http://www.boingboing.net/2009/02/01/life-at-walmart.html
excerpt:
As I begin my second week here as a guest blogger, I'm going to risk venturing into a couple of contentious political areas. My aim is not to provoke dissent; I simply feel that some stories are not being told.
The picture above is of me, finishing my shift at the world's largest retailer. How did I move from being a senior writer at Wired magazine to an entry-level position in a company that is reviled by almost all living journalists?
It started when I read Nickel and Dimed, in which Atlantic contributor Barbara Ehrenreich denounces the exploitation of minimum-wage workers in America. Somehow her book didn't ring true to me, and I wondered to what extent a preconceived agenda might have biased her reporting. Hence my application for a job at the nearest Wal-Mart.
Getting in was not easy, as more than 100 applicants were competing for fewer than 10 job openings. Still, I made it through a very clever screening quiz, then through a series of three interviews, followed by two days of training. I felt ambivalent about taking advantage of the company's resources in this way, but I was certainly willing to do my part by working hard at the store, at least for a limited period.
The job was as dull as I expected, but I was stunned to discover how benign the workplace turned out to be. My supervisor was friendly, decent, and treated me as an equal. Wal-Mart allowed a liberal dress code. The company explained precisely what it expected from its employees, and adhered to this policy in every detail. I was unfailingly reminded to take paid rest breaks, and was also encouraged to take fully paid time, whenever I felt like it, to study topics such as job safety and customer relations via a series of well-produced interactive courses on computers in a room at the back of the store. Each successfully completed course added an increment to my hourly wage, a policy which Barbara Ehrenreich somehow forgot to mention in her book.
My standard equipment included a handheld bar-code scanner which revealed the in-store stock and nearest warehouse stock of every item on the shelves, and its profit margin. At the branch where I worked, all the lowest-level employees were allowed this information and were encouraged to make individual decisions about inventory. One of the secrets to Wal-Mart's success is that it delegates many judgment calls to the sales-floor level, where employees know first-hand what sells, what doesn't, and (most important) what customers are asking for.
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"let's be civil and nice, but not to the point of obeying the rules of debate as defined by liberal blackmail (in which, discomfort caused by a challenge is seen as some vague form of harassment)."
-- Dwayne Monroe, 11/19/08
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