In theory, ISM could be a great thing, however, the tenured team is not qualified to do cross over functions. Can you see a merchandiser working on a Saturday night in the men's tailored area, or better yet, an elderly sales colleague coming in at 8:00 am to unload flatbeds of cookware. The talent pool that most stores own are not or will not be cross trained. Nor do they want to be trained. Our talent from both buckets will/are leaving.
I agree with every word. (Quoted post @2xex+1m4h2xBZ)
ISM definitely don’t work when favoritism is involved. There will be a colleague that opens accounts be on the phone watching sports when merchandise has to be on the floor. Most of the managers would walk by without saying a word but let someone else do that n it’s a problem. Managers would have a person that never merchandised before be by themselves with no guidance and can’t answer any questions then expect the OG 8030 to fix it. The term OG 8030 gets tiring when in the same breath they say we have equal task with the ISM.
You won't get fired, we almost never fire hourly colleagues unless it is for reliability (and then, they are really firing themselves). Instead you will have to endure relentless conversations about your credit performance and hear about it during every check-in with your manager. It's easier just to ask every customer and explain some benefits.
ISM was a bad idea from the beginning . I was one of those people moved from BOH to the sales floor . I basically do all of my original job except fir unloading the truck. 90 percent of the people in my store never leave their department. Only a small group of associates git screwed over in this whole thing. I get to work a bunch if nights and every weekend while everyone else gets day schedules no weekends. I am not pushing credit on customers I refuse. At almost 32 percent interest its getting harder to push. So if they fire me so be it.