Great culture but Operation Manager turnover is high for a reason. - Avis employé Operations Manager Target

As an executive you can count on a minimum of coming in an hour early and staying an hour late each day. That’s the minimum. It wasn’t uncommon for me or many OMs to stay 2 - 3 hours after shift catching up on the myriad of administrative requirements that kept emerging. These requirements were often under the guise of continuous improvement or safety so someone could make a name for themselves and get promoted. Only one shift is really great, 3 days of 12 hours each Sunday - Wednesday 6 am to 6 pm. The second best shift is Wednesday - Saturday 6 am to 4 pm. The rest of the shifts hours are varying degrees of bad meaning a poor work life balance. Poor communications among shifts and senior operations leadership. One shift will institute a change and not tell or coordinate with one of the next shifts so you come in and don’t know what’s going on or it will be in direct conflict a change another shifts exec team wants. That being said, Executives are empowered...to a fault. You can make changes, but many are of questionable or no value. Even at the Senior Operations Manager positions some want to make change to attach their name to a project just to show they are doing something regardless of the actual cost and value of the change. Operations Manager turnover is high. It’s a constant flow of new people being trained because the unreasonable workload to compensation. Knee jerk reactions to any potential safety incident be it real or imagined creating more work for all with little to no value. A lot of this stems from young OMs or SOMs (typically not young) trying to make a name for themselves to get promoted. Some of of the safety requirements/audits are check in the boxes to show safety is a concern but lead to no real change. Data is collected showing a safety or quality problem with a vendor for instance but nothing happens with the data other then the requirement for collection to continue. So why even do the work? But again, imagined or things that occur because of one TM or exec with no common sense or with very minimal risk seem to take a lot of time to “fix” or “mitigate” when there is little to no data to support it. You have to call into department meetings when you’re not on shift. Or if you’re on shift you will need to attend those or any one of the various team building or training meetings that often have little value and put you behind on what you need to be doing. The emphasis on continuous improvement is not focused and again results in SOMs and OMs often making questionable changes of little to no value in the effort to make a name for themselves. Work is constantly added to ones plate but very seldom is anything removed. There are simply not enough hours on your shift to get everything done that is asked or required without spending a disproportionate amount of time at work meaning a poor work life balance. Some team members will make almost as much or more than their Operations Manager with a little over time without the stress or amount of hours required of the OM. There’s very little advantage to being an Exec unless you stick around and can get one of the few senior spots. Often times a process is blamed when a TM or Exec are truly at fault for a safety incident. Sometimes it’s not the process, it’s the person or people involved.