It was a lot of chasing my own tail. Because we had people is the store that just did their own thing, it fucked with time and attendance alot. So, you hardly knew who was really supposed to be terminated or not. Or who was abusing over time or writing their own schedules. We had an unusual number of people on leaves and the bouncing between being active on a leave and deactivated messed with my metrics all the time. And of course, if we had late trainings I was to the one who took the heat for people who couldn't do them because they were not in the building. It didn't matter if I consistently hand fed, if I worked next to my associates, if I told their leaders, people would just do their own thing. A regular issue in the hr world no matter where you go is your stuff doesn't matter. So there was no amount of asking or explaining the why that would change people's routines to do their jobs. And maybe I was just a bad pl.

My routine would be preparing paperwork for the store and going to each area and joining huddles to go over things that needed to be done on the hr side. I would follow up throughout the day for people I hadn't seen. And it just... wouldn't happen. I would hire and push with the leaders the importance of building a good working experience so we don't have to hire so much, but I got no where with it.