Priorities: Exterior or Interior?

     You can probably foretell the answer to that question, based on the most common experiences.  But, here's a story anyway.  A friend of mine (she's a darling lady) works for a ultra-high end retail boutique on upper Madison Avenue.  It's an eye-catching store.  Great product... one of the best made in the world.  Elite history.
     However, the company is badly disorganized.  The catalogs and price lists are full of errors and typos.  The website is not updated, nor is it representative of the merchandise.  The POS system was installed in 1982.  The outsourced "tech help" service that the company uses jokes that they get someone out of retirement to answer questions about it.  Simple transactions take too long, because of it.  Luxury clients don't like it.  In fact, there is no cash register.  A credit card swiping machine (like the kind you'd find in a bagel shop) is used... along with an old metal box (with key on a ribbon)... which is kept in a floor-level drawer.  How déclassé for a store selling $100,000 items.  Even local food trucks and coffee vendors in the park use an iPad with credit card swipe attached!  
     Considering that the store is only 2 years old, it's evident that no thought was put into the creation of space for "payment transactions" or "gift wrapping".  The computer system crashes regularly.  Sales Associates use their own cellphones to conjure business with clients, instead of using the antiquated systems.  Insane amounts of money were applied to the ceiling, which is so delicate that it's needed to be replaced twice.  A lavish chandelier has failed to stay lit, often blowing fuses.  The cheap carpentry used on the nice-looking displays causes unpleasant banging/yanking/slamming to show off merchandise.  The inventory has issues, communication between stores and corporate is riddled with problems/delays, executives are known to delete emails without reply, and there is no oversight of store managers.  Hence, 4 store managers have worked at that store in 2 years, equal to the number of associates who interviewed for "luxury retail" there and then quit.  
     The company just opened a small shop in fashionable downtown, but logistically it's abysmal.  Its stock/mailing room is "off site" in a basement.  With only two employees at the store, whenever one needs to get something from the stock room, that increases the risk for unsupervised shoplifting.
     Needless to say, when a large stockholder visited the Upper Madison flagship store and wanted to see how things could be improved, the staff was delighted.  However, the stockholder's recommendation--which is now underway--was that new carpeting should be installed and a new chandelier be hung.  Nothing was said about the "back-of-house" issues that cause customer/employee frustration.  Nobody cared that their lack of infrastructure created bad impressions, as customers finish their transactions.
     Needless to say, the company's profits don't seem to be reinvested into itself... just the shareholders' pockets or to support its upper-middle corporate management (which allegedly wastes plenty of money on their own needs and projects).

Inexperienced employees

My most recent blog entry dealt with companies employing people who are too-young/too-inexperienced, simply because they are affordable.  That tactic displays a cheapness, as well as a lack of concern for protocol/professionalism.  When I graduated college, I was aware of the limited roles for employment.  Nowadays--especially in American retail--job-seekers in their mid-20s are put into positions of management and "Director": Creative Director, Public Relations Director, Talent Acquisition Director, and Visual Director.  How can they perform the role?  Based on what experience?  Their teenage webcam videos?

     Earlier this year, I was interviewed by a national retail company that was expanding its presence into Manhattan.  Based in Chicago, their Vice President of Human Resources gave me a telephone interview.  Then, their Vice President of Stores and VP of Customer Service (each of several years tenure with the company) gave me a conference call phone interview that lasted an hour.  Next, I was called by their NYC Human Resources manager for another interview.  She was a chirpy blonde 25-year-old.  I never got to meet the two store managers, but I saw their pictures online; both look like young bodacious "California girls".  I dutifully sent a Thank You, but after that meeting, I didn't hear from her.  I reached out and was told that the team was considering candidates and would let me know their decision.  After a delay of 3 weeks, I followed up again with her and found out that they gave the position to someone else... but they wanted me to work "underneath" him.  So, the girl summoned me for another interview.

     There, she introduced me--NOT the store manger or metro-district manager--but to the guy who got the job that I applied for!  He was 30-years-old and as muscular as an Abercrombie & Fitch greeter.  She told him that he and I both competed for his job.  I'm not sure why an HR person would say that; it might've made the guy uneasy or jealous of his job.

     She departed, and he interviewed me.  I learned that he did have slightly more experience than me, but at low-end brands like H&M and Express.  I have one less year of experience (and less muscle), but my 16 years are all in luxury retail of varied areas.  The guy got slightly uncomfortable as I aced the company's standardized interview questions.  Perhaps he had not answered them as smoothly?  I will never know, and things like that don't affect my working rapport with people.  Just like a sports coach can't hit the ball farthest or run fastest, he should be smart enough to employ people who do it better than him.
     Alas, I was not surprised when the guy emailed me saying that he was going to seek another candidate.  He was probably afraid of looking bad against me.  After I successfully impressed all the corporate Vice Presidents, I still got denied.  
     I wished the HR girl had not let the guy who competed against me for his job be the ONLY person to interview me.  Had I met with the store management, I might've had a chance to get the job.  My appeal to the three people in Chicago for jobs at other stores was timidly appreciated.  They said that they leave all the "local details" to the local staff.  Such a lack of oversight.

Ridiculous company website

     Recently, I visited the retail website of a supposedly-luxury company.  A global brand.  Of first importance to me was using their "Store Locator".  What a ridiculously created application!  

     When you click on the "Store Locator", it gives a drop-down box of countries to choose from.  240 choices!  Even Antarctica was included.  Did that web content manger simply use an entire list of the globe?  How is that relevant to potential customers?  The only countries that should appear on the list are those that have the company's stores.  Instead, a potential (or returning) customer must go through all the choices--by trial and error--to find out which countries have stores.  Just sloppy and uncaring.

    Obviously, they don't employ a maturely experienced web manager; they probably use a cheaply-paid 26-year-old sorority girl.  Thanks for saving me a trip to visit your disorganized company.

TV Filler is Worthless

     Friends agree with me that too many Television networks use unnecessary "filler" in their shows.  A 30min or 60min TV segment actually has much less airtime, because space is used up by commercials.  Thus, when a TV show or network whittles down the time even further with "fluff" that equates to nothing.  

     For example, as you're watching a TV show, they announce that commercials are coming and give clips of their show AFTER the commercials: "Coming Up After the Break" or "Coming Up Next" !!!  Then, after the commercials, they recap what just happened BEFORE the commercials!!  As if you've forgotten!  By the time they add those segments before & after each commercial break, the viewer has lost more minutes of television.  
      Maybe the show's writers/creators are unable to make enough content?  Maybe the show's stars/guests can't handle a 30 or 60-minute segment?  Regardless of the reason, I prefer shows that offer as much entertainment as possible in their time slots.  Folks often disregard many commercials (because they're redundantly overplayed or carelessly created by uninformed air-heads), so by adding that "fluff", shows are further displeasing audiences with less content.  

Can you believe someone so idiotic is still employed??

     Some people asked why I resigned, last year, from a big company?  Click here to see that blog post: https://halfwindsorfullthrottle.blogspot.com/2014/06/this-job-sucks-to-put-it-mildly.html

      Big is not always better.  A good analogy would be that Soviet power also seemed big and strong... but we know how that ended.  Another analogy that I've used during interviews compares it to Chrysler, which was bought by successful Mercedes-Benz... then "spit back out" because Chrysler was un-improveable.  If you'd like an amazing indicator of something that frustrated me at that job, I'll provide this anecdote.
     It's litany of issues about my former Assistant Manager, Filiz.  As it accumulated, I forwarded it all to my supervisor, and then to our District Manager, followed by the HR Director (who was the 3rd to resign in 3 years), the VP of my division, and the National Director of my division.  For unknown reasons, my Assistant Manager is still employed there!  Perhaps her house in the Hamptons (that she lends/rents), or her husband's taxi medallion, or her "fainting spells" at work helped her.  Certainly not her competency.  
     Here's snippets of emails: 

Filiz, I told you the cost was $902, but you emailed the customer that it was $209.  Due to all the confusion and the way the issue was handled, we determined to stand behind the erroneous price of $209 that you promised to the customer.  Filiz please call me tomorrow we really need to discuss this.

-Jean (our regional head)

*Jean told Michael (my and Filiz's direct supervisor) that a "Corrective" should be done for Filiz, but nothing happened.

Despite several years of job knowledge, Filiz authorized Jeff's rough-shod packing of $10,000 item, which was entirely damaged during shipment and caused the company to replace it for the customer.  A corrective was done for Jeff, but not for Filiz, who admitted allowing him to ship it that way. 

Dear Filiz,

You're asking why this order isn't ready??  This order was still not placed because the part you requested was not accurate!  I sent you two e-mails to get an accurate part#, and I have not heard back from you.  

-Danielle (our company's) National Coordinator

Dear Ken, please notice that according to the notes in the system:

9/23 - gave ticket number to Filiz to research whether or not it was already picked up. 

10/20 - emailed Filiz again.

If the ticket was created on 8/12/11…..why is it taking so long to ‘deal with it’??

-Massiel 

Good morning Filiz,

As you can see below, the estimate was NOT entered by Jeff.

04/09/2012 05:29:19 PM EST: File saved by Yvonne 

04/09/2012 05:28:38 PM EST: Confirmation of approval by Yvonne 

04/09/2012 05:28:38 PM EST: Estimate approved by Yvonne

Kindly approve the estimate again.  It looks like the estimate was re-saved by Filiz and the approval is now gone.

Thank you,

Massiel

Hello Filiz,

I suggest you contact the vendor and ask them about it. They will have a better insight since THEY are the ones working on it!  (as per the notes in the system).  The item is NOT here.

Thank you,

Massiel 

Hello Filiz,

Sal called today and had concerns about this item and your promise to the customer. He will do his best to comply with your "generous" commitment to the customer, but asked for you to call him back to answer a few questions. 

Best Regards,

Ken

Dear Sal, Yes I spoke to the customer she was complaining regarding that we had it in twice and could not fix it. I explain to her bring it in. We will check. I can not determine that. I assured her we would do what ever we can. I was not the one that took in the item. If I am at fault for anything it will be giving satisfactory customer service.

Thank you.

Filiz 

Good morning Filiz,

This customer called asking for you. She said that she spoke with you a month ago to have her item shipped to her. I don't see any conversation notes in the system, and apparently the item has just been sent to Unclaimed Archives. Have you requested it back? 

-Ken

Hello Michael, (our supervisor) 

This customer specifically mentioned Filiz when he called to complain about the lack of service he has been receiving. He’s obviously a patient person and was very reasonable, saying he doesn’t expect VIP treatment but feels that the company should certainly do better by its customers and that not fulfilling promises of follow-up calls is unacceptable. I agreed with him that he should not have to be chasing after us for updates on an overdue item and that it was our responsibility to contact him with updates and not the other way around in such instances.

He describes Filiz as “unprofessional” and says we are going to lose business because of her. We’re going to have to work out a steep accommodation on the price, as well.

-Paul (our company's) Director of Consumer Relations

*No consequences befell on Filiz.

*Below, was an issue where Filiz made a verbal assurance to a customer, then failed to reply to his 2 emails--each sent in different months--causing the company to absorb the multi-thousand-dollar cost of his servicing:

Filiz:

We are now approaching six months since I dropped my item off, and what is going on here? I have not heard back from you despite the numerous messages I have left you.

Also, I want to confirm what I discussed with you on 9/1/2011 and thereafter with you shortly after my 9/5/2011 email -- that I expect you have my item repaired free of charge, given the matters referenced.

I would appreciate some customer service follow-up. Thank you.

Regards,

John

Managing Partner at Dignitas Partners LLC

On Sep 5, 2011, at 4:10 PM, John wrote:

Filiz:

I cannot understand why my item still has not been returned to me, since April. This is inexcusable given that we are now in September.  Needless to say, I am disappointed and outraged by this fact.  

-John
*His tone didn't prompt Filiz to do anything, not even reply to him.  He complained to Corporate, and I also brought it to the attention of my division's Vice President and Director, but nothing happened to Filiz.

Hi Stewart (our company's corporate attorney).

I am so sorry i put the Pauls name on your ticket,

I was emailing him today.

I changed it,

So sorry about that.

regards

filiz

*Below, is a complaint letter regarding a customer whom Filiz did not attend to in timely manner.  His letter was received at our corporate headquarters, but Filiz didn't experience any repercussions:

Dear Store Manager, 

The frustration continues. I brought my item in May of 2012 for warrantee maintenance. It is hard to believe this service is still not done yet. I have spent countless hours and cost , parking, tolls trains, etc during this time, in an effort to get what I paid for originally.

As an executive of my company, I feel an obligation to elevate this entire issue to senior management at your company. Please forward me the Chief Operation Officer's name, phone and email address. This experience has been very frustrating. I would like to be optimistic about the next effort to get this right. However, my confidence, patience and enthusiasm has been depleted.

-Jim

*no corrective action was done to Filiz

Monday, February 25, 2013

To: Larry (our company's Executive Vice President)

Subject: My Experience 

Dear Larry,

I hope you are well.  I write you today to share a personal experience I’ve been having at your location on Madison. The woman who assisted me was cold and short, told me there was no warranty on what I required and I would most likely need something else. Although disappointed about how this was communicated, I left my item and waited for her call.

I was never called. Over a week later, I went back and was assisted by an older man. I explained I never received a call.  The woman who took my item in originally, was standing right beside him. I watched as they both argued with each other as to why I wasn’t called. As a client, this is not something I should see. On top of that, my item had been sitting there for over a week now and nothing was done to it.  Why not?  At this point I asked to speak with a manager. Filiz finally presented herself as one of them! We exchanged business cards, she assured me she would get back to me shortly. That was over a week ago.

As a professional courtesy I wanted to write you directly. Working in client experience myself, I understand the importance of feedback and how we can use it as a tool to improve. I am also looking for an answer on my item.

Thank you in advance.

-Alicia 

Senior Manager of Network Client Experience at Cartier

*No repercussions happened to Filiz from Larry.

*Furthermore, knowing that Larry was involved, my supervisor, Michael, directed Filiz to make this a top priority.  Filiz lied to both of us that emails were sent (which she falsely indicated in the system notes, too).  After weeks went by, the customer complained that she STILL hadn't been contacted.  When Michael demanded to check Filiz's email Sent Box, there were no emails to the customer, and she was forced to admit that she didn't send any nor make phone calls, because she didn't want to deal with the irate customer.  !!!  Michael told her to ship out the item immediately.  But, two days later (Filiz was off that Saturday, per usual), Michael and I checked up, and we discovered that the item had still been forgotten about.  We couldn't even find it!  After the staff made a frantic search throughout the department, we saw that Filiz had left it misplaced in the Special Order Hold box.  I called the customer and had the item shipped to her, all for free.  

*Filiz was never "written up" for that, nor was she penalized.  

Good afternoon,

I am going making a long story short.

The vendor sent the item to wrong address and was lost.

Customer is not satisfied with his replacement, claiming it is not the same, wants to be compensated the amount.

I told him we will follow up with him next week.

Please call customer or email customer with update . And what steps have to be taken.

Regards

FilizAydinoglu

I am not involved in most things,

This is one of them,

see ken

Thanks

Filiz

Dear Michael and Andrew (our District Manager),

This item was taken in by Filiz and not assigned to anyone else.  The customer sued our company because of complications surrounding his repair, and claimed that he never heard follow-up from Filiz and only got answers when he called the store.

-Stuart (our corporate lawyer)

*no corrective action was done to Filiz

February 25, 2012 

Good morning Filiz,

Amy is concerned about the Special Order for Alan Berson that she placed with you in December because she cannot find any history of the order, and it is overdue. Please see Amy with any updates. Thanks.

-Ken

Feliz-

What is wrong with you??  I'm looking for more than just an automatically-generated status update!  What do they say is the problem??  What is the cost?  What is the timeframe?  Why am I repeatedly asking you these questions without any acknowledgement?

Thanks.

Tom

Managing Director at Stifel Nicolaus

  

Hi ken, Sal wants you to call him this morning.  Customer wants to know what's wrong.  as per other emails, this is a comeback, paperwork in your folder.  He paid 1,777.00 for repair .. screw was loose and damaged the item.  waiting for parts .  I cant tell that to the customer.  He feels that this product is a lemon.  please deal with customer

Regards'

Filiz

(Here is my reply):

Hello Filiz,

I think the question is why you're asking me a second time to contact this customer you're helping? I don't mind attending to customer queries, especially when they ask for you or I as the Management team. But, this customer emailed you directly on 6/13 at noontime to find out what was wrong with the watch. I was off that day, but on that day, it seems you updated CE with what had been wrong. Why didn't you just tell him what you knew on that day?  Maintain your integrity with the customer by informing him. If it's now 6/20, and you're wondering why I haven't called your customer with information that you already have, then it simply doesn't make sense.  Nonetheless, I spoke with the customer.  We ended the call on a positive note.

Regards,

Ken

Dear Michael (our Store Director) and Sal (our National Director),

After a debacle, this customer emailed Filiz twice, asking if her item could be messengered to her hotel room.  The customer was going back to Brazil the next day.  Leading by example, on several instances, I've personally picked up and delivered items to clients.  Perhaps in a bad mood, Filiz lied to the customer that our messenger was off, and she failed to offer to deliver it herself.  Had I not intervened, the customer might've had a terrible experience, for no reason other than Filiz's poor attitude.  Her actual emailed reply to the client was curtly "No our messenger is out today. Sorry"  Something must be done about her, and I request authorization to do it.
-Ken
*as you can guess, nothing happened

*With every single person that was hired to work in my department (8 people in 2 years), Filiz had a preconceived notion that they each "wanted her job" and did not respect her.  She often made emotional (sometimes teary-eyed) rampages towards them and left comments to them in her emails like this:

Hi Joe ,

Please for future reference , can you input notes.

And I would appreciate if you can respect me as you manager

Thanks

Filiz

One of our technicians threatened twice (to myself and Michael) to quit, because he could not stand working with Filiz and her unprofessional attitude.  Michael did nothing about it, Filiz didn't improve, and that technician quit--literally walking off the job.  I told Human Resources what happened, but they did nothing.  That technician was replaced with a 22-year old apprentice (because none of the 30 technicians in the area wanted to work with us).

During the middle of 2012, I made a list of all the "weekends off" that Filiz created for herself--after the schedule was created/posted--by leaving early or "calling out" on Fridays... or by "calling out" on Mondays.  She had the MOST weekends (and extended weekends) of anybody on the 11-person team.  Michael didn't do anything to stop it.  I forwarded it--at my team's insistence--to Human Resources and our District Manager, yet nothing happened.

*Below is an email that Filiz sent to me, on my day off, because she mis-read the schedule and assumed that there wouldn't be enough coverage.  It shows that she CAN document things, when she wants to.

Ken,

On July 6th I e-mailed you and Michael, about leaving early at 4PM on July 29th for my international flight. I deliberately told you in advance to avoid any errors or mistakes that could be made.  As a reminder, I sent a follow-up e-mail on the 26th just in-case anyone were to forget about my vacation.

Now my question is, why is Jessica alone tomorrow at 4PM even though you and Michael knew I have to leave at 4PM?Someone has to come in tomorrow to ensure that Jessica is not alone at 4PM. or you has to come in. If you have any questions, you can contact David.  Thank you,

Filiz 

*Below is a note that I sent our corporate headquarters, yet nothing was done to Filiz.

Towards the ends of most months, I make a point of being "at work" to ensure that we maximize our efforts--as a team--to make our Goals.  Typically, Filiz is off during the last couple of days of the months.  In addition, I often hear from staff, that on my days off, Filiz places most of her attention on making/receiving personal calls on her cell phone (with it ringing loudly while she is either at the counter or in the Room), making daily shopping trips on her lunchbreak (which is never taken in the building, like I often do to maintain availablity), and laughing/joking around with Jeff, Alexandra and Diana... which is in stark contrast to her reprimands to other "non-included" staff.  She has an irresponsible habit of placing issues that she "is dealing with" in random places--only to be forgotten about, and their location is not on record or known to anyone else (causing panickked searching by staff for those often overdue issues).  Her sloppy counter/phone presence, her email grammar and style is not representative of a trustworthy luxury brand... certainly not what we require "new hires" to possess to work at the counter.  I request that something be done to officially reprimand her and coach her out of the position, if necessary.

Hello Nancy (our new supervisor, replacing Michael),

     Filiz objected to her Assessment that you gave, saying "I am not happy with my review but I always get the wrong end of the stick.  I am not being treated fairly."     
     Filiz has a reputation for asking Massiel for estimate inquiries when the estimate was done at OUR store.  She also tends to ask questions without giving the correct item number in the email or with the wrong or misspelled item number.  No amount of correction has fixed her bad (careless) habit.
     Filiz makes promises and price accommodations with clients but does not update CE or leave any conversation notes.  In several large price accommodation instances, she denied making them... despite the customers each identifying her, physically describing her, and referencing her name.  Once such occurrence involved our store in Florida sending VIP Mr. Ayer to us, and we were going to refinish his item at no charge.  Everything would've been fine, but Filiz also promised to have another of his items refinished, without telling anyone and without writing it down.  Thus, the second item was only cleaned but not refinished.  When the customer came to pick them up, he got upset and refused to pay for the first service, because the second promise hadn't been upheld.  In the end, we gave away the $598 service... and got a low customer survey score, which deprived us from reaching our average.

A VIP customer (Charles O'Byrne)'s Assistant, David, dropped off an item with Filiz.  Filiz hadn't researched to see that the work was covered under warranty (or to see how much money the VIP customer spent), and she gave David a cost estimate.  According to David, she blamed the lights in the customer's home for damaging the item.  Filiz didn't make any notes nor did she follow-up.  Eventually (since no action was done), the item was returned to our location undone.  An unknowing Associate called to notify the customer, and Charles stormed into the store to complain.  He was very upset that the item hadn't been repaired, and he cited Filiz's unprofessional behavior.  Our District Manager was here that day, and he and I assured the customer that the matter would be rectified ASAP, and I outlined the VIP treatment that he would receive.  His words to me were, "I am extremely unhappy with this whole scenario.  That woman's behavior was insulting.  Google me and see what happens in this town when I get extremely unhappy."  Nothing happened to Filiz: no "write up" or repercussions.

A long-distance customer had ordered something with Filiz, but there had been much confusion due to the wrong item initially arriving.  He told me that he was also unhappy with Filiz's lack of replies and "empty promises to call him back".  She told the man to come in (on her day off).  Without any notes in the system--and only her incoherent hand-written post-its to read--I had difficulty understanding what had happened.  I had to apologize to the customer that the item hadn't arrived yet.  He was furious, demanding to speak to the store manager (Michael stayed in his office and sent Rosa).  The customer also wrote a complaint letter to Corporate, citing Filiz's lack of follow-up and courtesy.  When Michael and I discussed it with Filiz, the next day, she blamed the Office staff.  A corrective was done for this issue, but Michael let this one corrective also include 2 other infractions, perhaps as gratis, to give Filiz more time to mend her ways.

On 11/15/13, I called a customer to arrange shipment of his $1,130 repair but he told me that he had already spoken to someone yesterday (no notes in CE).  Putting his call on Hold, I rifled through all the cabinets and found his misplaced in the Special Order Hold Box (Filiz tends to "drop" things in either than box or the Open Estimates box).  After seeing her scrawled note, taped on the outside of the repair bag (where it could've fallen off) and seeing a blank Mail-Out form, I asked the customer for his payment info again.  He curtly replied, "I can't be bothered doing all this again.  I already took care of it with some woman; it's your problem now.  I'm very sorry, but this is ridiculous" and hung up.  Filiz was off for the weekend, but thankfully another Associate was able to call the customer, the next day, and get the needed information.

On 2/5/14, Jessica emailed Filiz asking why the customer was getting an un-described 20% discount.  Filiz emailed back on 2/7/14, "I did what I did for a reason.  I was in contact with the customer.  All you need to do was send the item out."

A customer swore that Filiz (he described her perfectly) gave him a cost that was $800 below the estimated amount.  Possibly, Filiz gave the wrong information about the costs.  Filiz denied having done this, but also didn't put any conversation notes in CE to back up what she said.  The customer demanded and got that amount.

I have emails from our Special Order Department, going as far back as 2011, indicating things like, "Filiz, this order was not placed because the part you requested was not accurate.  I sent you two emails to get an accurate part # and I have not heard back from you."

At the end of October 2013, our department was struggling to achieve its goal.  On the last week of the month, I was out of the office.  We only needed $10k to achieve at least the lower percentile of our goal.  On Thursday, in my absence, Jeff failed to send out a Call Sheet of the day's repairs, totaling $6,116, nor did Filiz ensure that those customers were notified that they could pick up their repairs.  On Friday, Jeff sent the Call Sheet at 5:30pm (even though it was ready at 2:30), leaving the staff only a half hour to call customers before closing time!  Filiz and Jeff know that the Call Sheet is Jeff's top priority (also evident in his past correctives from Michael about him napping at his desk and about overusing his cell phone--Michael caught him via the security camera). Thus, our department missed its goal, forfeiting everyone's hard work... because Filiz and Jeff were described as fooling around and not getting their work done.

At the beginning of 2014, to accommodate a customer issue, Sal had our company pay for a customer's repair.  The repair was being done by an outside vendor.  Sal asked us to have the customer sign a waiver allowing us to pay.  On 1/19, the customer faxed it to Filiz, who according to Sal, was supposed to email it to Lenny.  Filiz left a note taped to the fax saying, "This was sent to Sal".  On Saturday, Filiz was off, and Sal called me to follow-up.  I read Filiz's note to Sal, and he said, "It's not supposed to go to me!  It's supposed to go to Lenny!"  The customer also called, wanting to make sure that we had gotten his fax, "I spoke to someone and she said she'd call me back after she got my fax, but it's been a few days since."  I thanked him for his fax and told Sal that I'd send it to Lenny right away.  It was another unprofessional error from uncaring Filiz, adding a week's delay to the customer's repair time and making us look bad to the vendor.

I experienced Filiz's delay in composing the Action Plan that our supervisor and I asked her to submit.  Instead, she emailed our supervisor, claiming to be "getting picked on".  The Action Plan that she finally submitted was minimal and sub-standard.  A grade school student could do better.  I sat with her to create a new one... yet she didn't abide by it.  No consequences befell her failure to do so.

Filiz's Attitude can be found in this quote:

"It would be great if my manager would back me up when I make mistakes.  It would be nice if I can trust my manager and work together."

Joseph Blumenstein called on 12/10/12 about his $1,400 repair.  Due to repair delays, he was inquisitive.  Thanks to the company's unprofessional reception staff, there was trouble getting his call transferred to us.  Finally getting through to our department, he was frustrated and asked for a manager.  I was at lunch.  Filiz refused to answer the call, nicknaming it a "customer complaint call"... simply because he had asked for a manager.  I was summoned back from lunch to handle the issue!  My staff told me that she simply refused.  Meanwhile, he was merely calling to schedule a time to pick up his item.  He calmed down with me, and I also offered to ship it for free.  I reprimanded Filiz for such bad behavior, but the company didn't enforce any standards for her, so she continued doing things the way she desired, free of consequences or constraints of "expectations".  Staff and customers got fed up.

On 12/17/13, I was using the phone in the VIP Room, and Filiz came to get me to "settle a squabble with a customer".  The customer had picked up a repair in June at another store in NYC, but something was coming loose now.  He just wanted it tightened.  Filiz had tried sending him back to that other store, but he refused (due to the snow).  He told me that Filiz "hadn't listened to him", as he tried to spell his name, while she tried looking him up in the computer.  That caused unnecessary delay, while Filiz also accused him of "not being in the system"!  I found his records easily because I got the right spelling of his name.  By then, the customer was upset, and I had to deal with it.  Our technician fixed the clasp, and the customer was thankful but commented, "Why couldn't SHE do that, instead of making such a big deal and wasting my lunchtime?"  (Of course, when he got his Customer Survey, he gave us poor rating, despite my and the technician's great work).  After the customer left, I questioned Filiz, who scolded ME, "You shouldn't have done that.  Now, when it breaks again, he's gonna say that we were the last ones to touch it!"

On 4/11/14, I came back from lunch early to help a disgruntled customer whom Filiz refused to help.  The customer was angry because her repair was delayed again--after already being overdue.  I apologized, listened to her, and made an immediate call to rush the repair.  I also offered to ship it to her at no charge, when ready.  She was also upset that she had to wait for management to help her!  I saw that she was having another service done, and I waived its fee, with our apologetic compliments.  As I opened the Service Room door to discuss it with Filiz, Filiz's laughter rolled through the doorway, because she was kidding around with "her 3 favorites" amongst the staff.  I tried to keep calm, as her joyriding attitude caused problems for everyone else.

When an Associate named Yvonne (whom I had hired) asked to be off on Sundays to attend classes at Hunter College, Filiz made an issue with Michael about it, claiming I was showing favoritism.  After Michael had me research the prior several months of schedules, a pattern was revealed that in fact, Filiz had more weekends off than anyone else in our building.  Filiz also made the most last-minute Call Outs on Fridays before her weekends off, or she left early on Fridays (for "medical" reasons.  Her doctor lived around the corner from her).  Nothing was done to restrain that pattern, but Yvonne was granted Sundays off.  I worked most of those weekends.

My staff meeting was interrupted when Filiz began complaining about Yvonne again (for something else).  She kept insinuating that Yvonne was "backstabbing" her.  Another Associate, Audrey, said, "Ok, I don't often speak up, but I can't take this anymore with Filiz claiming that Yvonne wants her job!"  Audrey asked Yvonne to publically announce if she wanted Filiz's job, which Yvonne happily denied.  Then Audrey turned to Filiz and asked her to stop making the accusatory remarks during the workdays.  Eventually, Audrey  (whom I had hired) quit.

Our best technician went to Vice President Andy to complain about Filiz's treatment to him.  Additionally, he cited how Filiz favored another technician (whom I had documented as deliberately slow).  The man said I was the best boss he'd had in 10 years, but he threatened to quit because of Filiz!  Andy came to our store and instructed Michael to "fix Filiz", which never happened.  Months later, things remained unchanged.  Meanwhile, Andy was terminated by the company.  My best technician quit.  Filiz remained.  Michael got promoted.

Associate, Joseph made numerous complaints about Filiz's unprofessional behavior.  Filiz also accused him of wanting her job.  The three of us had numerous "talks" but Joseph felt compelled to call Human Resources... but nothing happened.  Eventually, Joseph (a recent hire to my team) quit.

An assistant manager from another city store was transferred to my department--but as an Associate.  He was generous and gregarious to our staff, and the technicians and associates loved him.  He stayed late whenever needed.  He even visited on his days off, to be sure the team was striving for goal.  Yet, after 7 years of employment, the company fired him unceremoniously.  Filiz remained.

When Associate Fransisco (whom I had hired), transferred out of my department, he told Michael and I that part of his desire to leave was to avoid dealing with Filiz's unprofessional behavior.  Still, Michael did nothing about Filiz.

My staff told me that the refused to take paperwork from Filiz, because she's often trying to avoid self-created problems with customers, or because they'll eventually find out about unwritten promises made by Filiz that they have difficulty upholding.

I heard from my staff that on my days off, Filiz didn't call customers for pick-up.  That irresponsible behavior worked against us reaching our goals, and it set a bad example.  She mostly had personal calls or extended lunchtimes to go shopping.  Two of our technicians resented her storing her shopping bags near their workspaces.  

Obviously, when other employees deserved "correctives" or reprimands, the "double standard" that the company exercised for Filiz worked against my discipline efforts.  Over the years, Filiz was accused of getting favoritism from the senior management (but never from me).  It made employee retention a challenge, as well as created a wedge amongst newly-hired employees, who didn't want to deal with Filiz and her complications.  The company didn't seem to care.  A week after I resigned, another of the new Associates I hired, Jessica, also resigned.

My formal requests to address all those above-mentioned issues with Filiz were essentially unanswered.  By most accounts, she should've been fired by now.  Instead, she continued to act unprofessionally and uncaring at work.  She continued to have vacations to Europe (despite a lack of enough vacation time), extended lunchtimes for shopping, weekends off to use her Hamptons property, unlimited time off to attend to the 3 apartment that she and her husband rent, and "untouchable" status for the problems she caused at work.  But that's solely the company's issue now.