I work at a retail chain that has a reputation for treating its employees poorly, so I have learned not to expect much from management. However, I never thought I would find myself in a situation where doing an excellent job would actually feel like a mistake. About six months ago, I started working in a particular department simply to cover a shift. My job was supposed to be temporary, but everything changed when management noticed my sales numbers. I ended up achieving the highest sales that department had ever seen, and suddenly, I was being scheduled there more and more often.

As time went on, I realized I was doing much more than what was expected of me. I was working in the department more frequently than the actual department manager, and I was handling nearly all the responsibilities that came with keeping everything running smoothly. I helped customers, worked hard to meet sales goals, organized merchandise, and took care of tasks that should have been handled by the manager. Despite all this extra effort, I never received an official promotion or any meaningful recognition for the work I was doing.

Eventually, I decided to bring the situation up during my performance review. I explained how much responsibility I had taken on, pointed out my strong sales performance, and asked whether I could be promoted to the department manager position. I genuinely believed that my results and dedication would give management a reason to consider me. Unfortunately, they turned me down because the current manager had more seniority than I did. I was disappointed, but I tried to accept their decision and move forward without making a big deal out of it.

Even after being rejected, I continued working hard because I was still earning commissions from my sales. The extra money usually came to around $10 to $15 per day, which made the additional effort worthwhile to some extent. However, this week, I found myself doing even more work to reset certain aisles in the department. What made the situation especially frustrating was that I was the one putting in the effort while the manager continued to hold the title and benefits of the position. It started to feel ridiculous that I was expected to perform at such a high level without receiving the recognition or compensation that should come with those responsibilities.

That was when I began questioning why I was pushing myself so hard for a company that had already made it clear that it would not reward my efforts with a promotion. I had tried to prove myself through my sales, my reliability, and my willingness to take on extra responsibilities, but management’s decision showed me that doing more work did not necessarily mean I would get ahead. I am not planning to become a bad employee or deliberately cause problems, but I am seriously considering doing only the work required of my actual position from now on. If they want me to perform a manager’s responsibilities, they should be willing to give me the manager’s title and pay. Until then, I do not see why I should keep going above and beyond for free.

Read Story…

I’m not even the department manager!

I am not the OOP, OOP is u/thatwasturrible

Originally posted to r/TalesFromRetail

Original post – posted 2014-07-24

I work at a retail chain that treats it’s employees rather poorly. I work in a department, where we have to reach certain sale goals (meaning we have to entice the customer by coming to our department register instead of the main registers). Well, I started working in this department about 6 months ago just to cover a shift. Turns out I had the highest sales in that department the store had seen, so they started scheduling me in that department. Well, I start working this department more than the department manager and I essentially do ALL of his work. When I bring it up in my review, asking for a promotion, I was turned down, because said manager has seniority over me…fine, whatever. I keep my sales up just to get commissions (an extra $10-$15 a day).

Well, this week, we’ve (meaning just me) been working on resetting certain aisles of my department. I’m talking eight different areas of my department that have to be finished by this Friday. It’s a department lead’s job to get these resets initiated and finished, but of course I’m stuck with his shit. Yesterday, I was working on finishing my biggest reset. It’d taken three days, and I’d stopped dragging customer’s to my register to make sure my work finally got finished. This is when our big boss who turned down my promotion comes in.

BB: Hey, thatwasturrible, we need to have a talk in the office. (so we head to the office)

Me: Oh, yeah, what’s up?

BB: Uh, we were looking at sales reports for yesterday, and you didn’t meet the goal…

Me: Um, oh, well…I’m sorry, I’ve been working on finishing this section. How below the goal was I?

BB: You were under by 2%.

Me: Oh, well, I’m sorry that happened. I’m just really trying to make sure we get this project done before friday, and I haven’t really had any help.

BB: Right, but you need to focus on your sales and get this done. You lead this department, and we expect you to be able to handle your tasks and goals.

Me: Uh…actually, I don’t lead this department. Department lead is the leader of this department.

BB: Right, but you work over here more than he does, so we expect more out of you.

Me: (I’m kind of getting pissed at this conversation now) Okay, I do work over here more, but I don’t have his job title or pay, and I’m doing ALL of his work. He also never meets sale goals, and he never gets talked to as far as I’ve heard. I’ve only ever not made sales goals once or twice, yet I’m called to the office?

BB: I understand that, I do, but we’re doing you a favor. We give you more hours and responsibility, because we see potential in you to be a manager one day (It took all of the managers at our store 5 years to become managers, and I’m sure as hell not staying here 5 years to make $11 dollars an hour.)

Me: Potential? I do all of the managerial duties already.

BB: It might seem that way…

Me: No, it doesn’t seem, it is that way. I order product, I start rese–

BB: Well, speaking of, why has it taken you 3 days to work on reset?

Me: Because I’ve had no help. I wasn’t even supposed to start the reset, it’s supposed to be department manager’s responsibility. Why am I doing all of his work!?

BB: Well, it’s called being a team player. The reset needs to be finished today. You’re not leaving today until it’s done, and if your sales goals aren’t met, I’ll be forced to right you up.

Me: Yeah, well, I’m done. Here’s my badge.

BB: What?! No, you can’t leave! This isn’t how a leader acts thatwasturrible! We were just having a conversation. This is completely uncalled for.

Me: Once again, let me remind you that I’m not a lead, and this is completely called for. You made it clear that you found me expendable, so I’m done.

BB: You can’t do this to us. Your sales are the highest we’ve had. You need time to consider what you’re doing. I’m going to give you a day to think on it, and then you can come back tomorrow, when you have a clearer head.

Me: You don’t understand. You’re not my boss anymore, so I don’t NEED to do anything you’re telling me. I’m not coming back ever. This is it. I’m done.

I walked out of the office, and he paged me to report to the office numerous times as I’m walking out of the building. Today, I received a call from our district manager, who basically apologized, and asked me to come back. I still told her no. Got an on campus job today that pays a dollar more than I made at old retail job, so I think I’ll be just fine.

UPDATE: BB just called me about 10 minutes ago saying that he wants to have a conversation with me tomorrow when I come to pick up my last check. I told him there wasn’t really anything to discuss, and that he’d need to have the check ready to be handed off to me, as I wouldn’t be sticking around for any conversations. He responded with BB:”Well, I just wanted to let you know we’re willing to make you a “Co-Manager.”

Me: Well, would I get a raise?

BB: We’d have to discuss it tomorrow.

Me: Raise, yes or no?

BB: Well, you practically earn enough off commissions for it to be like a raise.

Me: That’s all I needed to hear. I’ll be in tomorrow to get my LAST paycheck. Buh-bye now.

–

UncopyrightTNT: Why didn’t they just promote you instead? It makes no sense!

EricKei: Why give manager pay and (possibly) benefits to someone who’s already doing the work for less-than-manager pay? — Most likely, this is what they’re thinking.

ronin1066: “I’ll have to write you up… wait where are you going?!? We’re just having a conversation!”

Yeah, threatening your job is not just having a conversation. Good for you.

Update – posted 2014-07-26 (2 days later)

Well, I went to get my final paycheck today. Walked in and nosey ex-coworker comes up to me.

NECW: Oh, there he is!

Me: Oh, hey NECW.

NECW: I heard you quit the other day! Are you here to get your job back! Rumor is that BB said he was going to give you a day to beg for it back.

Me: NOPE! Just getting my last check. Can you call a manager to get my check for me?

NECW: Oh, yeah, sure.

Me: Thanks.

I knew there was supposed to be two other managers on duty, but of course she pages BB, I’m sure that was no coincidence. I’m hoping he just brings me the check and I can go.

BB: Hey, I have your check in the office, come with me.

Yup, here we go, I went in there expecting he’d pull this stunt to get me in the office and have a talk with me. I told myself the whole way over, that I wouldn’t fall into this trap, but whatever, maybe he’ll just give me the damn check and it’ll be done…NOPE!

BB: So, I know things got a little rough a few days ago. I know I said things I shouldn’t have. We really want you to stay, ya know. We can’t run department without you.

Me: Oh, well, that’s unfortunate. So, is that my check?

BB: Uh, yeah.

Me: Oh, okay, thanks

Grabbed my check and head for the door out of the office. Before I can, BB rushes in front of the door.

BB: Wait, you’re not even going to maybe reconsider? I mean, we really want you to come back.

Me: I already found a new job.

BB: What?! How did you get a new job so fast? I mean, we can work something out, just give us another chance, I promise we can make things better.

Me: Yeah, that’s a nice offer, but no. I’ve really got to go. So, if you’ll excuse me.

I walked around him and left. I hope I never see him again.

I Worked Hard for a Company That Never Appreciated Me

I work at a retail chain that has a reputation for treating its employees poorly, so I have learned not to expect much from management. However, I never expected that being one of the hardest-working employees in the store would eventually make me question why I was putting in so much effort in the first place.

About six months ago, I started working in a particular department because they needed someone to cover a shift. At the time, I had no intention of staying there permanently. I was simply helping out where I was needed and planned to return to my regular duties afterward.

Things changed when management noticed my sales numbers. Within a short period, I had achieved the highest sales that department had ever seen. Apparently, I had a natural ability to approach customers, understand what they wanted, and convince them to complete their purchases through our department’s register.

Because of those results, management began scheduling me in that department more frequently. What started as occasional coverage gradually became a regular responsibility. Before long, I was spending more time there than I was in my original department.

For those unfamiliar with how our store operates, employees in this department have specific sales targets to meet. We are expected to encourage customers to purchase through our department’s register instead of using the main checkout area. Our performance is measured partly by how many sales we generate, and reaching those targets can affect our earnings.

I took those targets seriously because I wanted to do a good job. I learned which products customers were interested in, how to explain the benefits of different items, and how to approach people without making them feel pressured. Over time, I became confident in my ability to generate sales consistently.

The problem was that my responsibilities did not stop at selling products. I gradually started handling tasks that normally belonged to the department manager. I helped organize merchandise, maintained the department, dealt with customer questions, and took care of various responsibilities that needed attention throughout the day.

Eventually, I realized that I was doing much of the manager’s work while the actual manager was scheduled in the department less frequently than I was. Whenever something needed to be done, I often found myself taking responsibility for it because I wanted the department to run smoothly.

At first, I did not mind helping out. I believed that showing initiative would demonstrate my value to the company. I thought that if I continued performing well and taking responsibility, management would eventually recognize my contributions and consider me for a promotion.

Unfortunately, that expectation turned out to be overly optimistic. The more I accomplished, the more responsibilities seemed to land on my shoulders. Instead of receiving recognition or a discussion about advancement, I simply became the person everyone expected to handle things.

The situation became especially frustrating when I started comparing my workload with the manager’s responsibilities. I was regularly working in the department, keeping sales high, and handling tasks that needed to be completed. Yet I had no managerial title and received none of the additional compensation associated with that position.

Eventually, I decided to address the issue during my performance review. I prepared to explain my accomplishments, including my sales record, the additional responsibilities I had taken on, and the amount of time I had spent keeping the department running.

I was not expecting management to hand me a promotion without discussion. I simply wanted a fair opportunity to advance. Given my performance and the work I was already doing, I believed it was reasonable to ask whether I could be considered for the department manager position.

During the review, I explained that I had achieved the department’s highest sales figures and was regularly handling responsibilities beyond my official role. I also pointed out that I was spending more time in the department than the current manager and asked whether there was an opportunity for me to move into the position.

The answer was no. Management explained that the current department manager had more seniority than I did. Apparently, that was enough to settle the matter, regardless of the sales results or the additional responsibilities I had been handling.

I was disappointed, but I did not argue. I understood that companies sometimes have policies about seniority and promotions. If management believed that seniority was the deciding factor, there was not much I could accomplish by arguing during a performance review.

What bothered me most was not simply being denied the promotion. It was realizing that the company was perfectly comfortable allowing me to perform many of the responsibilities associated with the position while refusing to consider me for it.I went back to work and continued doing my job. I maintained my sales because the commissions were still useful. Depending on the day, I could earn an additional $10 to $15, which added up over time and helped make the effort worthwhile.However, my attitude toward the company began to change. Before the review, I had been willing to volunteer for extra tasks, take initiative, and help whenever something needed attention. I thought those efforts might lead to professional growth, but now I had little reason to believe that would happen.

This week, the situation became even more obvious when certain aisles in the department needed to be reset. The work involved reorganizing merchandise and making sure everything was arranged correctly. It was an important task, but it also required a considerable amount of time and effort.

Once again, I found myself doing the work. It seemed that whenever the department needed something done, I was the person expected to handle it. Meanwhile, the person officially responsible for the department continued to hold the managerial position.

As I worked through the aisles, I started thinking about my performance review. I remembered how management had praised my work in the past but had refused to promote me because of seniority. The contradiction was difficult to ignore.

If seniority mattered more than performance when it came to promotions, then why was the company so willing to rely on my performance when it needed results? Why was I expected to take on additional responsibilities if those responsibilities would not help me advance?

I realized that I had been treating extra work as an investment in my future with the company. Management, on the other hand, appeared to view it as something I would continue doing without needing any additional incentive.

That realization changed the way I approached my job. I decided that I would continue being a reliable employee, meeting the expectations of my actual position and treating customers professionally. However, I would no longer automatically take on every additional responsibility simply because nobody else seemed willing to handle it.

I was not planning to sabotage the department, deliberately lower my sales, or make my coworkers’ lives difficult. I still wanted to do my job properly. The difference was that I would stop acting as though I had already been promoted when the company had explicitly refused to give me the position.

I would continue earning my commissions by maintaining good sales, but I would be more selective about tasks outside my responsibilities. If something genuinely needed managerial attention, I would bring it to the manager rather than quietly taking care of it myself.

I also decided to stop volunteering for every extra assignment. In the past, I would often notice something that needed doing and immediately take care of it. From now on, I would focus on the work I had actually been assigned and allow management to determine who was responsible for everything else.

Part of me wondered whether management would eventually notice the difference. They had become accustomed to relying on me, and I suspected that my decision to establish boundaries might create some inconvenience. Still, that was not my responsibility to solve by working beyond my position indefinitely.

I also began thinking about my long-term future. If the company could not offer a reasonable path to advancement despite my results, perhaps I should look for opportunities elsewhere. Another employer might value my sales record, experience, and ability to manage day-to-day departmental responsibilities.

I have not quit my job, and I am not planning to make an impulsive decision. I still need my income, and the commissions are helpful. For now, my plan is to continue working professionally while keeping my responsibilities and expectations realistic.

What I find frustrating is that none of this needed to happen. Management could have discussed a development plan with me, explained what qualifications I needed, or given me a clear timeline for reconsideration. Even if they could not promote me immediately, they could have acknowledged the work I was doing and provided a realistic path forward.

Instead, I was told that the manager’s seniority outweighed my accomplishments. That may be the company’s policy, but if that is the case, management should not assume that I will continue performing managerial duties without the title, authority, or compensation.

I have learned that being a hardworking employee does not automatically mean an employer will reward you. Sometimes, doing more simply teaches management that you are willing to accept more work without asking for anything in return. I do not regret working hard, but I do regret assuming that my effort alone would guarantee recognition.

So, for now, I am doing my job, maintaining my sales, collecting my commissions, and leaving the extra managerial responsibilities where they belong. If the company wants me to take on the role of department manager, it can offer me the position officially. Until then, I am done going above and beyond for an employer that has already made its priorities clear. I would rather save my energy for a workplace that recognizes my value than keep proving myself to one that refuses to acknowledge it.