Just to throw in my worthless .02. After I left the service, I signed on with Eckerd Drug. If you live in the Southeast, (now as far west as Denver and Tuscon, and as far north as New York) you know about Eckerd. We’re a good company to work for, eg, we hire at $5.15 an hour BUT if you have 1 month previous retail, that is bumped to 5.50 automatically (you get a raise on your second day) and the moment you hit 6mos, you get another .50, then guarenteed raises and benifits every year until you quit or retire.
Anyway, I was hired as a second assistant manager, but because my store manager moved to Florida, and the first assistant manager was fired, in two months I had a store and a crew of my freakin’ own…and boy did they suck ass. Eighteen on the ‘front end’ (eg, retail side,) 5 in the photolab, and 22 in the pharmacy. The first thing I noticed was the sheer amount of employee theft of ‘soft goods,’ like pop and candy. Shrink in this manner totalled a documented $221.04 a DAY by my predicessors count. Second was disregard for dress code, and the final one was an overall bad attitude of the staff towards the “9 levels” (members of management and pharmacists.) A week into my job I asked my district manager for total control of hiring and firing of associates. He asked why, and I told him, point blank “I’m going to fire every last one of them.” He gaped at me for a bit and told me that I could do what I wanted so long as I was able to keep the store at 100% productivity (eg, a daily take of $12,500 cash/checks/electronic sales, not counting Rx’s and photo products.) The next day, I called a store meeting before opening (we open at 9am, it was called for 8am.) Every individual who did not show was terminated immediately, save one who had 8am classes. Total of 7 front end associates, 1 photo tech, and 2 pharmacy techs GONE. Protest? Yep. HR got a ton of mail about the new ‘asshole manager.’ But it was justified as not appearing for a scheduled work-shift. Hell, it was an one hour meeting and they would have gotten two hours pay (it’s a HR thing, you are guarenteed at least 2 hours pay for any scheduled day.) Noone got their terminations reversed.
During the meeting, I told everyone that any theft, not matter how large or small would result in IMMEDIATE termination. I had just cut some 20% of my staff or so, and I did NOT want to lose anyone else. I made that clear. The majority of the people knew that I was a helluva manager who’d stick up for you no matter what happened so long as you did your best. I also told 'em that any violation of dress code would result in one written warning, and a second violation would result in immediate termination. Finally, I told 'em that if they had a shitty attitude, they could either 1: turn it around and keep their jobs, 2: keep the attitude and lose their jobs, or (if necessary) 3: contact the Allen Group and get counciling (on the COMPANY’S dime) if it was something that would require counciling. All AG is required to do is tell us that an associate is under counciling. Hell, now that the federal HIPPA guidelines are in place they don’t even have to do that anymore.
With that, everyone either went home or went on station. That very day I saw my chief pharmacist walk out to the OTC asile, grab some Tylenol, take it back, pop a few pills, and pocket the bottle. I called our sister store (we have three in my town) and requested that one of their on-call pharmacists come in immediately. I then loudly and in front of the entirety of the pharmacy staff made my CHIEF PHARMACIST, the #1 guy in my pharmacy, empty his pockets. Of course, the Tylenol bottle came out. I asked for a reciept, which he couldn’t produce. Then, I took him into the office, filled out his termination paperwork, and called the police to have him taken into custody for shoplifting.
Not suprisingly, in the first three months I was there, my store suffered nearly 100% attrition and turnover. Of my original staff, only two members remain (the second pharmacist and my first assistant.) My staff is hundreds of times better now, and we’re more productive than ever before (my store set a single-store record for my Region in pulling a 429% increase in gross profit in one year after I took over.) We’ve reduced shrink from a mind boggling $249,200 per year (employee theft, vendor theft, shoplifting, and paperwork errors all fall into it, with employee theft accounting for some 91% of it) to a fractional $54,400 last year (this wasn’t a record, as a store in Charleston went from $322,000 shrink for F/Y 2000 to $41,680 in F/Y 2002, using my same method.)
Was this a draconian measure? Yes, it was. Was it necessary? Well, let me put it to you this way. If you were in a roach infested house, would you get rid of just the biggest bugs, or ALL the bugs? Anyway, if you can convince your GM to do it, sack your whole fucking staff and start over. It’s cheaper that way.