- Joined
- Apr 23, 2012
- Messages
- 58
Heres the thing. I work at a ULV store and I wear many hats. One of those hats say Instocks. I absolutely enjoy being an instock team member. It's a pain in the ass sometimes, but I seem to feel more accomplish at the end of the day than when I'm in any other work center. Its extremely disheartening to see the current state of things. The other day, we were notifed that how scores have been extremly high for a month now. Good right? Leadership is happy. However, its because we are not doing instocks correctly. We've been "challenged" to do all that we can to make sure we have a high no backroom locations. As a result, we are not following best practice and we have many holes through out the store. Because of this, I feel like we are missing sales. We are usually under by anywhere from $200 to $1500. Instead of working with us to make sure the floor is filled, they are content to instead push service plans on the team.
My TL, who is awesome, is leading towards the leadership perspective. I've had several "***** sessions" with her where I explained that we are not headed in the right direction. Her suggestion was to write down the DPCIs and pull them after scanning. I've argued that this is a waste of payroll because it adds additional work on an already stressed out team. I seriously feel like I need to print out best practice and carry them with me in case on the the ETLs challenge me on it. But as long as the score is green, they don't seem to care.
So, I'm stuck. I believe that the scores are an indicator towards the health of the story. Going red is not a problem, as long as you use it to acknowledge an opportunity and begin to develop the team to adjust to it. I feel like my store is sick. And since we are fudging instocks, the ETLs and STLs are refusing to see any of the problems. The other day, they even said "We are green because instocks is shooting accurately".
Any advice for me? I've sat down with a couple of the ETLs and told them how I felt. I get some understanding, but mostly they seem not to really care because of the scores. Its insane how much I wish someone would come in an audit us. Anyways, has anyone gone through this and have some suggestions?
My TL, who is awesome, is leading towards the leadership perspective. I've had several "***** sessions" with her where I explained that we are not headed in the right direction. Her suggestion was to write down the DPCIs and pull them after scanning. I've argued that this is a waste of payroll because it adds additional work on an already stressed out team. I seriously feel like I need to print out best practice and carry them with me in case on the the ETLs challenge me on it. But as long as the score is green, they don't seem to care.
So, I'm stuck. I believe that the scores are an indicator towards the health of the story. Going red is not a problem, as long as you use it to acknowledge an opportunity and begin to develop the team to adjust to it. I feel like my store is sick. And since we are fudging instocks, the ETLs and STLs are refusing to see any of the problems. The other day, they even said "We are green because instocks is shooting accurately".
Any advice for me? I've sat down with a couple of the ETLs and told them how I felt. I get some understanding, but mostly they seem not to really care because of the scores. Its insane how much I wish someone would come in an audit us. Anyways, has anyone gone through this and have some suggestions?