Since the change in store manager, communication has deteriorated badly. Decisions are made between the manager and assistants, but not shared clearly with supervisors or staff — most people hear about changes by word of mouth.
Scheduling is done without consulting employees about their needs, which has led to unnecessary turnover and frustration.
Long-time, knowledgeable supervisors have left because they felt ignored or undermined, leaving the store weaker instead of stronger.
This location has historically been known for having the best customer service in town, with a loyal customer base built on prioritizing customer needs over everything else, including freight. Recently, there’s been a noticeable shift toward making freight and fronting/facing the top priority. Customers have already started commenting on this change. If it continues, the store risks going from “great” to just “okay” in their eyes. Importantly, in all my time here, freight has never failed to get done on time — making this shift in focus unnecessary and counterproductive.
The new manager seems to think “making changes” is the same as “improving the store,” but many of these changes lack reasoning or structure, and in practice create confusion and disengagement.
Overall, the environment has shifted from collaborative and flexible to rigid and dismissive of employee needs, making us all feel a lack of trust to do our jobs, despite a clearly competent crew that has run well for years.
There is no insurance coverage offered through the store, and the wages are lower than the other locations in town.
