Men's Wearhouse – Houston, TX
s of problems and resolutions in ticketing system • Maintain a predefined call closure rate on incidents entered into ticketing system • Assist… CareerBuilder
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- Comp & Benefits
- Work/Life Balance
- Senior Management
- Culture & Values
- Career Opportunities
I have been working at Men's Wearhouse full-time (more than 3 years)Pros
For Full-time: paid sick, paid vacation, 600 per semester for tuition reimbursement (MAX 2 semesters per year)
For Part-time: paid vacation, 300 per semester for tuition reimbursement (MAX 2 semesters per year)
Overall: fun Christmas parties, depending on the store there is flexible scheduling, for most management there are paid mgmt meetings they are sent to in Feb. in California for a few days discussing goals of the coming year.
Whether or not you like your job all comes down to the management you work under. As long as you have a fun team to work with and managers that understand the balance between having fun and getting work done efficiently, you would like working for this company.Cons
Cons: the Regional manager, management, nepotism, favoritism, very poor training for positions, little time for school, and lack of trust and consistent expectations throughout market.
There is not much real training on any position. It is all trial by fire, especially in the CENG market. I work as an Operations Manager and I can say is that they do not train for any position well. Out of 4 managers I had, only 1 tried to help me become a better manager the entire time in the position who happened to be the out-of-state manager. Within this market, there is a lot of nepotism and favoritism, especially among the regional manager and some of the store managers. On top of that, Operation Managers are basically considered "leads" instead of managers. They are not respected or looked at as managers (this is a general consensus from other stores) and are given HUGE work loads in comparison to the A.Ms and the Store Managers. There is also a responsibility to be the trainer of new hires, which tends to be just their duty, no one else's regardless of position.
Managers' tendencies have been to focus on numbers instead of focusing on what kind of quality service we provide which is SUPPOSED to be part of our mission statement. I have actually been told by my former store manager that "customer service issues are a result of heavy hitters (big sellers) and it's something we just have to live with" instead of fixing the issue with that particular sales consultant creating disgruntled reviews. The stores generally are understaffed because the company is trying to limit CSA hours (the "helpers of the store" if you will) and there is a current freeze on hiring full-time positions because they cost more. The tailor shop hours have also been cut down by the company resulting in overworked tailors that are rushing to get most alterations done on time, ESPECIALLY during the sales.
Unless an employee is paid on commission, they do not get a fair wage. This again, I will say is in this particular market because the regional manager tries to start Operations Managers out at $11/hr and CSAs can start around $8-$10/hr (not very reasonable for Ops managers) and I've heard other Regionals are more fair. It is also against what is deemed appropriate to talk about wage by the Regional because he is not consistent with his pay grade for employees; if you do not follow his requests he can and generally does write you up. While Ops managers are in charge of a section of the store, it is not respected nor appreciated by other staff. The mind set is that if a salesperson cannot make commission off of helping a customer, there is no point to help them at all.
Most employees (managers included) dislike the regional for being intimidating, unethical and biased, but no one is comfortable going forward to complain for fear of retaliation and job loss. Our regional visual merchandiser quit her job because of the RM, even though he was not her manager, just her coworker. He tries to replace someone in their position before they leave(he did this to Operations managers in Layton, in SLC, AND to the Visual Merchandiser).Advice to ManagementAdvice
The Regional in CENG needs to be removed. He does not provide an acceptable behavioral model for the employees he is responsible for. He is not respectful to his employees and intimidates them to get the job done. "Servant-Leadership" is something that is talked about in theory within the market, but is not demonstrated. He holds managers to different standards and prejudges a situation based on whether he likes the person or not. Multiple former salespeople have said "once he doesn't like you, you have a target on your back" which is not what servant-leadership is, or a good manager does.
There needs to be an increase for tailor shop hours, CSA hours, and paid training that does not affect the stores need to take place for each position. The tailors and the CSAs are the individuals we all lean on the most. If we keep cutting their hours, customers will continuously feel like the store is understaffed and we will drive business away because of it. Paid training NEEDS to be a priority. The stores should not say "we just need bodies to keep customers busy" because customers need quality help, not just someone to try to keep them from walking out the door until the sales rep is ready to help them.
This company should focus on QUALITY not quantity. That is what this company was founded on. If the company decides that quantity, the dollar amount, is more important than quality, customers will see that and we will lose more and more business each year.Doesn't RecommendNegative OutlookDisapproves of CEO