The turnover rate in upper management is extremely concerning and affects the company as a whole, but the powers on high decide to blame associates at the store level. I've worked with the company for about two years and in my time there I've worked under four District Managers & Four Store Managers, of which two quit because they were either managed out by a newly appointed DM, or they were under incredible stress from unobtainable goals.
Upper Management (District, Regional, Director) has unlikely expectations of their stores and intends to rule them by fear instead of promoting a team environment, which goes directly against their teaching of PROSPERITY. In addition to unrealistic goals, the fact that corporate keeps opening stores so close to one another puts these shops in direct competition for the same client base, yet each store is expected to achieve 200-500k per year.
Due to such high turn over both the District & Store managers are ill equipped to run their districts and stores, respectively. New store managers are only given two weeks to learn the entire culture of L'Occitane by a manager who is busy running their own store, so the on-boarding process is very poor. This new SM in turn trains their own employees which inevitably leads to a cycle of misinformation and/or a lack of knowledge.
A new District Manager will come in and initiate an entirely different business practice than their predecessor, which leads to slow change and minimal results. Since they are being tasked by their own bosses to strive for better results, they in turn feel pressured and project this stress on to the Store Managers. This effect trickles down to the associates and this attitude is neither productive, nor does it incentivize said associates to work harder.
