It is important for those reading to understand that there are corporate stores and franchise stores. I was the general manager of multiple stores during my time at Aaron's. Having been in management for 15 years over my career, never have I encountered an owner (Franchise Principal) so disconnected and bitter that interfered recklessly and at random. Despite Aaron's excellent training, involvement and pathway for Franchise Principals and General Managers to build, develop and succeed, our FP found pathway and franchise consultants outdated and incompetent. Store after store would fail corporate compliance audits, so FP would terminate GMs as a result for not "making it happen" and submit the 60 day mandatory action compliance form.
GMs would recruit and grow talent showing them the tools and procedures for success in pathway. FP would come in and find reasons not to like staff and demand that we fire them. From time to time he would go to our best performing store and then claim to other GMs that his method is successful, not the Aaron's way.
I had two female employees whom he didn't feel was attractive for a sales position, yet they led the franchises in the entire division. He fired them and told them they were not friendly enough. I was told "sex sells" by the regional manager at the time and our FP has his way of doing things.
I had a Product Technician that was injured during a delivery which resulted in workman's comp. Even though I was not at the store, he encouraged me to falsify the report. When I refused, he wrote his own version and requested that my customer accounts manager sign it. She refused and I filed the correct report with the insurance company. He advised the regional manager to fire me over it, he refused and suddenly my regional manager notified me that the following week was his last.
Because the sales side of all his units were struggling, he hired a recently terminated regional from one if Aaron's largest franchises. Since he was a sales "guru" he brought on a personal friend as a Regional CAM who encouraged accounts team to violate the FDCPA and Aaron's protocol. When I would confront him, he told me that it's not Aaron's money on the line, but his. So he hired a regional CAM that handled all 32 plus and charge offs, using methods that not only violated the Franchise agreement with Aaron's, but was unprofessional and criminal. The day I seperated employment, the regional CAM took my CAM to the field, called a sheriff deputy to a 4 to 15 day, told the deputy they had a replevin and need to get the merchandise. Deputy found no record of such, regional CAM called his supervisor accusing them of incompetence and then left the home. That day the Sgt called me wanting to know who was it that was lying cause it was suspicious and I asked my CAM. Just as my CAM and I were having a conversation, a long time customer came into the store with about a hundred door hangars that were thrown at her door. The CAM told me the regional CAM did it telling her that every non-renewal must be met with "immediate negative consequence". I spoke with the new regional manager, regional CAM and FP and advised them that this is unacceptable. I have received numerous plaques and led the entire division in accounts over the years without resorting to unethical and possible criminal activity. I was told that I was not a team player, mediocre and lack the edge to do what it takes to maximize profits. We parted ways immediately.
During my short time with this franchise, some of the best talent walked in the door and was lost. Myself and several other GMs who had a proven track record of success, either quit or was blindsided by such a sleezy and unethical organization. While I was there, my stores grew, remained profitable but was creme of the crop when it came to non-renewal. Once, our old RM recruited a former Aarom's corporate regional manager. He was great, but within 2 weeks he resigned as the franchise refused to even attempt to do things the Aaron's way. Honestly, every time the franchise consultant came in we were told we did not do things the Aaron's way. We knew it too, but our FP and the like minds he brought on board would just nod and scold staff in front of the consultant, then it was business as usual after they left.
I believe had I been at a corporate store or a franchise that cares about success, this company and it's model values their employees and customers. Don't let my experience sway you from a good opportunity. Be alert and ask questions. Do the right thing. You might be in need of a job, but don't compromise that with your integrity and work ethic. If you see the store deviates from the corporate procedure or witness any type of discrimination or unethical behavior, document it, report it to corporate and seperate yourself from the organization.
