The staff's high turnover rate is solely because of management's poor financial decisions, secrecy, and non-existent training program.
- Was not allowed to sit at work or take a normal (and legally required) lunch break
- Owners and coworkers did not respect days off to recharge
- Grossly underpaid compared to median industry salaries for the same role at other growing retail franchises in DFW area
- Was not offered a formal plan for career growth, vacation, or PTO
- Was not paid on time, many times, without an explanation or advance notice even though we hit our store and event sales goals
- Employees rarely given insight into owners' plans for growth, other than being told to hit their sales numbers. Often asked to go outside of their job responsibilities to cover their coworkers' tasks and shifts due to their lack of commitment, skills, personal motivation, or ability to ask for more training. Was micromanaged when told to train others (no trust)
- Owners consistently made poor financial decisions regarding product buying, social media management hires, payroll, and event investments
- Owners discouraged strong team relationships and told us to keep daily conversations to a minimum, then spoke poorly of every single employee to each other without thinking we would share this information
