RH reviews about "core value"

Several leadership changes and reorganizations as of late in all departments including call centers, distribution centers, and home delivery network.

-Management restrictions, a poor hiring process -little design creativity, -lack of enthusiasm in the work environment, -core values do not line up with practices - Have not seen any opportunities to help the company grow come from the collaboration. -Managers follow cookie cutter plans on how to run the store -no consistency in pricing or how it is done - customers to buy somewhere else if not satisfied with pricing o - employees discouraged from thinking on their own- restricted opportunities -not empowered to grow within the company -employees are not trained to sell, (features, benefits, the customer's needs, and wants, colors and no background on product knowledge). -Design job for Dummy's- anyone can do it as long as they don't think creatively.

Leaders Favoritisms, Lack of Knowledge and Laziness. Cult Like Meetings. Prayer like Core Values, that no one follows.

-Outdated technology. -Career progression can be uneven -There's a sizeable gap between lip service to core values & living the core values.

From a culture perspective: Lavish galas for upper management were reframed as leadership retreats, and footage from these galas was modified to create charismatic films that store associates were mandated to watch. These involved uncomfortable parodies of real songs used as praise music about the RH brand, complete with upper managers singing along, waving their arms, and crying to the music in a church revival-like setting. In one unforgettable film, John Lennon footage used for "We Are the World" was dubbed over to make it appear that Lennon was endorsing the brand through song and lyrics; this was juxtaposed with images of the RH CEO and furniture. Everyone had to carry core values cards, and we had to meditate on them and were required, daily, to share personal reflections with management. Sacrificial behavior (working extra off-the-clock when revenue was tight) was justified through core values language, e.g. "The right people would do it." Overall, the fixation upon the core values and the CEO created a cult-like work environment. From a business perspective: The fixation on revenue overemphasizes individual accountability over brand performance. Incentives for performance-to-goal for salespeople/designers often relied on chance rather than effort. This was reflected in salary structure and performance appraisals, creating inequity and competition, as we were force-ranked against each other. High profit margin on furniture does not trickle down to employees. Staff are grossly underpaid. Turnover is high as a result.

Don't be surprised if you get fired two weeks after your mother passes away.