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Amen. I left my "etl" role a little under a year ago as well not near as long and some of you but long enough. My current job I also find myself finishing my work so quickly and staying focused, while others are on phones and just chatting away. But I've always had that in me to stay focused and...

It's just another Target ineffeciney. No extra payroll when it happens (hopefully that's changed) and just sets stores behind especially if you can't get enough people in. Surprise!

Any leader with a heart or brain should follow this rule.

And what then when the dsd says there isn't any? Most don't like feedback or hearing from the frontline the actual problems. GM can get their shit done. Uboats super sorting everything makes sense and can truly work. Problem is it needs to be staffed correctly, and if it isn't the wheels fall...

Lolol payroll was never a free for all. 7/8 trucks a week and we couldn't schedule to the "Bible" known as the modernization tool kit thanks to payroll. Glad to see youve bought into the new way of doing things at Target, id suggest keeping options open because it won't last for long

TBH glad I don't work with you. No offense but that attitude won't help you at Target or anywhere else. Most people care about the front end in my experience, no one wants to back up constantly because it continues to set them behind in their work. I can tell you from personal experience it...

I can see why that makes you a terrible leader, not trying to be rude at all. The culture I was in was to make sure the whole store succeeded, it never worked just looking after one area. When I ran GM I would look at the workload, how many hours were given and what the projected time it would...

Congrats, you are starting to realize that there needs to be a fine balance of payroll throughout the store. GM/Logistics is the backbone and biggest work center that can affect payroll, sales and guest loyalty in a store. To little and everything falls off the rails, processes fail leading to...

It does sound great and really could work. TSS is a great idea that truly can work. Problem: PAYROLL. 50-60 hours worth of push each truck and about 30 hours scheduled per truck. Why? Store literally can't afford it to even staff it right to what is truly needed. The truck process is the...

Then that comes down to poor leadership and accountability if TM's are wandering around like that. These unrealistic expectations are unrealistic. Look at the stock hours off each truck. Then calculate how much payroll you are given each day. Now include backstock, zone, scan for outs, pull, set...

Correct, if you are lucky enough to have this. Lately my TL has had to be part of the whole pushing the line aspect because like today we only have 4 sorters scheduled. My STL considers them to be part of the actual sort because payroll is so shit. So when the next group of people come in a half...