Horrible Pay. Managers, Assistant Managers, and Sales Supervisors can expect to make almost a third less than similar positions at similar companies.
- Unrealistic expectations and lackluster support: Add-On sales are now a huge focus, but the effort to stay in stock on these items is beyond frustrating. Expect no movement, or slow movement from inventory to adjust any issues for you.
- Conversion is also a big push, but while they ask you to convert as many Lookers into shoppers, you will get Little to no payroll to do this, and you can expect constant lists of things to do, floor moves, sale sets, markdowns, training, department reports, and various other requests that are supposed to take a backseat to sales, but very infrequently do. RSM/DSMs request pictures that things are done, give strict timelines, and expect each store to operate the same as the next. Store staff cannot adjust floorsets as demand or sales dictate without consent, even despite years of experience. Or even when such adjustments are made in the interest of sales trends specific to that store.
- Store managers are forced to work strict schedules that are micromanaged by DSMs. Company moved to an hourly rate with Overtime compensation when it looked like that was going to be law. But AS SOON as they saw the OT laws were not going through, the company was extremely quick to go back to mandatory unpaid overtime for Store Managers. And while the average hours per week was dropped to 40 hours for most weeks, the company still forces managers to work 44 to 48 hours a week without compensation for overtime. And if managers use vacation time during these weeks, they have been previously forced to use vacation time to cover all directed hours for that week; such as 44 vacation or 48 vacation to cover the week even though the manager will only be compensated for 40.
- Management is held accountable for inventory shrink results, but they are not allowed to detail check in warehouse shipments. Often, shortages on truck are missed because of this, and if a team does check in their shipment, discrepancies will be met with "who told you to do that?" from Home Office. How can a company hold us accountable for something that we are given no power to hold in account ourselves?
- Much is made over the profit margin on certain items, and the need for stores to sell these items... But when a company undercuts their payroll while subsequently hammering the ridiculous margins to the same underpaid staff, it not only falls on deaf ears, it can have an overall negative effect upon said individual. Where is their incentive to strive? They see the margin and understand it will never have much effect outside of an extra .05$ at the end of the year, while the bulk of the profits go-to Spencer-Spirit Holdings and it's owners. This is why managers are not given P&PS unlike most other retail businesses.
- Capt. Steve sits on how many boards? What is his base yearly income? What is his overall compensation package? The company wants their employees to see Steve as a cool dude, but his involvement is all but figurehead. And a resoundingly empty one at that.
