Layoffs always happen, you cannot change that fact. Accept it and focus on work. We are not safe here in Cincinnati.
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There were more layoffs last week. Field Services lost 42, including the closing of the NRC in Ohio. The selling division also had some layoffs and restructuring, but I don't know the count.
I’m glad to hear that someone else noticed the “cultural changes in the northwest”. The change in leadership has been disappointing after growing up in Macy’s West and seeing what it has become. The Macy’s I recently left was completely different from the Macy’s I started in.
haha the OP wants your job !!!! LOLOLOL you get scared and move on and that's one less in competition for the remaining jobs in Cincinnati!!!
Layoffs happen, yes. But sometimes the way they are seemingly decided and then implemented gives the appearance that the upper tier doesn't really have a plan beyond what happened in the last quarter. They need to save "x" amount of dollars, and this will do it, so let's lay off these people in this business. Boom. It is done. Not only does a layoff of even one person within one store begin a ripple effect that affects not only the laid off worker, but it also demoralizes the entire team and leaves them fearing for their own positions. Fear leads to non-magical interactions on the selling floor. Non-magical interactions on the selling floor lead to unhappy customers. Unhappy customers lead to low magic scores and poor sales numbers. And, we all know where that eventually leads.
Macy's is in the midst of an identity crisis and it's scrambling to find itself before it becomes completely irrelevant. The new leadership is not promising - and I don't just mean Jeff Gennette. All of the upper tier seem to be so far removed from the basic operation of a store - what it takes on the daily to make numbers and keep employees happy and showing up, and keep customers coming in and shopping - that they don't have a clue how to fix processes (or at least not make them worse), streamline and cut the fat while keeping the heart of Macy's (it's shopping experience and knowledgeable retail staff) intact.
Final thought: Researching the millennial in an effort to capture the cohort and turn him/her into a lifelong Macy's customer is a smart business move - it is essential to turning things around for dear old Macy's. However, if the top tier of old white men who run Macy's inherently lack the capacity to understand and embrace that demographic (hence the need to deep dive research in the first place), utilize and apply that data to make the kind of business decisions that will make the strategy a success, then they just as soon throw money off the top of Herald Square. All the layoffs in the world won't bridge the generation gap no matter how much they try.
Macy’s is a company with two executive problems and one solution. On one hand, the company has spent the last ten years recruiting talented, aspiring, young executives from colleges and universities with the promise of providing an environment for them to grow and advance their careers. On the other hand, the company has a large number of tenured executives in their late forties to early sixties who have spent their careers working for the company. Normally this would be an ideal mix of experienced executives to mentor those in the early and middle stages of their development.
What happens when the company stops growing and begins closing stores and downsizing? When an organization begins to focus on cost cutting and expense savings instead of top line growth? Opportunities for advancement begin to disappear, unless you can create them artificially by moving away from performance based evaluations and measures of success and moving towards reviews and expectations predicated on subjective feedback and supervisor opinion. This allows the company to target older executives with subjective goals and metrics like leadership, creativity, and innovation regardless of their actual contributions in more traditional measures of success like sales and profit.
Over the course of the last two years, the number of executives in their late forties and early fifties who have been targeted to “retire” well before retirement age has increased exponentially. The company avoids the possible legal repercussions of this innovative approach to ensuring that younger executives continue to have opportunities, by targeting tenured executives and offering them just enough in the way of severance to get them to sign agreements which prohibit them from seeking legal recourse before they realize how they have been discriminated against. As many recently “retired” executives are learning, it is taking far longer than anticipated for experienced executives to find level appropriate positions at another company.
Given the ongoing cultural changes (at least in the Northwest), if you are a senior or mid-level executive over forty and work at Macy’s you should consider starting to look for other opportunities while you still have a job. Don’t wait for the ax to fall, there is no longer even a guarantee of a job until the first week of January. We are living in a new world and those who don’t adapt to the new climate at Macy’s will face the consequences.
Yes, layoff always happen...but it's hard to stay focus when you have seen hard dedicated SM pushed out. Could it be pension . They had to pay out alot every year??? THINK ABOUT HOW MANY SEASON STAFF WERE LET GO. They made a career with Macy's. New young staff took over their position. It's a mess and hard work for us ,to continue to help train the millennial. They think, they know it all and are ready to point a finger when they fail. If Macy's did not drag out the layoffs and, was honest and upfront with the layoffs and offer a choices to stay or move on we would be able to stay focus. Then you have the nerve to state "not safe in Cincinnati" Wow ,this will make us stay focus "THANKS"
So you’re saying to s--- it up and deal? Wow. No wonder this company is in the soup.
I hope the OP is the next to go.