I just moved and transferred stores. I'm on the POG team, and so far it's really good. My TL is really nice and very flexible. They even let me shift my start time to later than the rest of the team because 6 AM wasn't working for me. They're also a Sr. TL, so they have LOD duties on top of the POG workload. They've been in the position for about six months, since the old one switched stores, and oversaw the overnights of the remodel that was completed in October.
Problem is, they seem to be having a hard time juggling everything. We're really behind on setting stuff -- I got there the second week of November and they hardly had any of the holiday set done. We just finished Toys on Monday -- we were so late all the aisles were untied and nothing was located until we finished the set. We haven't been setting any side caps, we haven't been doing all the revisions, and yesterday I realized that we missed an entire section of the store -- aisles and end caps -- that was supposed to set the week of the 6th. The whole section is empty and everything is untied now because it hasn't been set.
My ETL admitted she doesn't know as much about POG as she should, and my STL has only been around about a year -- nice guy, but couldn't set a POG if his job depended on it. So basically, there's nobody for my TL work with or anyone to follow up with them about the workload. Basically, my TL and I know more about POG than anyone else in the store (aside from the POG team, and their depth of knowledge isn't as much as ours).
I find myself in an odd spot -- I hate to see such a major process so broken. But I don't know how to approach anyone about it. I don't know if talking to my ETL or STL would help, and frankly, they should be supporting my TL much more than they are. So really, that's a problem for the DTL, and I'm torn on what, if anything, I should say to them about it. But there too, why aren't they noticing these when they visit?
On the other hand, I know this process was a well oiled machine at my old store, and I wish I could ask them for advice on how to make it work, but I don't want to be one of those "this is how my old store did it" team members. I know I could really help my TL out by overseeing the sales plans and side caps while they worry about the POG sets, but I don't know how to approach them about...well, all of this. Part of me says "screw it, this isn't your problem", but it IS my problem because it affects my job and it affects the store.
Advice? Suggestions? Help?
And yes, we have a POG team and got back the back room team, so we aren't doing Modernization to the extent that other stores are (which was the same at my old store as well).
Problem is, they seem to be having a hard time juggling everything. We're really behind on setting stuff -- I got there the second week of November and they hardly had any of the holiday set done. We just finished Toys on Monday -- we were so late all the aisles were untied and nothing was located until we finished the set. We haven't been setting any side caps, we haven't been doing all the revisions, and yesterday I realized that we missed an entire section of the store -- aisles and end caps -- that was supposed to set the week of the 6th. The whole section is empty and everything is untied now because it hasn't been set.
My ETL admitted she doesn't know as much about POG as she should, and my STL has only been around about a year -- nice guy, but couldn't set a POG if his job depended on it. So basically, there's nobody for my TL work with or anyone to follow up with them about the workload. Basically, my TL and I know more about POG than anyone else in the store (aside from the POG team, and their depth of knowledge isn't as much as ours).
I find myself in an odd spot -- I hate to see such a major process so broken. But I don't know how to approach anyone about it. I don't know if talking to my ETL or STL would help, and frankly, they should be supporting my TL much more than they are. So really, that's a problem for the DTL, and I'm torn on what, if anything, I should say to them about it. But there too, why aren't they noticing these when they visit?
On the other hand, I know this process was a well oiled machine at my old store, and I wish I could ask them for advice on how to make it work, but I don't want to be one of those "this is how my old store did it" team members. I know I could really help my TL out by overseeing the sales plans and side caps while they worry about the POG sets, but I don't know how to approach them about...well, all of this. Part of me says "screw it, this isn't your problem", but it IS my problem because it affects my job and it affects the store.
Advice? Suggestions? Help?
And yes, we have a POG team and got back the back room team, so we aren't doing Modernization to the extent that other stores are (which was the same at my old store as well).
