Rant of Dillards
THE VILLAGE, ARIZONA -- Letâs get started! For about 7 months I was an employee at a Brand New Dillardâs in Arizona, I'll say it was the one at the new outdoor mall / Village. I was originally hired for fragrances. My first manager surprisingly was barely able to walk and chew gum at the same time better yet manage 30-40 people. I thought it was weird that they would have 8-10 people work in one section of a department, i.e. one register. Supposedly I was to make $145 an hour in sales. We were lucky if we had 900 dollars in sales all day, split between everyone working from open till close. People (mainly one lady who was a âpacesetterâ) would bicker, fight and steal sales to be number 1 leading to a very tense work-environment. They kept me in this area for 4 months even though I was consistently under my sales goal and had no chance of making it for a raise. But every morning at our âmeetingâ (i.e. propaganda BS) we were told to expect a BIG DAY and OPEN CREDIT APPS!!! That seemed to be even bigger then selling merchandise. Everyday they talked, like they were brainwashed, about how the customer needs the Dillardâs card and to sign up at least one a week. Always ask if theyâd like to redeem their reward points! You only have to spend $1000 dollars at Dillardâs and you get a $10 off coupon on your next purchase if you use your Dillardâs Card. Credit app this, credit app that, hell we even had to go to Credit College if you didnât open 1 a month to learn how to push these cards on people.
At 1 âCredit Collegeâ our manager said that we need to get them to sign up for the card any way possible. When asked by an employee âif you were a customer would you sign up for oneâ, his answer was âno way, the rates are way too highâ. Hmmmâ¦â¦.wasnât this the magical card that gets people to spend more at our store even when they donât have the money to pay for the merchandise. If itâs so great why wouldnât you signup (maybe a 19-27% rate depending on the card might have something to do with that). Anyway, after Inventory (scanning and counting everything in the store) there was plenty of firings and layoffs for just about any small reason you can think of. A week or two later they started hiring more people back, and they were getting paid less than the people that opened the store. Easy to see whatâs happening here!
After inventory, I was told that I was being moved into another department because I wasnât hitting my sales goal even though I still had 2 months to my review. I started my first day in the new department and my training consisted of âF1, F1, and F1, We need you on markdowns.â I wasnât shown the layout, wasnât told about the merchandise I was selling, wasnât told about the history of the brand names, nothing. Iâve never done retail before and Iâm supposed to sell some guy clothes and answer questions on it shrinking, what material itâs made with, i.e. Also, now my sales goal jumped to $177 an hour. Great thatâll be easy. If I could actually sell first. I worked mornings so the first 15 minutes we have our âCredit App speech and Show and Tellâ, good thing weâre all adults. Then a good hour of maybe 1 or 2 shoppers in the whole department while I have to open the register, recover the mess from the night before, back-stock and move/organize any new merchandise that was unloaded this morning and more. Now at about Noon-1 oâclock, the second shift gets in, time to beat them to a sale! Then, the manager of Menâs, who resembles a dorky meerkat with bad intentions, would give me a project. âOrganize the stockroom, fold and hang all this merchandise, go upstairs and grab hangars or whateverâ. Why? Itâs a little difficult to sell your overpriced no-named clothes when Iâm in the backroom sweating and hanging up these ugly shirts. Why would a store order such a ridiculous amount of big, thick oversize jackets and ugly grandpa long sleeve shirts in Arizona anyway? Beats Me.
Either way, it was an easy job if you could find something to fold or something else to waste time, like figuring out what you got paid per hour/second/millisecond (it was worse than watching grass grow) until your lunch or closing time.
I was let go for a stupid reason that many other employees were getting away with scot-free, its something that was done by most of the women working in ladies shoes, most of the women working in the womenâs department, and a few of the managers that I knew about. They would take and use merchandise for the day or even just keep the merchandise, basically skimming from the company. 2 women I knew would walk into work wearing their shoes and then put on a fresh pair of shoes from the stockroom of womenâs shoes (L & D). Iâve also seen them buying 75% off shoes and switching them with a full-price pair of new shoes while keeping the old box (L&D again). The cosmetics manager would snatch up testers, samples and damaged (yeahâ¦â¦â¦.damaged) goods (R). There were affairs and hook-ups going on between managers/associates and even managers/managers (too many to name). Managers would talk behind your back, or give out non-sense schedules to make you want to quit so they donât risk paying unemployment. Also, hiring new people at cheaper hourly rates rather than keeping the old employees. You know, the ones that unloaded the trucks, opened the store and ran their inventory for them. They worked/scheduled too many people in one area so that itâs a fight to get a sale, making the whole day tense.
The few positions that do have commission have no chance of getting close to making any; theyâre always in the negative for commissions. When people do get close to hitting commission more than once, they hire more people to make getting sales harder and harder so they donât have to pay a commission bonus of $100-$300 a month. But donât think thatâs it. If you donât hit your SPH then your treated as lazy and not a team-player. Basically treating you like an expendable idiot unless you bow and cater to their egos, and even then youâre just buying time. When I started there were about 35 people in cosmetics and 30-35 in Menâs. Now there are about 15-17 in cosmo and 10 in menâs. If thatâs not a horrible turnover rate, I donât know what is. And itâs roughly the same with the other departments.
I can say that I will never work in retail again, just because of this terrible experience of working in this horrible company. The only person there that had and still has my respect is the top General Manager of the store. Heâs a great guy that I think got caught up in a bad company and just has to wake up and smell the coffee. Anyway, this company is sinking faster than a brick in water and I canât wait to see it be bought out and finished. Hope this rant helps you to pick any other place to work besides Dillardâs. I will never go there for anything again and I tell everyone I know not shop at a store that doesnât care for its employees or even their customers.