Description: The article mainly focuses on the topic of macys employee connection. It refers to the Macy’s worker-friendly scheduling policies. The author will share with us about his dismal experience, some changes that took place during the last five or six years and the reasons why he does not disagree with some comments.
Thanks for the opportunity and I would counter a little bit about the the dismal experience, we’ve made a lot of in tremendous inroads over the last five or six years, because I’m not necessarily disagreeing with the comments that they came up here.
We heard that from our employees five and seven years ago about schedules and about volatility and schedules about unpredictability about who has the control of the schedule should be the manager or the employee.
Through the process of engagement surveys every year with our employees, we have a 175,000 employees in our organization of about 80,000 or the part-time, so very large part-time work force, we hire about 85,000 people.
I think this is holiday season, so we heard five six years ago about the concerns, people had about their scheduling and how it impacted their engagement and also their ability to serve the customer.
Because if they’re not not satisfied at home and if they’re struggling and stressed at home when they come into the workplace, then they’re not going to be helping the customer in a way, that’s going to help our whole organization and grow and help that customer ultimately.
So through the surveys, we received a lot of feedback, it was creating stress for our managers who had to produce schedules as well, produce stress on the employees, because they were being in essence at the whim of the manager.
If you will know in the control of the business and we knew that we had to change the paradigm that we had to create a model where the employees can have the flexibility and control over their schedules and be able to work the hours that they choose.
So it took a bit of a leap of faith, but we developed a strategy called my schedule plus at Macy’s where we have basically someone who joins the company or is working at the company signing up for five different types of schedules.
One of them could be five days a week, four days a week, three days a week or I’ll take hours, when I want to take before they even start, they tell us the days that they’re not available to work so that the restrictions are there out of the get Co.
What will happen is if I’m picking a five day schedule, I might be assigned to two or three days within my availability, but someone with a three-day schedule might have one day on their availability, then they basically use their mobile phone to pick up shifts through the rest of the week.
When they would like to work and basically they will choose if I have childcare issues and I want to work in the mornings, but I could work on a Saturday evening or at my spouse’s home on the weekend.
I’ll take the weekend hours and and then take time off during the week, it was quite a bit of a leap of faith in a sense of how you shift the paradigm. Let me put out your schedule, let you pick a schedule, that’s available 9 to 16 days ahead of time, in fact for a holiday.
This year, we’ve published seven weeks of schedules already done, so it’s not a question of when I am working on December 13th, I know today when I’m working on December 13th, how do you build that and we found by putting that in place, the engagement levels started to dramatically increase in our rank and file managers felt better about their jobs, because they weren’t put in that situation if they could coach and work on engagement.
There are a lot of times, when you’re looking from the outside and you think HR must be doing this, but big stores are operational engines, you know your sales as far in advance as possible, the scheduling and the costs.
So how do you collaborate with our operations, HR people to create an environment of innocence trust and empowerment in our workforce that they know that by allowing the employees to pick their shifts and do these kinds of things, then that will be something that we’ll still be able to open the store.
Through all of that angst and change, initially we have 98 percent of our shifts covered through this program. Thanksgiving was a voluntary day to be able to open associates volunteered.
I’m coming on that day, most of them used that to take Black Friday off and say I’ve never shopped on Black Friday and retail in my life, I’ll work on Thanksgiving evening, but I’m going to be able to go out, I don’t know why, 5:00 in the morning to go shopping the next day.
You know a scheduling, a Productivity issue, it’s a trust and empowerment issue of giving people that I’ll call it the secretary Perez calls it that voice of in the workplace and we have this in place, we have 35 stores that are covered that have union contracts, we have this in our non-union stores.
Across the country, it works quite well for us , we met with the Secretary of Labor back in July and it was how we create a forum to at least share some of these practices that you know more broadly and use it as an uplifting strategy.
As you know not necessarily a stick strategy, if you will see from the other aspect, that allows us the flexibility you’re talking about, we had to break the model of gee, I can only work in domestics and housewares in women and juniors.
We’re working hard at allowing people and doing it today of taking hours across the store, so it’s not necessary, you’re bound to one department that may not have a big seasonal push, so not only taking hours across the store, but I would say beta testing or we’ve started taking hours in nearby stores for Macy’s.
So if I am in a location where I can commute to another Macy’s store, I can also pick up hours in other stores, so all of that can be a win-win, because we can give the associate the hours that they need base built on their course schedule and also the flexibility of the company to meet its needs for the consumer.