The biggest challenge was keeping everyone happy. The territory supervisors wanted their new retail merchandisers to be trained ASAP, yet I was only given a budget of 15 hours/week. So I either had to go over my hours to get everyone trained or constantly get dinged for being over budget. High turnover didn't help. It was a never-ending cycle of trying to please everybody but actually pleasing nobody.
The icing on the cake was when they reduced the amount of travel time and mileage that we were reimbursed for. Even though we were given raises at that time, my raise didn't even begin to cover the amount of money I was losing once they changed the travel time/mileage policy. I couldn't justify doing the same amount of time driving and the same wear-and-tear on my car for less money.
Note to Hallmark: If you want high-quality work from your front-line staff (i.e. the people who are actually out there doing the work), you've got to pay for it. The expectations you have vs.the budgeted hours given for employees to meet them in are completely unrealistic. And don't take benefits away from employees, such as the travel time/mileage policy. Hallmark needs to decide whether it's more important for their stores to look good or for management to sit back and collect their bonuses when budgets aren't exceeded.
There is some flexibility with your schedule unless you have a ton of new hires at the same time
Not having enough budgeted hours to meet expectations, taking away travel time/mileage reimbursement from employees