- The Gap19.Dec 2016
The culture seemed to be ever evolving as Gap attempted to re-envision not only the brand but the employee experience as well. This at times was not easy to adjust to but business strategies and shifts in product design usually signaled a change in the values Gap embraced. But through all of this, it was always clear the the individual employee was always just as important to the brand as was the customer. If we were not happy or felt disconnected from the brand then an investment of time and effort into the success of our store would not happen and Gap did not allow this to happen.
Support from Management
A lack of follow up from leadership team members on company directed goal setting and a lack of formal reviews but excess of informal assessments led to a feeling of disconnection from management team and sales team. An associate would have to take the initiative in discovering what his or her strengths are in order to develop customer service skills. Product training was far more frequent and was passionately given by members of the leadership responsible for the trainings. Product at times seemed more important than people.