Apple’s retail chain has been one of the biggest industry success stories over the past decade. When Steve Jobs originally pitched the idea to the board back in 2000, they thought he was crazy. Now, it has hundreds of stores worldwide and is one of the most profitable companies per square footage.
When new products are released, hundreds – even thousands – of people line up for hours to get a glimpse. The stores are always full and employees are run off their feet.
And as it turns out, they’re not too happy about the situation either.
This piece in The New York Times has taken some time to speak with some of the company’s 30,000 retail employees, and they’re not too happy. For one thing, they claim they’re not being paid enough.
“I was earning $11.25 an hour,” he said. “Part of me was thinking, ‘This is great. I’m an Apple fan, the store is doing really well.’ But when you look at the amount of money the company is making and then you look at your paycheck, it’s kind of tough,” former employee Jordan Golson told the publication.
Part of the problem is that there’s a never-ending stream of employees lining up to join the company’s ranks. And unlike other companies, these employees actually believe they’re helping make people’s lives easier. They work there because they’re fans of the Apple product range in the first place.
“When you’re working for Apple you feel like you’re working for this greater good,” says a former salesman. “That’s why they don’t have a revolution on their hands.”
That’s also why they’re able to pick from hundreds of resumes, and why they’re able to turn away candidates from group interviews if they are no more than three minutes late, according to the story.
But on the flipside, having Apple on your resume can be a huge boost. The team receives excellent training, and they can help develop interpersonal skills used at any job.
“And we told trainees that the first thing they needed to do was acknowledge the problem, though don’t promise you can fix the problem,” former manager Shane Garcia said. “If you can, let them know that you have felt some of the emotions they are feeling. But you have to be careful because you don’t want to lie about that.”
But at the end of the day, some Apple employees just aren’t happy and can’t wait to get out. According to a survey distributed among employees, and referenced by the publication, staff were asked to say whether they’d recommend Apple as place of work to friends and family – a “1” was marked as a “not likely”, with a “10” interpreted as a “promoter” of the company.
The results, taken from two cities, came back with fives and sixes. But as one employee points out, it’s not necessarily a problem.
“There was never a shortage of resumes,” he said. “People will always want to work for Apple.” Source/Credit: Patrick Stafford for smartcompany.com.
A new rule may soon require all public firms to disclose the pay gap between a company’s chief executive and its median worker. Businesses aren’t thrilled about it, according to The Wall Street Journal.
No company wants to “be out there first with a number that might make them look bad,” says Aaron Boyd, head of research for Equilar, an executive compensation data provider.
The so-called internal pay equity provision, passed as part of the July 2010 Dodd-Frank package of financial reforms, is intended to expose the income disparity within public companies and help investors better evaluate firms.
If the Securities and Exchange Commission meets its deadline, guidelines for the rule could be issued by the end of June, though experts predict the timetable will be postponed as regulators work through the complexities of how to calculate the statistic. (It wouldn’t be the first postponement: The rules were originally slated to be released by end of 2011.)
While most U.S. companies say they have a sense of their internal pay ratio, seven in 10 haven’t begun considering how to comply with the rule, according to a poll conducted for The Wall Street Journal by executive search firm Korn/Ferry International. Read the rest by Leslie Kwoh for the WSJ.com
From HR Magazine-UK.
HR Excellence Awards 2012 – Outstanding Employee Engagement Strategy: AmicusHorizon
HR Editorial, 26 Jun 2012
In a fiercely contested category that received the most entries of all, picking a winner was always going to be tough. But AmicusHorizon’s story – what it described as going from ‘woe to wow’ – gripped the judging panel and gained it the top prize.
Taking a housing association in the grip of a financial crisis, with the consequent poor morale, poor performance and hugely cynical employees, and persuading said staff there was not only a future, but also a successful future, was a tall order. But AmicusHorizon CEO Steve Walker (pictured above, addressing the troops) and his crack strategic executive team did the two things so few senior managers genuinely do: they asked employees what they thought the barriers to doing a good job were and how they would define ‘great’. And they listened.
Each member of the staff was involved in shaping the future of the business. And the strategy was developed by harnessing staff commitment: a perfect circle that created trust and openness, motivated staff and created a culture of respect and accountability.
This was a comprehensive engagement strategy, not a one-off programme. It engaged staff through investment in skills and world-class training, showing AmicusHorizon valued and appreciated them. The charity invested more than £1,000 per employee, utilising everything from professional actors to Mary Gober and her language of customer service. L&D engagement groups were established.
An adversarial union group turned into the Partnership Forum, engaged in putting things right. Niggling inconsistencies were aired and dealt with positively.
People engagement groups (PEGs) were also set up, the first ones reviewing HR policies, benchmarking and benefits. All four senior executives led from the front. Staff satisfaction improved, people felt committed and optimistic, they understood the values and believed leaders were performing. All the metrics showed a huge leap in engagement.
The judges loved the accessible language being used, the story-telling approach and how the executive team had put engagement right at the heart of the business. The impact has been impressive, on staff, customers and the business overall: satisfaction in handling complaints is up from 57% to 92%, empty homes are let twice as fast as they were before, rent arrears are down and days lost to staff absence are down, from 7.07 to 5.16.
But this is not the end of the story. AmicusHorizon’s staff are now shaping the three-year strategic plan and setting the next round of Big Hairy Goals.
Parcel delivery company DPD employs 4,500 people in the UK and delivers one million parcels a week. With a turnover of £327 million, its aim is to be number one in the domestic express parcel market by 2015. In 2011, DPD took a big step towards this by winning £50 million of new business (64% up on 2010), increasing turnover and profits in a depressed market. DPD puts this down to its biggest-ever employee engagement programme, resulting in a 5% rise in employee satisfaction, efficiency gains of £10 million, driver retention up from 65% to 75% and productivity up 7% year on year. Judges said DPD was a “standout” in its market.
• Arriva UK
• Hastings Direct
• Merlin Entertainments
• Red Door Communications