Former Apple retail head Ahrendts says worker retention hit almost 89% under her watch
In spite of criticisms, the retention rate for Apple's retail workers grew from 61% to "nearly 89%" during the past five years, former Apple retail head Angela Ahrendts told a podcast this week.
That improvement represented a "historic high," Ahrendts said in an interview with RBC Disruptors. She added that under her leadership, Apple retail was "changing and evolving," and "refocusing if you will" with overhauled store designs and upgrading internal communications systems. The executive was referring to things like a "Hello" app that now provides daily briefings, and a "Loop" app encouraging workers to share efficiency ideas.
There was "a challenge a day" in running a business as enormous as Apple's, Ahrendts said. "I think that if it is a challenge, it's your job to fix the challenge. So when I came in, there were a lot of systems that weren't connected, there wasn't a way to communicate."
A May report claimed that Ahrendts upset a "finely tuned balance" at Apple stores by axing fixed checkouts and Genius Bars in favor of roaming clerks, leading to shoppers having to hunt down help, or vice versa. Cited staff also complained about issues like reduced training and a lack of people with outside skills.
Ahrendts later tried to refute those complaints. "I don't read any of it and none of it is based on fact, it's everyone trying to find stories, et cetera," she said, using "all-time high" retention rates and net promoter scores as a defense. At the time, she did not cite a specific retention rate.
The retail chain is now being overseen by Deirdre O'Brien, who is also retaining her role as HR chief.
That improvement represented a "historic high," Ahrendts said in an interview with RBC Disruptors. She added that under her leadership, Apple retail was "changing and evolving," and "refocusing if you will" with overhauled store designs and upgrading internal communications systems. The executive was referring to things like a "Hello" app that now provides daily briefings, and a "Loop" app encouraging workers to share efficiency ideas.
There was "a challenge a day" in running a business as enormous as Apple's, Ahrendts said. "I think that if it is a challenge, it's your job to fix the challenge. So when I came in, there were a lot of systems that weren't connected, there wasn't a way to communicate."
A May report claimed that Ahrendts upset a "finely tuned balance" at Apple stores by axing fixed checkouts and Genius Bars in favor of roaming clerks, leading to shoppers having to hunt down help, or vice versa. Cited staff also complained about issues like reduced training and a lack of people with outside skills.
Ahrendts later tried to refute those complaints. "I don't read any of it and none of it is based on fact, it's everyone trying to find stories, et cetera," she said, using "all-time high" retention rates and net promoter scores as a defense. At the time, she did not cite a specific retention rate.
The retail chain is now being overseen by Deirdre O'Brien, who is also retaining her role as HR chief.
Comments
And let's not forget the fact that the customer surveys are structured like any old hack company (only top marks are a pass, and anything 4 or under is a fail, even if the question was about APPLE or a product and not the rep, and they get dinged if you don't fill out the survey at all--and the employees are not allowed to even mention the surveys, so you just have to know to fill it out and give top marks so the associate who helped you doesn't lose their job for something they can't control at all). However, I am not an employee (nor was I) so I'll mention it, because its a bogus system, unbecoming of the kind of company Apple purports itself to be. Apple literally pays no attention to criticisms about itself in those surveys, so all you're doing is making the specialist/Genius/Creative's life miserable. You're effectively punching down. If you want to punch up regarding an APPLE policy, write directly to Tim Cook. He does read the emails.
So, you’re confused as to how things work.
Which criteria were reduced and what is your evidence?
Under Browlett the joy of working for Apple became a nightmare. It was he that suggested (as a way of saving money) that Genius members should try and juggle up to 3 service appointments at the same time. Nothing more depressing than seeing colleges having nervous breakdowns or crying out the back of the store.
Under him, Apple's Christmas presents for retail staff went from ipods to Apple-branded hats. And let's not forget the Bromley Store opening fiasco. Apple had hired a bunch of new staff for the new store, so many had left old jobs and also moving houses to be closer to the store, then Browlett comes on board and says "we don't these new staff" (after all, service employees are now handling 3 x the workload they used to) and then had them all fired, before they had even started work. The uproar was such that a few days later the firing had to be rescinded.
What a guy!