Always needs fresh workers

The following reflects the perspective/observations of a current Amazon employee and is not an attempt to point fingers, or place blame, and is, from various interactions with other employees, shared by many. The employee is not disgruntled, only disillusioned and concerned, and realizes that no job is “perfect”. It is written per the request of another employee who appears to want to understand and address the issues. This is for informational purposes only and intended for a mature audience…

I started my work relationship with Amazon in December 2015. I understood that the job required a lot of hard work in a fast paced environment. The pay and benefits were reasonable and prompted me to accept the position as an Associate in the “Pick” department. I was trained for a day by a veteran Ambassador, and quickly responded to the tasks that were presented on that day. Being “Peak” at the time, I realized that until it was over, I would basically be “on my own” until after it ended. Unfortunately, I have since learned that due to lack of communication, training, consistent inconsistencies, high employee turnover rate, and the assumption that all employees don’t want to work. The only “real” constant that I have heard from most fellow employees, Associates and up through Management, is the words “Supposed to”.

Perspective/Observations:

Dock Work- Started as picker in C MOD. Seemed to be called to the “Pick” desk often to be sent to work at the Dock, primarily loading trucks. This occurred on a weekly basis, sometimes once, many times, more. Told there was “supposed to” be a rotation, but noticed that, in most cases, same employees sent. Also, never seemed to be “enough” employees on dock.

1. Started having back issues over a three-month period. Went to Doctor and prescribed back pain medicine.

2. Requested twice at times when back pain prominent, to be exempted from the dock for the day when sent, and treated rudely and sent anyway. 

3. Finally, when obvious to me that going to the dock would cause a work related injury, said “I can’t”, explained and asked what I needed to do three times, no answer until third time… “I heard you three times, I’ll let you slide this time!!!”.

4. Wanted to take my “turn” on Dock, but realized my only recourse was to file a non-work related injury report (as directed by HR), see my Doctor who sent me for x-rays and filled out appropriate paperwork for accommodations request. Conclusion from Radiologist and Doctor, not based solely on my comments, current tasks capable of doing at 40 hr. work week and no Dock related work. 

5. Long story on handling and outcome on Amazon’s part.

Fast Start, Time off Task(TOT), Units Per Hour(UPH), and Rate percentage- Scanner locked and loaded, race to make first pick (floor or OP) after stand-up, to accomplish “Fast Start”. TOT when not logged into scanner making picks, searching for cages/carts, no fault waiting for orders, exceeding 15 minute window on breaks, AmCare, unforeseen “barriers”. Units per hour based on task at hand (i.e. multi-this and that, singles, BOD, SIOC, etc.). Rate percentage based on totals of same.

When approached for not meeting above expectations, automatic assumption is that employee at fault and could have avoided “barrier(s)”.

1. Approached for missing fast start by 30 seconds while on OP. I was still learning. NOTE: Trained and issued license but on OP two weeks later.

2. Approached for low UPH on OP. Explained I had only 22 hours on OP and then told I had taken a 20-minute break. I asked how long learning curve. Have gotten two answers (1) four weeks from license issue and (2) four- forty hour weeks actually on OP.

3. UPH never consistent and usually not posted in work area. When asking, provided more than one answer, or told do not know.

4. When an obvious occurrence (cage availability, work unavailable, etc.) happens that prevents numerous employees from meeting expectations through no fault of their own, they are still approached and asked why, either on the day of occurrence or the following week which creates anxiety on the employees’ part, while they are “in the work zone” trying to remember or understand WHY they are being asked.

5. I am still trying to understand verbals, documented, and write ups and why it “appears” that regardless of explanations, the outcome is always based on the numbers and the manager’s interpretation.

Training- Writing as a “Picker”, basically you need skills in hand/eye coordination to scan bin, pick correct product, scan, and follow process in completion. The training that you need is, use of the scanner for whatever “type” of picking you are doing, and what to do in various situations (ie: damaged, missing, can’t scan, etc.). You also need time to get familiar with the area that you are picking to locate the bins, know what cart or resources you need to complete your task.

1. What is time frame to learn picking in different areas and is it in time spent in area, or a set period of time that you started there, regardless of how much time you actually were assigned? I hear a lot of different answers.

2. Ambassadors and Ask Me employees for the most part, either do not know, can’t give a clear explanation, or give out mis-information because they were not aware that something changed. A small percentage actually will follow up and provide the necessary information.

3. At this stage, I am reluctant to answer new employees’ questions for fear of giving them the wrong information, not only how to do the job, but other issues involving time, rates, where to go, etc.

4. Just curious, what incentive is there for an employee to become an Ambassador/Ask Me resource other than genuine interest or being a part of Amazon’s projected culture?

Management- I really feel for this group. From what I see and hear, they are basically given a laptop with a program, or programs, fast tracked on training of the many processes and management of employees, many with little to no prior management experience, and thrown into the “Cog” of Amazon and expected to get results. I believe most employees, those that want to work, experience the same frustration within three months of their employment.

1. Consistent inconsistencies.

2. Lack of communication between managers.

3. Unequipped or lacking in certain managerial duties.

4. Lack of experience.

Conclusion:

I tried to be as succinct as possible and cover most areas of concern, mine, and those that are left when I hired in, as well as others that are hanging on. There are still numerous areas that I would like to address but, at this point I am saturated and probably have spent too much of my time to put my thoughts down on something that is beyond my control.

As Amazon continues to expand its marketing and distribution empire, it appears that as an organization, it has forgotten one of its most important assets, PEOPLE. I am sure, based on my past experience with other companies, that in the beginning the Work Hard, Have Fun, and Make History slogan was genuine. But, from where I stand, a lot of concerns and issues have fell between the cracks along the way, and have resulted in low morale, poor attendance, productivity, and a high turnover rate of employees, which just adds more stress on those that are still with Amazon for whatever reason.

I know that Amazon will only continue to grow in leaps and bounds. I think the setup, processes, and marketing are astounding!!! But, is the intention, or philosophy, to be have a high turnover employee rate in order to have “fresh” employees and be known as a temporary means of supporting themselves and their families?

I realized when I came to work at Amazon that it would be hard work, but dealing with the rest of it was not what I expected.