her incompetent, I'm keen to give her a go, and with time, think she'll get it right. Eventually. But at the moment, she seems to have given up on our region, and isn't exactly going out of her way to help us out or fulfil her AM duties. When she joined, two retail stores had since closed, and the stores were shuffled around to accommodate our new AM, Lauren. We had previously been under the superior leadership of Gemma, who's been with The Company for some 7+ years or so...

I had been working exclusively at my previous store (before moving to Innaloo) for some 8 months or so as I had major issues with our AM, Charlene, so they probably figured it'd be easier to move me to a different region with Gemma.

Charlene, Charlene.

Charlene started at The Company about 4 years ago, and quickly rose to Store Manager and then Area Manager positions. Apparently, one particular gentleman in Head Office was quite fond of her. This is something I heard in store, so may or may not be true. I'd say the source is pretty credible though. For some reason, she then left The Company for some 2 years and joined the team at a young women's fashion and accessories chain store, before rejoining us recently. As an AM, she was moved around a bit, and before coming to take over from Natalie (our AM who had diligently started as a casual during uni, then moving up to AM in her 6-odd years of loyal service to The Company). Charlene was previously based in New Zealand to manage the few stores just recently opened there.

The regions had been shuffled before, but I had personally never been under the managership of anyone but Natalie. Natalie was tough, but respected. She put in a lot of work for The Company and was pretty much always available to help when on call. She hired me, and had faith in me. Natalie left mid-last year, as she had been offered a better position somewhere else, where she would have a lot more responsibility with range development and she now has ample opportunity to travel overseas. And she now drives a huge Toyota Kluger, which beats the Hyundai Elantra hands down.

The arrival of Charlene was met with some apprehension, as The Company was in a bit of turmoil having just demoted several other long-serving AMs as well as various head office staff. These staff then moved into stores, so also ended up taking up some of our shifts and hours as well. Not many staff knew much of Charlene to begin with, as she was based in NZ, but we hoped she would be as good as Natalie was, being experienced in The Company policies and how things were done. Well, we should have all just changed our availability then, so as to avoid dealing with her wherever possible.

Perhaps time has been an amnesiac, but I can't remember any positive things ever having happened as a result of her coming to manage our region. Sure, it was a hectic time over Christmas with the majorly stuffed up stock levels and sales, which were out of our control, but her being heartless, demanding and completely lacking in compassion and understanding didn't help much either. With so many boxes of stock arriving and needing to be unpacked, and many new styles to fit in when there was no more space, no generous increase in staff hours (yes, we're still expected to do all of this and serve the 20-odd customers as well), as well as then having to pack up and consolidate to clearance stores the same stock just received days ago, our stores were not looking their best. Needless to say, the staff were also extremely stressed. Many casuals, as students also had exams and assignments, store managers were expected to train several staff at a time while getting little increase in staff hours, so they had to train the newbies and serve customers and deal with all the stock issues, as well as complete all the store tasks and endless paperwork, pretty much alone and without any support.

Charlene would come in every week or so to do store reports and was openly critical of the state of our stores and the staff for not being able to get everything done 110%. I had never seen staff morale so low as it was under Charlene. She criticised staff in front of customers, gave many of us "formal interviews" (like a formal warning, three strikes and you're out) for issues that were out of our control while offering little support as to how to deal with our stock and staffing problems. Being stingy with hours leads to disgruntled staff. Further cutting back hours during busy sales periods, that is, sending staff home when the staff remaining are obviously swamped and will continue to be so for the rest of the shift, also does not make for happy staff. I felt bad leaving Jane during a busy weekend pre-Christmas rush, but I am also not staying back at work when I am not going to get paid.

Charlene had appointed Stephanie, the manager at Nevertire to call up her region's stores and check to see if we were on track to making the day's budget. If we weren't, then staff hours would be cut. It didn't matter that we had 30-40 boxes of stock on the floor, or that the stores were still extremely busy with customers, if you weren't 2/3 of the way there or whatever measure it was that they were using, someone was going home. As casuals, that was usually us. So we weren't getting regular hours either. Paging Charlene for authorisation to be paid (AMs must authorise the pay for any extra hours, that is non-rostered, worked) for extra staff to come in to help with stock or customers, was out of the question.

Inevitably, the stock situation- receiving, transferring in, unpacking and displaying stock, and then having to remove, untag and pack up and transfer stock out again within a matter of days or weeks; got so bad that many stores had to schedule "stock unpacking nights" and staff were invited to bring in their friends and family to help out. Seriously. They would be paid the requisite award wages. There has been some reluctance at The Company to pay for hours outside store open hours, as there is no direct opportunity to make money. So if staff requested to stay back for half an hour to tidy after close or to cash up, there was little chance of it getting approved and the staff getting paid. Another one of the reasons why we're not paid to cash up and which I have raised in my most recent acerbic Staff Feedback submitted. So to have to organise stock unpacking nights, where staff would stay behind to pack and unpack stock was not only unprecedented but also a blinding sign that something was obviously very wrong.

Well, the constant unreasonable demands and pressure Charlene put on staff, as well as her condescending and arrogant attitude eventually got to many staff. Stephanie, like Jane had been training several new staff and had difficulty coping with the pressure and Jane quit early January, Stephanie shortly after, and joined us at our store in her last month. James, co-manager at my store with Andie, took over the manager position at Nevertire, and soon found it too difficult to manage. He was put under a lot of pressure by Charlene to pick up the store's performance and appearance, and not coping, rather than offerings of help and advice, received several formal interviews for petty issues so that he was eventually demoted to a casual position. James was demoted even though there was no other manager available to take over. So several 'lucky' staff, who were back to full time study, were suddenly working 30-hour weeks. The constant changing and lack of managers and constant, experienced staff had led to a disorganised store and demoting James was not helpful at all but to serve their own egos.

I'd also had my fair share of run-ins with Charlene. As an experienced casual, The Company could rely on me to work at several different stores and still work hard and get things done. Sure, I'll get things done, but I want to be paid for it. And therein lay the issue of the conflict between myself and Charlene. She wouldn't pay me. I had to drive for over an hour to pick up a store key, and she wouldn't authorise my pay. I was livid. I had late customers and had to cash up, and she wouldn't pay me for the extra half hour or so. We needed extra staff hours and she never allowed it. I was working extra hours for whatever reason, and she refused to pay me. I calculated that at the end of it all, when I refused to deal with her any longer, she owed me at least $250 in unpaid wages. And that wasn't even including overtime.

I felt that Charlene didn't care about us and was arrogant and self-serving. She was a miser with hours, keeping well under the budgeted hours even though we were allowed extra unrostered hours, as she wanted to keep staffing costs down so as to maximise profits and protect her own bonuses for performance. There were countless shifts and hours when we were unknowingly scammed out of our overtime pay, and paid our regular award wages. I personally don't have any good things to say about her, which as those who work with me will know, won't stop me from saying nothing at all! Surely in the 7 or so months that she was our AM, she must've known that we all hated her. And we always wondered what it'd be like to have so many people hate you and then not even care. It's hard to find enough superlatives to describe our feelings towards her. Hate is strong, but perhaps not strong enough for some staff. She was passionately abhorred, loathed, despised and detested region-wide.

Things haven't exactly resumed normality, and The Company is changing for the cheaper, so I am quite interested in seeing how Charlene is welcomed back to our region. Admittedly, many of the remaining staff are so new that they have not met her (such is our staff turnover), but have heard about her! I know I for one will now be confident enough not to take any of her crap and will ensure that none of the other newer staff are pushed around by her either. I am currently in the process of stirring the pot some more (see the link and following post "Update" as well) and am campaigning for fair pay for our work. I should be very interested to see if they have taken any of our feedback on board and reassessed her performance and to see if she has changed at all.

She'll be rejoining us shortly, coming back from having been moved to the Northern New South Wales-Queensland region. I'll be sure to keep posting updates as they occur!

Why?

Why, when I have so many other things to do- assignments, readings, meeting a tutor in the middle of the day... why did I agree to cover a shift in Beverly Hills where the peak hour traffic is crap and frustrating, parking is 2-hourly so you have to leave the store to move your car...why did I agree to put up with all this for a 3 1/2 hour shift? Can I really be bothered with all the travel and stress (notwithstanding how much of it is self induced)? Why did I agree to take on more hours when I am already working more than enough hours for the week? Cos I'm a suck and still can't say no. I'll still encourage other staff to "JUST SAY NO" but I still can't do it. Not when the nice ppl ask me.

And why do I have to cover the shift at such late notice? I was called by Gemma, our lovely AM, at 5PM for a cover for any time tomorrow: 5-6 hours or so, but I can only do a few in the morning or arvo as I've got plans at 1. What happened to their rostered staff? Who knows. I think they have a new trainee there as well, and she didn't turn up to her shift today, and so Chris had to work all day by himself and close for lunch. Not fun. Poor Chris. He worked a couple of shifts at my store as well and is now manager at Beverly Hills. I didn't want Chris to have to work another day by himself. Though I think he's more resilient than just to quit when things are obviously as frustrating as they are right now for him. I think they have a load of stock to unpack and prepare for yet another catalogue sale. Great. Can't wait til that one's released.

Why am I where I am now? Story of my life...