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The process of stepping down itself is uncommon, and the opportunity to promote again depends greatly on the reasons for initially stepping down as well as your continued performance after stepping down combined with the type of ETLs/SD/DSD you have at your new store. An even more uncommon case...

It depends on your SD and field leadership for your area. It also depends why and when you would be stepping down. As far as I can tell, this most often involves a transfer, though. If you're in that position, your ETL HR and SD are your best resources for options.

I had this kind of system set up about a year back, but then the decision was made to move cosmetics into the E/E stockroom on my day off, and they just shoved all of my supplies to random places in the stockroom to make space.

Fair enough. My store could probably manage leaving the keepers for that purpose, the only issue we were having was people forgetting to remove the keepers when doing IRs, and the increase in keepers coming back up from SFS

I'm jealous of how large that lockup aisle is for electronics. Also surprised that they're able to backstock product with the keepers still on and not run out of security devices.

Sadly not anymore, these UPC Maint functions went away when MyWork 2.0 was implemented :(

I wonder if they realize that SFQ isn't working properly anyway when manual pulling is involved...

Does your store not store tie by the section?

Well, not a closing lead myself, but I have a few tips: First, if any of your team closes consistently, start by working with them one by one to help them be self-sufficient. It takes time, yes, but it is worth having the TMs solve problems on the fly. Additionally, if you haven't already, set...

It can seem extreme, yes. Going under the assumption that all the ETLs involved are on the up and up, though, there's just some stuff that the rulebook says need to be written up. For instance, if it was something that fell under corrective conduct based on what you told your ETL, there's a...

I agree with HLM on the overall goal. The more they have to do the less opportunity they have to loaf or get really off task. One caveat to that is the tasks have to be fair in the eyes of the team, so not a list of things that they physically can't get done or anything. Another consideration to...

I'll second @Hardlinesmaster here on the end to end part. SL has always gotten more payroll than HL anyhow, but even more so with remodels and the selling focus. Biggest advice for you is to prioritize where you can and make sure you give consistent communication to both the TMs and ETLs. To...

That's the point. They're not in my lineup. I have absolutely no say over softlines for reviews or otherwise.

No, I only ever saw 3 review scores for the TMs I actually oversee. The rest were unknown to me. I know it's not big stuff, I'm just mildly unnerved by the fact that I can see what time periods some TLs were in what roles at which stores. I suppose it would be assumed by most when they write...

Soooo, does it unnerve anyone else just a little that workday allows you to see employment history for ETLs and the like? Or that it lets TLs see review scores for anyone they technically oversee?

I got a boost from $12.75 to $16.25/hr. No negotiation, but I was already way over standard TM pay at the time.