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Build it and they will come 18 June, 2008

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It’s 9am on a Sunday morning and we have been summoned for a staff meeting. Gathering up students at that time is only possible through threats; they work but most turn up half an hour late under protest. I work two days a week at the cinema on top of my five days for a full time job, so an extra two hours on a Sunday morning is not helpful, especially since I did not get home from last night’s shift till 2am. What would have helped is all the managers being there, at this first meeting too, as a statement. But they don’t have to attend, do they?

The General Manager is prodded about the sales figures and admits it’s not going to plan. The cinema is part of a new large shopping mall, built on the belief that firstly standing still is suicide for a town centre and secondly, the town is expanding and local people were not shopping there. But the thinking went too far and the new mall is expected to compete with neighbour towns and larger malls in bigger towns. And it hasn’t worked. The hinterland is disturbingly rich but they are not coming into the town centre and mixing with the riff-raff in the new mall.

The cinema relies on the punters shopping in the town and then making an impulse decision to stay an extra couple of hours (paying the extra car parking fee) and watch a film. Like who does that? By the time you’ve hung around outside numerous women’s fashion shops whilst she tries on clothes that either don’t fit or don’t match her shoes you’ve had enough and it’s time to go back for the football scores.

The scariest clue for the poor “admits” is the almost complete lack of tickets sold for the VIP boxes, complete with their own bar. At the moment it is a complete waste of money. To exacerbate matters at the weekend staff numbers drop (some bother to phone in “sick” some don’t), so there are never enough to open the VIP boxes. Those that just don’t turn up often never come back. Turnover is so high it must also be a drain on the costs. The recent Council scare has meant whatever staff turn up have been piled in to watching the cinema screens for couples humping on the back row and then sharing a fag in the loo. And piracy (apparently this is a hot spot and we are being bribed by FACT with cash if we catch ‘em).

Iron Man could not have come any sooner to bring in desperately needed income for the cinema. It is not a blockbuster but, with so much drivel on the screens (Russell Brand in Forgetting Sarah Marshall – purrleeeeze!!), it cannot fail to succeed. But the cinema has no hope of reaching its company’s regional average. It is at the whim of the success or failure of the new town centre mall. And it ain’t looking good.

Kitten and other stories from within the cinema 17 May, 2008

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Respect to the “My Soul has been crushed by Cineworld” group on Facebook for this collection of portraits about the experience of working for Cineworld:

The cinema trilogy trailer http://youtube.com/watch?v=d_sk6Ff2tRU&mode=related&search=

The multifunctional http://youtube.com/watch?v=0bZzZ9UkgUw&mode=related&search=

The Projectionist http://youtube.com/watch?v=tZKFFK4×4Fc&mode=related&search=

The Manager http://youtube.com/watch?v=HFvPtWFCtYg&mode=related&search=

Kitten Trailer http://youtube.com/watch?v=cjRbbhO_axI&mode=related&search=

Kitten http://youtube.com/watch?v=AilyBJ5szac&mode=related&search=

all cineworld staff members should remember this

http://www.youtube.com/watch?v=H7PkwhWi1LY

How Not to Run a Cinema 7 May, 2008

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Want to get your cinema shut down. Easy peasy. A few simple rules.

  1. Let customers smoke and have sex in your cinema. Don’t manage your team so there is no organisation on the floor and customers can break the rules.
  2. Allow kids to run between screens. See above.
  3. Let your duty managers hide in the cashiers office. Don’t manage your duty managers so they sit in the cashiers office listening to music when they should be on the floor.
  4. Screw up your film times. Set start films so they finish after the next film is set to start.
  5. Demotivate your staff so they have no pride about working there. See above. Take an age to recruit supervisors so the only one you have goes off sick with stress, too many new multifunctionals leave, teams are left on their without direction, and managers openly criticise the lack of progress – “it’s a joke.”
  6. Don’t listen to your customers. Allow them to go to the Council and your Head Office and wait for your neck to go on the line.

Respect has to be Earned 17 April, 2008

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Three of us arrive on time ready for our shift. It’s first thing in the morning. I check the floor, the Control Room, the Cash Office. Where the fuck is the day manager? One of the team recounts the tale of when he turned up on time for his shift but it took ten minutes before he could find the (Scottish) Manager, only to be told off for being ten minutes late. The young man tries to call him on the radio. No reply. No surprise there – I can see the manager cussing the radio now. We are outside the Cash Office as the obvious place to wait. It’s my turn and I ask for him on the radio. He replies “How can I help you?” I want to strangle him. I politely explain we are outside the Cash Office awaiting our shift instructions for the day. He is on his way. We never got an explanation.

“The staff just want to enjoy their work and have a laugh every now and again.” She said to me, complaining that she was misunderstood by one of the managers and bollocked for mucking around. There is one dour Scot who I have seen smile only once, and that was when he had his head up the arse of the manager watching the sun shine. He really needs a personality implant if he wants to get on with his own staff. Sitting in the Cash Office playing old music so loud you can’t be bothered to say hello is not the way to be civil.

The two day managers who treat as humans not serfs are popular with the staff. It’s not difficult to be polite and muck in. Firm but fair always earned respect and these two guys earned it. The Deputy is rapidly becoming some sort of Cruella De Vil with her patronising tone. Such a nice young woman ruins it with her aggressive ego. One multifunctional has already crossed her by telling her he was a having such a great day until he saw her.

Floating or Sinking? 5 April, 2008

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It’s the end of the shift and it’s time to go into the metal plated room otherwise known as the Cash Office. When I take in my float I get that sinking feeling. It’s a bit like going through customs where you have that sensation of being potential guilty without reason. So how did I do? Am I short in which case are my pockets stashed with notes? Have I keyed everything in properly or have I filled in my forms properly to show my mistakes? The money side of the business is the serious side. Firstly, because we are not trusted by default. Secondly, because, on concessions, this is where the real money is made. We are expected to upsell and suggestive sell – if our sales per person is low then we get another bollocking.

Because of the computerised nature of it all myself and others have run up huge amounts of virtual money that has to be tracked back through how sales are recorded. It’s so easy to make mistakes on the Box Office where there are many options for ticket sales to consider: students, senior citizens, disabled people, gift tokens, and more. It is not difficult to work out which button to press but the capacity to miss a particular process is very easy. This creates ghost money on the system and keeps managers guessing.

The real concern is when one’s float is down. Any margin for error in your psychological profile and you are put “under investigation.” That margin can be as little as £3 for one transaction where you made an error of judgement. If you’re face does not fit then it may not be a mistake in the company’s view as one multifunctional found out. No one’ s figures add up but when it runs in to tens or even a hundred pounds then the managers need to make a decision about you. And if you’ve had a run in with the management already then you will get that sinking feeling again.

Anarchy on Legs 22 March, 2008

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It was anarchy on legs. I had just checked every screen’s fire exits, came out of the final screen to be confronted by a confused and annoyed mob of parents with their children blocking the whole corridor. Some had tickets, some claimed they were told by box office they did not need them. All thought it was a mess. We had no radios to ask anyone. We didn’t have managers at first. The customers were crowded outside one screen for three different films. And for no obvious reason. What was going on at the drop box? Why were they not queueing inside the tensile barrier? The day had just begun.

Its Saturday morning, the supervisor is hung over from all nite clubbing. I turn up and am asked what I want to do today – so I go for the floor. No game plan of what we all should be doing then. A multi functional is missing and won’t turn up till midday claiming his drunken flat mates kept him awake till late. No mention of an alarm clock there. Eventually a manager turns up and the annoyed crowd is split into three and directed to their movie auditorium. Thank goodness they are not paying today.

Saturday morning is Juniors Day and parents get in free today as a one-off for its launch. It’s normally a pound a film and it’s going to be a hit. Children are going to eat a lot of popcorn – not all of it because the auditorium will be a mess with the rest – and drink a lot of coke. So the real money is made on concessions. That’s a heck of a lot of children hyper on fizzy drinks.

When customers arrive with their tickets at the drop box there is nothing to work with at first. Then I am given a manila envelope to put receipts in. Then lists of what films are on where and when the come out so they can be cleaned. But the supervisor is freaking out because there is no game plan. Managers and supervisors from other sites take it in turns to impart their knowledge and how things should be done but it’s all conflicting. I go off to close screens for cleaning and when four films end at the same time we are harangued by different supervisors and managers to clean different screens as customers attempt to wander in. But it’s all our fault.

I get to have a break during the day by asking for one – there is no schedule of when staff take breaks. One loser is threatening to walk because he can’t have a break after only one hour on shift and is deeply unhappy about having to wait two more.

I am happy to stay on the floor – no one working seems to know what to do on the Ben and Jerries ice cream counter. We’ve all had the training but there is no substitute for the real thing and the approach here is clearly thus 1) get allocated a role, 2) stand there and panic, 3) do something – anything – when approached and asked by a customer, 4) confirm you have been trained when questioned by a supervisor/manager, but that was for under an hour about 2-3 weeks ago, and 5) five minutes with a manager and get on with it.

Concessions feels the pain of being thrown in the deep end. At the Drop Box I implore customers to enjoy their film as I rip their tickets but they grumble about being late as concessions is slow. The lack of staff means the managers from other sites actually have to do some work rather than wander round giving confusing advice. It’s welcome to see one out on the floor with a dustpan and brush.

Nothing goes to plan but, hey, there is no game plan. A cubicle in the ladies is a mess so I close it. A urinal in the Gents is flooded but it’s not overflowing so that’s okay. A supervisor asks two of the male multifunctionals to sort out one of the ladies and they bluff her by saying they can’t. She reports them. Hilariously, male managers end up unblocking a toilet in the ladies.

At some point there needs to be leadership from within the staff of the site, not those from other sites, there needs to be trained supervisors quickly, otherwise, the kids will lose heart and give up bothering out of loss of motivation.