Campaign News

GRAND TETON NATIONAL PARK, Wyo. — In the decade since the financial crisis, economic policy makers, professors and protesters have gathered here every August to argue about the best ways to return to faster economic growth.

This year, they gave up.

Read the full article here.

Source: In These Times

The National Retail Federation is fond of pointing out that “retail means jobs.” And it’s true: the retail industry today provides one in ten private-sector jobs in the U.S., a number set to grow in the next decade.  

Yet new findings show those jobs may be keeping retail workers and their families from rising up the career ladder, exacerbating our country’s growing inequality. The findings from the Center for Popular Democracy demonstrate that, for women and people of color especially, working in retail often means instability and low pay. Both groups make up the lion’s share of cashiers, movers, and other poorly paid positions and barely figure in the upper ranks of management. In general merchandise—including big-box stores such as Target and Wal-Mart—women hold more than 80 percent of cashier jobs, the lowest-paid position. And in the food and beverage industry, women make up approximately half of the workforce but less than a fifth of managers.

People of color in the retail industry are often relegated to the least lucrative jobs as well. In home and garden stores like Home Depot and Lowes, for example, employees of color account for 24 percent of the total workforce—but 36 percent of jobs that pay least.

The findings are especially disappointing given the opportunities available for those who succeed. Certain areas of retail, such as home and garden stores and car dealers, offer living wages to workers—but both women and people of color are largely shut out of these sub-sectors. And management jobs across the industry provide wages and benefits that can allow workers to support themselves and their families—but they are closed off to many.

Reducing these disparities will take more than a bigger paycheck. Retailers must make a concerted effort to establish policies that ensure women and people of color are equally represented in management positions and develop more robust training programs for workers just starting out that give them the chance to advance.

Many retailers have training policies in place, but they can be far from meaningful. Wal-Mart, for example, recently announced it was raising wages to $10, dependent on completion of a six-month training program—an onerous requirement to earn a pitifully low wage that lags well behind the retail sector average. Real training can introduce employees to a range of job duties and responsibilities, incentivizing them to learn specialized skills that allow workers to pick up shifts, advance to higher-paying positions, and bring home a full-time paycheck. Sectors like finance long ago recognized internal barriers to promotion and created programs to promote equal opportunity. Why do we not expect the same of retail?

Retailers that lack such programs, from Walmart to Gristedes, have faced multi-million-dollar class-action lawsuits from women harmed by policies that prevented them from moving upward. Companies that fail to enact real advancement policies can expect similar pushback. 

Moreover, workers at the lowest levels are doubly punished with erratic, last-minute scheduling that wreaks havoc on their lives. These schedules are particularly difficult for women. Unable to find childcare at the last minute or unwilling to miss bedtime every night, moms in retail are often deemed ineligible for promotion. Ironically, climbing up the job ladder is the only way to obtain stable hours that let working women and their families thrive.

As these practices have grown worse, many workers have started fighting back, demanding schedules that let them plan their lives, be there for their families and pursue education.

Facing outside pressure, policymakers have also stepped in and accelerated the pace of change. Retailers demonstrated how fast they could change last year when they received a letter from New York’s Attorney General into their use of on-call scheduling. Within months, major retailers like The Gap agreed to significant reforms—and a quarter of a million workers no longer had to put their life on hold for a shift.

State and city policymakers are also leading the way to raise workplace standards, pursuing policies to raise wages to $15 per hour, secure improved work schedules, and guarantee earned sick time. Creating higher-paying, more secure retail jobs will boost the economy, as the low-income retail workforce will likely use any additional earnings to cover basic expenses.

Yet if industry leaders want retail to mean good jobs, they must step up to the plate.  Retail workers are the neighbors who shop in our local small businesses; parents trying to help their kids with homework; students working their way through college.  It’s clear that retail jobs are holding too many women and people of color back.  Rather than superficial fixes, we need bold solutions that move all retail workers forward and allow their families to thrive. 

New Haven, Conn., was the first city to issue a municipal ID in 2007 following the fatal stabbing of a 36-year-old undocumented immigrant while he cashed a check, according to a 2013 report by the Center for Popular Democracy on municipal ID programs.

Read the full story here.

The retail industry is one the largest sources of new jobs in the US economy, employing 15 million Americans and accounting for 1 out of every 6 private sector jobs added to the economy last year. Yet as my colleague Catherine Ruetschlin and NAACP’s Dedrick Asante-Muhammad found in a study published earlier this month, common retail practices perpetuate racial inequality, fostering occupational segregation, low pay, unstable schedules, and involuntary part-time work that disproportionately harm people of color in the retail workforce.

This week a new report casts a spotlight on employment discrimination at a particular retailer: Zara, a fairly new clothing chain in the United States which nevertheless is part of the world’s largest fashion retail company. Based on interviews of 251 Zara employees in New York City, researchers at the Center for Popular Democracy uncovered troubling pattern of concerns about racial discrimination. They find that Black employees are far more likely than other workers to be assigned work hours they find unsatisfactory and that darker skinned employees report they are least likely to be promoted. The report documents a widespread perception of managerial favoritism, with employees of color being treated more harshly and offered less leeway when requesting a sick day or coming in to work late. Darker skinned workers are disproportionately employed in lower-prestige positions in the back of the store. The company rejects the findings, asserting that it does “not tolerate discrimination of any form.”

Yet accusations of racism on the sales floor are a counterpoint to a recent lawsuit alleging discrimination within Zara’s corporate structure, including claims that senior executives at Zara regularly used racial slurs and exchanged racist emails while discriminating against a corporate attorney who was Jewish and gay. The company has also faced scrutiny forselling racially and ethnically offensive clothing and accessories.

According the new report, Zara employees have also witnessed racial profiling of customers, with Black shoppers far more likely to be targeted as potential thieves than white customers. Here too, the allegations fit into a deplorable pattern within the retail industry: last year, major New York retailers Macy’s and Barney’s entered into settlementswith the office of New York Attorney General Eric Schneiderman, paying hundreds of thousands of dollars to settle allegations of racial profiling and false detentions and agreeing to take concrete steps to prevent discrimination against shoppers of color.

But while lawsuits and enforcement actions can make a difference, Zara and other retailers must not wait for legal action to remedy conditions that disadvantage workers and shoppers of color. The NAACP/Demos report highlights how offering livable wages and improving employee schedules would reduce racial disparities even as low-paid employees of all races and ethnicities see benefits. And the Center for Popular Democracy report suggests that Zara allow its New York workers “to choose to represent themselves in grievances through real bargaining agents, such as labor unions, without interference.” By directly empowering employees to push for fair treatment, a union could make the most enduring change of all.

Source: Demos