Williams-Sonoma Jobs & Careers


Show:  All Results Last 7 Days
16 days ago

Senior Designer, Textile / Surface - Williams-Sonoma

Williams-Sonoma Inc. San Francisco, CA

Design products using style, theme and mood. Present to Head designer for approval. ESSENTIAL FUNCTIONS * Translate trends into concepts that… Williams-Sonoma Inc.


8 days ago

Designer - Kitchen Soft Goods/Textiles, Williams-Sonoma

Williams-Sonoma Inc. San Francisco, CA

Design Soft-goods/Textiles for Kitchen-based products using style, theme and mood. Present to Head designer for approval.ESSENTIAL FUNCTIONS… Williams-Sonoma Inc.


6 days ago

Human Resources Manager - Associate Relations

Williams-Sonoma Inc. Memphis, TN

To develop and manage team of Senior HR Generalists with responsibility for policies and procedures that cover employee relations, terminations… Williams-Sonoma Inc.


6 days ago

Seasonal Customer Service Associate

Williams-Sonoma Inc. The Colony, TX +2 locations

· Process customer orders while communicating all essential elements of the sales script to ensure exemplary customer service and call quality… Williams-Sonoma Inc.


14 days ago

Assistant Store Manager-Operations

Williams-Sonoma Inc. Dedham, MA

include but are not limited to: * Set the pace on sales floor and model desired behaviors to generate sales and build loyal customer relationships… Williams-Sonoma Inc.


8 days ago

Director of Web Optimization

Williams-Sonoma Inc. San Francisco, CA

Our Company Founded in 1956, Williams-Sonoma, Inc. is the premier specialty retailer of high-quality products for the kitchen and home in the United… Williams-Sonoma Inc.


2 days ago

Designer - Lighting, WS Home – new

Williams-Sonoma Inc. San Francisco, CA

Design products using style, theme and mood. Present to Head designer for approval.ESSENTIAL FUNCTIONS * Translate trends into concepts that respond… Williams-Sonoma Inc.


16 days ago

Seasonal Work From Home Customer Service Associate

Williams-Sonoma Inc. Oklahoma City, OK

· Process customer orders while communicating all essential elements of the sales script to ensure exemplary customer service and call quality… Williams-Sonoma Inc.


2 days ago

Manager, eMail Marketing – new

Williams-Sonoma Inc. San Francisco, CA

Our Company Founded in 1956, Williams-Sonoma, Inc. is the premier specialty retailer of high-quality products for the kitchen and home in the United… Williams-Sonoma Inc.


10 days ago

Vice President, Compensation & Benefits

Williams-Sonoma Inc. San Francisco, CA

Founded in 1956, Williams-Sonoma, Inc. (WSI) is a specialty retailer of high-quality products for the home. These products, representing eight… Williams-Sonoma Inc.


Williams-Sonoma Reviews

632 Reviews
2.7
632 Reviews
Rating Trends

Recommend to a friend
Approve of CEO
Williams-Sonoma President, CEO and Director Laura J. Alber
Laura J. Alber
267 Ratings
  1. 10 people found this helpful  

    The first rule of any business is to treat employees as valued members of a team

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Current Employee - Casual Associate
    Current Employee - Casual Associate

    I have been working at Williams-Sonoma part-time (less than an year)

    Pros

    The employee discount available at all brands (WS, Pottery Barn, PBKids, etc) is a huge incentive for the casual/seasonal employee.
    Very pleasant and agreeable fellow casual/seasonal employees, as well as assistant manager , make the annoyances of job enjoyable.
    Opportunity to learn new cooking skills and learn a wide range of product knowledge skills is excellent
    GM does a great job with requests for time off, if not asked for too frequently
    Most customers are pleasant and easy to work with

    Cons

    1) Expectations are at the absurd level. With two employees scheduled, one cannot set up a display, stock shelves, unpack shipment, conduct clienteling calls and/or email, and help customers all the while meeting ever increasing sph, upt, email capture, and credit card selling goals.
    2) Employee productivity based on inaccurate and incomplete spreadsheets cause low morale of hard working employees. Spread sheets that document sph, upt, credit card sales, and emails ignore the breadth of tasks the employee is assigned during a given work day.
    3) Low pay and rare training for the casual and seasonal worker, especially unseasoned hires, is not aligned with company's expected employee product knowledge and work performance. One cannot be an expert about a product after watching a training video, when adequate hours on the floor given to practice the skill are absent. Corporate expects those scheduled 0 - 10.5 hours a week to perform at high levels with little training and no follow up sales time to practice skills.
    4) The required policy that employees must be on-call two days a week forces non-managerial employees to hold off on any plans until an hour before work could possibly start. Continually putting low paid employees' lives on hold is not conducive to high morale and illustrates a disregard for them. Few people are willing to put their life on hold for the possibility they may get a chance to work for less than $10 an hour on a given day at WS.

    Advice to ManagementAdvice

    1) Align employee expectations with what you are willing to give to your GMs in payroll. If you only grant payroll for a manager and a casual employee to run the entire operation, set realistic expectations for what can actually be accomplished.
    2) Data and metrics need to reflect the actual work that is being tasked and completed. Current metrics are seriously flawed and don't reveal the scope of work being completed.
    3) Align pay with skill expectations, skills performed, and local business pay practices. WS cooking instructors are completing high level skills but being paid close to minimum wage. All employees are multi-tasking and performing numerous tasks besides customer service. All employees are expected to learn product knowledge on their own time at home. Sales personnel in neighboring stores who sell clothing only make more per hour. WS Pay per hour needs to reflect these realities. Because there are virtually no career opportunities, employees need to feel they are making an important contribution with their current status. You will continue to lose quality employees if you choose to maintain your current behavioral path.
    4) Revamp the work schedule plan and employee performance metric so all employees have a work/life balance and feel valued. Current practices degrade employees and don't promote an environment where we feel valued and appreciated.
    5) WS customers are attracted to the store because we carry high end merchandise. You have now established a model that treats them like a number, and you are forcing employees to comply with this non-customer service model. Customers might as well go online or to Costco with this new model. Turn back before it's too late.

    Doesn't Recommend
    Negative Outlook
    Disapproves of CEO

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