Lamentable Realidad 

Walmart 2501 está plagada de cada una de éstas características pero hay que ser justo y explicar cada una si equivale un 100% cierto.

  • Trabajo en equipo

Aquí hay muchos asociados que apoyan esta práctica, la ppractican. El problema es que muchos gerenciales frenan esta práctica ya que al ver a varios asociados “juntos” lo consideran una pérdida de tiempo.  En muchas ocasiones se les trata de explicar pero lamentablemente no aceptan sugerencias,  solo lo que ellos digan. De que hay asociados que emplean el trabajo en equipo, por supuesto, el problema es los gerenciales con problema de comunicación y diálogo. Se podría decir que equivale un 75%.

  • Problemas y no soluciones 

Este punto es extremadamente importante ya que la mayoría de los “tremendos líderes “, claro está, empezando por el gerente de tienda lo practican un 100%. Es como una cadena que va unida; aquí cada gerencial al presentársele una situación este busca una persona a quien culpar en vez de buscar una solución. En sus mentes siempre habrá un culpable y claro está, ellos nunca lo serán. 

  • Otros toman crédito de tu trabajo 

Aqui se podría decir que equivale a un 50% ya que hay muchos asociados que son sinceros al momento de hacer alegato de algunas de sus funciones, hay otros asociados que no lo son, estos han sobresalido por buenas labores realizadas por otro de sus compañeros. En el plano gerencial esto se nota mucho. En la 2501 hay una asistente, la cual es interina, que cada punto es su pura descripción,  en este sobresale mucho ya que esta “tremenda líder” a la hora de que otro gerencial exalte o critique su trabajo siempre dirá presente,  para una crítica negativa de su labor ella siempre busca a quien echarle la culpa. 

  • Reglas que nadie sigue

Aquí sse podria decir que equivale un 50%. Hay muchos gerenciales que en las distintas reuniones hablan y enfatizan sobre la práctica de las distintas reglas que exige la compañía.  El problema es que estos las rompen, manipulan a su parecer, muchos asociados al ver a estos “líderes” comportándose de tal forma entran en tela de juicio su liderazgo en la tienda. 

  • Rumores y chismes

Esta equivale un 100%. Es bien común y notable en la tienda. El sentido de confidencialidad en la 2501 nunca ha existido y hasta que no se tengan Líderes que en realidad cumplan como tal esto no cambiará.  La filtración de información confidencial ya sea por un proceso de puertas abiertas o una confidencia es bien concurrente en la tienda.  

  • No existe plan desarrollo 

Aunque en la tienda hay una práctica nueva que tiene el mismo título este es una medida de darle más tareas al asociado que desee formar parte de estos planes de desarrollo. Aquí el asociado se educa de diferentes habilidades las cuales les “ayudará” a aplicar a cualquier plaza emergente que les convenga. Lamentablemente se ha sabido de asociados que aún completado este plan de desarrollo les han prometido alguna plaza para después enterrarse que la misma le fue dada a otra persona de otra tienda. Que funciona el plan de desarrollo? Solo por conveniencia del gerencial. Equivale a un 80%.

  • Poco capacitadas reciben ascenso 

Equivale el 100%. Muchos de los “llíderes” que tiene la 2501 carecen de muchas cualidades de llamarles tal. Muchos ascensos que se han visto en la tienda son cuestionables. Esto denota en el favoritismo que existe actualmente. 

  • No hay claridad

Equivale el 100%. La mayoría de los gerenciales tienen una proyección de momento no una de mente abierta. No aceptan sugerencias,  solo es lo que ellos digan, se describen como gerenciales y lo vociferan alto como para tratar de convencerse ellos mismos. Siempre es lo que ellos digan, ellos son “los que saben”, como lo han dicho en otras ocasiones. Como la asistente interina dice cada dia, “yo soy gerencial”.

Laboramos en un entorno super tóxico,  con personas que se hacen llamar líderes que solo tienen una meta, completar cada tarea sin importar nada. Aunque esto de completar las tareas no es nada malo, al contrario es algo que exalta a cada individuo lo hace sentir de una manera positiva hacia si mismo; lo negativo es la manera de pensar y actuar de éstos “líderes”, sólo piensan en terminar la tarea obviando y sin darle importancia la salud física y emocional del asociado. 

True Manager

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http://laochus.com
#integrity #ocuppywalstreet #ourwalmart #fuckcapitalism #wages #fair #workers

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Séptimo testimonio

Una asociada que lleva varios años en la tienda comenta con molestia la falta de profesionalismo y el cambio que ha dado el Gerente de la tienda 2501:

“No se que le ha pasado a nuestro Gerente, el ha dado un cambio del cielo a la tierra. Tanto que nos dice que de tener alguna queja o alguna situación que lo paremos y se lo digamos. Se ha hecho, bueno yo lo he hecho, pero me asombró lo que le escuché decir que el prefería irse a la oficina que está por auto porque así no lo molestaban, que estaba cansado ya de escuchar tanta queja. Que vamos hacer con un Gerente que no se preocupa por los suyos, esto es bien lamentable”.

Concluye la asociada. En mi opinión personal este “líder”, el cual tiene una organización de como desarrollar profesionales,  siempre ha sido el mismo,  para mi es una mala persona. Usa un disfraz que lo hace ver al público y hasta algunos asociados como tremendo “líder”, lo cual no lo es. Solo tiene la posición,  Gerente de tienda, más nada.

Laoch6

Días libres a merced de la tienda

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Así mismo como se lee en el título. Muchas veces uno como asociado ve posteado su horario y se va haciendo un plan para las diferentes cosas que cada cual realizará con su familia o amigos. Esto se plaga negativamente cuando al presentarte al turno te das cuanta de que cambiaron el horario a ultima hora, lo tacharon o sobre escribieron en el horario anterior.
Esta falta de respeto le ha tocado a varios asociados que se percatan que su horario cambió de un día para otro. Esta práctica lleva tiempo pasando y está muy mal, esta gerencia o compañía quiere tener el control de todo, días libres,  vacaciones, comportamiento, manera de trabajar,  hay que hacer un alto a esta manera de trabajar de estos “líderes”.
Estamos a merced de las decisiones de la tienda. No podemos,  no debemos seguir asi.

Laoch6

The Ugly Walmart Truth: Some Managers Treat Workers Like Dirt

A manager comes forward to reveal the corporation’s abusive culture and the way it retaliates against workers organizing for change.

Low wages, no benefits, irregular schedules, and unreliable hours are just some of the horrible working conditions most Walmart workers have to endure. Yet when I asked some of the workers what they consider the worst part about working for the corporation, they didn’t mention any of these wretched labor practices. Instead, they all gave the same answer: disrespectful managers.

These managers have committed offenses big and small. Some have refused to return a “hello” from their workers. Others have forced workers to do heavy-duty work despite medical conditions and pregnancies. And worse, one manager even told an African-American worker that “he’d like to put [a] rope around his neck.”

When workers try to better their working conditions through OUR Walmart, a community of current and former workers, managers’ behavior often gets worse. A manager was even recorded telling workers he “wanted to shoot everyone” organizing for change.
LABOR

The Ugly Walmart Truth: Some Managers Treat Workers Like Dirt

A manager comes forward to reveal the corporation’s abusive culture and the way it retaliates against workers organizing for change.

By Alyssa Figueroa / AlterNet

January 29, 2015

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Photo Credit: Alyssa Figueroa

Low wages, no benefits, irregular schedules, and unreliable hours are just some of the horrible working conditions most Walmart workers have to endure. Yet when I asked some of the workers what they consider the worst part about working for the corporation, they didn’t mention any of these wretched labor practices. Instead, they all gave the same answer: disrespectful managers.

These managers have committed offenses big and small. Some have refused to return a “hello” from their workers. Others have forced workers to do heavy-duty work despite medical conditions and pregnancies. And worse, one manager even told an African-American worker that “he’d like to put [a] rope around his neck.”

When workers try to better their working conditions through OUR Walmart, a community of current and former workers, managers’ behavior often gets worse. A manager was even recorded telling workers he “wanted to shoot everyone” organizing for change.

This leads to one of two conclusions. Either Walmart is eerily talented at hiring the meanest bullies on earth, or there is something about the corporation’s culture that manipulates its managers into treating workers in a subhuman fashion. After reading leaked documents that exposed the way Walmart trains its managers on how to deal with OUR Walmart workers (hint: by misinforming and tattling on them), I developed a hunch it was the latter. Then “Dan,” an assistant manager for a Walmart store in the Midwest, confirmed my intuition.

I spoke with Dan (a pseudonym) under the condition of anonymity. (Managers are not protected under the same federal labor laws as other workers.) Well-spoken, polite and admirably humble, Dan has been a manager at Walmart for several years and said the warped corporate culture comes down to how Walmart views its workers.

“We don’t treat people with respect,” Dan said. “The stigma within a Walmart facility, and even some of the really good ones, is still, ‘We need bodies.’ But, we’re human beings, we’re not bodies.” 

That outlook—that workers are just cogs in a massive capitalist machine—drives Walmart to give workers often unfeasible workloads created to squeeze out every drop of their labor. And managers are responsible for making sure these workloads are completed.

“Even when we talk about the facts, the figures, the data—even our own company programs that are used to assess how much a workload is—whenever the numbers don’t match up, we’re still expected to get everything done 100 percent,” Dan said. “And as managers, we’re expected to stay, to the point where I’ve worked 14-or 16-hour days on a regular basis.”

Faced with this extreme pressure, managers often pass their anxiety on to workers.

“Walmart has forced managers into bad positions because we’re overworked and overstressed and not handling it the best way we should and sometimes we take it out on associates,” Dan said.

Dan admits he’s not perfect and has occasionally snapped at workers. He tries to direct his frustrations to upper-management, but ultimately, they give him unusable advice instead of practical strategies for managing his staff’s workload.

“They say, you’re managers. I pay you to solve problems, and if you can’t solve the problem, I need to pay someone else to do it.”

Dan said the higher-ups harass him on a constant basis about not working hard enough. As some form of protection, Dan began keeping notes on his workload, the amount of workers needed to complete it, and the standard company time it takes to get done. That way, when he’s told he hasn’t done his job, Dan can say, “Show me the data.” His supervisors can’t. This is also why Dan has not faced administrative action for his supposedly poor performance. But he is punished in other ways.

“I say, you can’t tell me based on these facts and based on this math that I didn’t do my job for the evening,” Dan said. “But they still will. And they’re designed to keep it verbal and they’re designed to make it personal. Because of the frustration I feel constantly being told I’m not performing, I’m not good enough, I don’t want my associates to feel that way when I know they’re performing.”

But many managers do make their workers feel that way. So what separates the respectful and the disrespectful managers at Walmart?

“It’s whether or not you drink Walmart’s Kool-Aid,” Dan said. “If you do, you’re going to go on with the solidarity. I don’t know how many meetings that I’ve been to that they say, whether we agree or disagree at the end of this meeting we are one team and we will have one direction. Deviation will not be tolerated. It’s also the fear of losing your job or the fear of administrative action controls you.”

It doesn’t help that Walmart incentivizes this by-any-means-necessary behavior.

“Unfortunately, we sometimes reward people who aren’t the best managers because they are getting things done,” Dan said. “But they’re getting things done because they’re trampling over the people below them and grinding them into the ground. So they are getting some results, but not getting results the right way and those results are not lasting.”

What this often means for workers is constant harassment and degradation from management. Dan told me about a recent situation where a manager he works with was hounding one of their workers, nearly screaming at him, because they were far behind on unloading a truck. The worker, who consistently performs at a high level, couldn’t understand why he was behind either.

“He said, I don’t know why I’m a failure today,” Dan said. “Now this is a grown adult really on the verge of being in tears, and I’m like, that’s not appropriate.”

Dan managed to calm the other manager down and figured out that they were unloading the wrong truck. Instead of being behind, they were actually far ahead.

Belittling workers like this is no way to run a business, Dan said.

“You can only hold power for so long before either the fear holds no more power or rebellion sets in.”
Dan has already reached that point.

“I’ve gotten to a point where fear no longer runs my life, but there was a point in my career when it was,” Dan said. “At one point, I didn’t take a day off for 12 days, and that’s working 14-hour days. That’s how much I let the pressure get to me. And that does a lot of other things to a person. It has personally messed up a lot of things in my life. My last marriage kinda ended over the amount of work I was putting into my job.”

Walmart workers have had enough, too. That’s why some are organizing with OUR Walmart for better working conditions. But the corporation is also organizing. It has developed a plan to deal with OUR Walmart and has trained managers to carry it out. Some of these training documents were leaked early last year. Dan confirmed the documents’ statements on Walmart’s official response to workers’ organizing.

“If an associate asks about OUR Walmart, they tell you to call their Labor Relations Hotline and say to the associate, ‘They’re like a union. I don’t think we really need a union. We’re pro-associate, not anti-union’ and ‘You’re going to pay your hard earned money to someone to speak for you when you can speak for yourself.'” (OUR Walmart has an optional $5 monthly dues.)

Unofficially, the higher-ups at Walmart are also telling managers to hamper the movement.

“We were told on a conference call, ‘We don’t want this OUR Walmart movement, and you are directly responsible for whether they show up. If you’re thinking it’s going to come in, you got to start looking at the individuals who are bringing the influence in and figure out what’s going on,’” Dan said.

Sometimes, that means actually trying to solve workers’ concerns. But other times, that means managers are supposed to pay special attention to people who may be members of OUR Walmart.

Dan said one of his general managers was so paranoid he made his managers call him immediately if they heard a worker speak about OUR Walmart and provide documentation of every worker that employee was in contact with each day.

Managers are also encouraged to be particularly mindful of these employees’ work performances. Dan said sometimes managers will chastise workers they think are with OUR Walmart for trivial matters, like resting for a few extra minutes during a break.

“That comes up more often if that worker is identifying themselves as an OUR Walmart associate or are interested in it because there’s no way for us to really know if they’re an OUR Walmart associate,” Dan said. “But if we can suspect them, we can start the data trail in case something goes wrong.”

Dan recently contacted OUR Walmart hoping that, as a manager, they would let him join. He became a member last week. 

“I support OUR Walmart. And I came to that decision when I reached the point where I wanted to do anything I can to help associates not feel the same way I do when I’m at work and not feel the way I feel about myself in their job.”

Dan said he hopes associates remember that managers are people, too.

“Your boss may be just as miserable as you are,” Dan said. “And they may not have the answer on how to fix things, and we don’t always agree with what’s going on. I would hope more associates would recognize that in managers and more managers will come out and say ‘Look, I agree this is wrong. I want to do what I can to help my associates.’ I would rather bridge this gap than create more of a friction.”

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Meet the Low-Key, Low-Cost Grocery Chain Being Called ‘Walmart’s Worst Nightmare’

By Brad Tuttle
http://business.time.com/author/bradtuttle/

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Retail analysts say the world’s biggest retailer has reason to fear a small grocery chain that’s based in Idaho and boasts a business model that allows it to undercut Walmart on prices.

So about that eye-catching Walmart quote. Those are the words of Burt Flickinger III, a widely respected supermarket-retailing-industry expert who works for the Strategic Resource Group. Flickinger was quoted in a recent Idaho Statesmanstory about WinCo, a chain of roughly 100 supermarkets in the western U.S., based in Boise, Idaho.

“WinCo arguably may be the best retailer in the western U.S.,” Flickinger says while touring a WinCo store. “WinCo is really unstoppable at this point,” he goes on. “They’re Walmart’s worst nightmare.”

Flickinger isn’t the only industry insider discussing WinCo and Walmart in the same breath. “While many supermarkets strive to keep within a few percentage points of Walmart stores’ prices, WinCo Foods often undersells the massive discount chain,” the industry publication Supermarket Newsexplained last spring.

How does WinCo manage to undercut Walmart on prices? And why should the world’s largest retailer have any reason to fear a small regional grocery chain that most Americans have never heard of?

First off, the reason you probably haven’t heard of WinCo is partly that at this point its stores are limited to a handful of states in the West. But WinCo is a little-known player also because the company is a privately held enterprise that seems to take its privacy seriously, preferring a low-key, low-profile approach — which is extremely rare in a world of retailers boisterously begging for shoppers’ attention.

Simply put, WinCo “communicates low prices by delivering low prices,” Jon Hauptman, a partner atWillard Bishop, a retail-consulting firm, toldSupermarket News. “WinCo doesn’t do much to communicate price and value. It convinces shoppers of value based on the shopping experience, rather than relying on smoke and mirrors to convince them.”

As for how WinCo can deliver such low prices, theStatesman story details the company’s history and business model. It all began, interestingly enough, when two Idaho businessmen opened a warehouse-type discount store with a name that could have been pulled from a movie slyly spoofing Walmart. Waremart, it was called. The company became employee-owned in 1985, and changed its name to WinCo (short for Winning Company) in 1999.

Prices are kept low through a variety of strategies, the main one being that it often cuts out distributors and other middlemen and buys many goods directly from farms and factories. WinCo also trims costs by not accepting credit cards and by asking customers to bag their own groceries. Similar to warehouse membership stores like Sam’s Club and Costco, and also to successful discount grocers with small stores like Trader Joe’s and Aldi, WinCo stores are organized and minimalist, without many frills, and without the tremendous variety of merchandise that’s become standard at most supermarkets. “Everything is neat and clean, but basic,” Hauptman told Supermarket News. “Though the stores are very large, with a lot of categories, they lack depth or breadth of variety.”

While all these factors help WinCo compete with Walmart on price, what really might scare the world’s largest retailer is how WinCo treats its employees. In sharp contrast to Walmart, which regularly comes under fire for practices likeunderstaffing stores to keep costs down and hiring tons of temporary workers as a means to avoid paying full-time workers benefits, WinCo has a reputation for doing right by employees. It provides health benefits to all staffers who work at least 24 hours per week. The company also has a pension, with employees getting an amount equal to 20% of their annual salary put in a plan that’s paid for by WinCo; a company spokesperson told the Idaho Statesman that more than 400 nonexecutive workers (cashiers, produce clerks and such) currently have pensions worth over $1 million apiece.

Generally speaking, shoppers tolerate Walmart’s empty shelves and subpar customer servicebecause the prices are so good. The fact that another retailer — even a small regional one — is able to compete and sometimes beat Walmart on prices, while also operating well-organized stores staffed by workers who enjoy their jobs, like their employer and genuinely want the company to be successful? Well, that’s got to alarm the world’s biggest retailer, if not keep executives up at night.

While WinCo does keep its business quiet, we do know one thing: the company is in the process of expanding to new states, with two locations opening in north Texas next year, for example. Flickinger anticipates rapid growth in the near future, with WinCo doubling in size every five to seven years going forward.

Walmart should learn or someone from this company teach them how to be a real neighborhood company

Laoch6

Walmart keeps “better and better”

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One of the rights as associates in this “great” company is to accumulate hours for vacations. One as an associate eagerly anticipates the time goes by because in that time we accumulate hours so we can organize to picks the days for our vacations to spend it we our family.

Unfortunately we are at the mercy of taking the vacation according to the analyzes that have to make the HR staff and the respective management. Saying that an associate really can not do planning as such. If an associate have evidence that he needs an specific week and the so called analysis that HR staff indicates that this week is unavailable the next step would be to speak with the Genereal M
anager of the store, the chances that this “great” leader nod concern associated, this showing evidence is in denial. This has happened on many occasions.

Then we take vacation at the discretion of the famous “leaders.”

Humans set priorities, this is paramount spending time with his family; However, even in this company intrudes.

Enough, we must be a voice, we can not remain puppets of these people. We must wake up, stop being afraid, labor rights are in the hands of human rights.

Laoch6