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"It's created more of a close-knit community because of the joint frustration. "It definitely has banded together the team leads and the employees," the employee told Business Insider. One employee also had somewhat backhanded praise for the policy. The other four employees said understaffing undermined any positive outcomes for shoppers.Īs far as Ikea's efforts to boost its online strategy, three employees said that certain changes, like emphasizing online-order fulfillment, did make sense for the company. That positive assessment isn't the norm among store workers, however. The idea that they have is solid, they're just trying to spread themselves really thin." So for the most part, it's actually helped customer experience from my standpoint.
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"Every issue that they have had has been seen to by somebody. "The customers have actually probably seen more employees on the floor," the employee sad. One longtime Ikea employee told Business Insider that the new policy "sounded kind of great in the beginning," but added that there was a sense within the store that employees were "either with O4G, or you're against it." The employees said they worried about the vagueness of some of the announced changes. Three employees described experiencing low-grade anxiety over the policy shift, but said they were assured that no one would be losing their jobs. "We offered the opportunity for every coworker to have a role in the new organization." "We worked with our coworkers to ensure they were informed and engaged throughout the yearlong process with multiple opportunities to provide input," an Ikea US spokesperson said in a statement to Business Insider. These sessions featured presentations, interactive games, and group discussions. October 2017 might have marked the launch of the new policy, but employees told Business Insider that they attended numerous O4G trainings for about a year until then.
#Ispeak ikea update#
Two different employees agreed that Ikea's impulse to update its online-fulfillment capabilities with a new click-and-collect program was justified.Įmployees attended training sessions for O4G for months before it was implemented.īut employees said they began having concerns about O4G early on One employee said competition with Amazon came up a lot in training.
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Prep and flow employees were tapped to handle logistics like cleaning the aisles and keeping the stores stocked throughout the day.Īnother reason employees were given for the pivot was technological modernization. Employees who previously worked as cashiers now could find themselves working in the restaurant, handling returns, or covering home delivery within the new customer service department. Meanwhile, a number of departments were merged. "I know that was frustrating for the merchandising basics people, because it wasn't really like they got a choice in the matter." "Some people got a pay bump and some didn't," another employee told Business Insider. The division sparked resentment, according to employees, because active sellers received a raise while merchandising basics employees remained at what one employee told Business Insider was the "lowest pay band within the store." Employees characterized O4G as splitting the work of the now defunct sales employees into two new roles.