Wow, this box doesn't seem quite big enough... just kidding. Working in such a large corporation reduces you to a number. Sales goals are pushed down your throat..(or else). Many in high levels of management either never worked with the customers directly or conveniently forgot for the sake of making the numbers look good.
The "Customer Loyalty" training is a complete waste of time. Every month I go online to learn what my parents taught me growing up: honesty, integrity, how to treat people etc. I wonder if this was a new concept for the one who came up with this crazy idea. In Customer Loyalty we are told to go the extra mile for our customers, of which I have done many times. (Often off the clock, which I would do anyway because I consider them MY customer as well.) You are told many things that you can do in the modules to create customer loyalty, however it becomes a different story when it comes right down to it. Corporate says one thing and you're told to do another.
I seen another blog in which the person was pointing out that there were no people of color at a particular branch. There are no people of color at my branch either. Now I can't say there is discrimination, because I don't see applicants. Perhaps someone should investigate. I can tell you that Ferguson takes different trips. They either pay for, or subsidize the cost for the customer. They also invite, and pay for, employees from the branch; sales, warehouse etc. None of the invitees are EVER women, not even the customers. We're not allowed to talk about our pay/bonuses, but I would bet there is a big difference between the genders. Also not invited are the men that are not part of the 'good old boys' club, regardless of sales or work ethic. Surprisingly enough the non-invitees are the first ones out the door at lay off time.
It seems to me that Ferguson is letting go of their more experienced, higher paid employees while promising their college grad trainee replacements the world. They are often thrown in positions that they haven't been properly trained for, and in the process frustrating the customer. The promises are basically empty. This is good news for competitors who actually value their employees.
In my opinion Ferguson grew to fast for its own good. The customer really isn't the number one focus, it's the numbers. Those numbers would take care of themselves if they really did take care of the customer. They will not listen to ideas that could increase business and save jobs in the process; they choose to remain in the box. They figure they're doing something right because we've grown so much.
The atmosphere at Ferguson is thick with apprehension on who the next one will be to go. Not because of the economy, but the process in which it happens. I suppose management is under the same stress, but on a different level. Maybe that's why they won't listen. I secretly hope I'm next to go. I'm actively seeking different employment, and if I were let go it would free up enormous amounts of time to narrow my search. In any case I hope I never find myself working for a major corporation again. There is no human element to it. The "Ferguson Family???" I think I'm gonna be sick.
