Menards is a large Midwestern home improvement chain most notable for the by its. How much does Menards hate its own employees? Menards owner John Menard—richest man in Wisconsin, major donor to Scott Walker, and workplace overlord who forces his employees to sit through anti-union seminars—oversees the third largest home improvement chain in America, after Home Depot and Lowe’s. He has tens of thousands of employees. (He also controls the company privately, so its policies cannot be blamed on anyone else.) Last week, Menards made news when that it made managers sign a contract stating they would lose 60% of their pay if employees formed a union on their watch. That provision has reportedly been after a backlash ensued, but not soon enough to prevent a against the company being filed with the National Labor Relations Board by the Office and Professional Employees International Union (OPEIU).
The culture at Menards remains one in which it is not, you know, fun to work. The Menards employee handbook (2010, but still in use) includes this overview of the company’s view of employee relations: Even by the standards of corporate retail chains, which all hate unions, that statement is rather blatant.
Among the company’s “moral and legal effort to maintain our good Team Member relations,” according to the complaint by OPEIU, is an unlawful attempt to ban gossiping in the workplace. Here is a portion of a Menards “Team Member Pay Rate Increase Merit Review Eligibility Notice” document, listing the reasons that a manager might cite for denying a raise to an employee—a list in which “Gossips” is prominently included: Not only is banning “gossip” an insanely vague and intrusive rule, but the NLRBthat a company’s “no gossip policy” was against the law.
In any case, we hope that Santa brings John Menard a very strong union drive for Christmas. Photo:.
Eau Claire-based home improvement giant Menards Inc. Has agreed to change company policies that banned employees from filing class action lawsuits against the company and penalized workers who engaged in union activities. Menards plans to drop the lawsuit waivers and change its company handbook as part of a settlement with t he National Labor Relations Board, which found that the retailer was in violation of federal law. Seth Goldstein of the Office and Employees International Union filed the initial complaint. 'We believe that if you prohibit the exercise of the right to bring class actions or collective actions, that you’re really hurting an employee’s right to get fair justice,' Goldstein said.
The changes in the company handbook also include removing policies that penalized workers engaging in protected union activities. The NLRB said the company was withholding merit-based raises for employees that engaged in gossiping and union organizing activities. In the settlement, Menards said they would reverse the policies. The company didn’t respond to requests for comment.
Photo by: Andrey Arkusha The employee handbook is a document compiled by an organization that is used to inform employees of rules, regulations, and policies. It is a consistent, formalized way in which organizations can communicate with employees, and it is one of the most important forms of information that the company can provide its employees. Employees can refer to the handbook to answer basic questions throughout their tenure with the organization. Additionally, managers in the organization can use the handbook to help them make uniform and consistent decisions regarding employees. By avoiding arbitrary or uninformed decisions by managers, the company may prevent problems that stem from the unfair or even illegal treatment of employees, such as reduced worker motivation, lower performance, or even litigation. Orientation is a training program that introduces new employees to the company, their work units, and their particular jobs; it is used to familiarize employees with the organization's rules, policies, and procedures. Often the employee handbook is used as a reference during a company's orientation sessions.
The typical elements of both the employee handbook and orientation are described in detail below. THE EMPLOYEE HANDBOOK Employee handbooks are likely to include information on the following topics: employee compensation and benefits, performance appraisal procedures, smoking restrictions, drug-testing procedures, leave policies, dress codes, sexual harassment, workplace dating, disciplinary procedures, and safety rules.
COMPENSATION AND BENEFITS. An employee handbook should provide information about compensation and benefits, and in particular, fringe benefits. Employees need to know how often they will receive pay-checks and when and if pay raises will be given. Any variable pay (e.g., merit pay or incentive pay) should also be explained, since this pay is dependent upon employee performance.
Employees should also be informed about who is eligible for which fringe benefits, what options they have, and when they are allowed to make changes to their benefits package. Additionally, detailed information about the benefits that are available is often included in employee handbooks. PERFORMANCE APPRAISAL PROCEDURES. Employee handbooks should inform the employee about the procedure for performance appraisal. In addition to providing details about the instruments and required documentation in general, several questions should be answered.
First, when will the appraisals be conducted? Some organizations conduct appraisals annually, and others do so more often (e.g., every six months). Additionally, will appraisals take place on a common date for everyone in a work unit (or company-wide) or are they conducted on the anniversary of an employee's hire date?
Second, who will conduct the appraisal? Third, when and how will results be communicated to the employee? That is, will there be an appraisal meeting in which the employee is told the results of the performance appraisal?
Fourth, what options are available to employees who disagree with their appraisal? These questions and any other details about the procedure should be addressed in this section of the handbook. SMOKING RESTRICTIONS. Most organizations have a policy on smoking that indicates whether smoking is allowed in the physical facility, outside of the physical facility (and how far away from the building smokers must be), or outside of work altogether. Any restrictions on smoking should be detailed in the employee handbook. In some organizations, smoking inside or around physical facilities may be hazardous, such as when flammable substances are present. In other organizations, smoking may be prohibited within a building for the comfort of non-smokers.
While restrictions on smoking in the workplace are fairly common, some employers are now prohibiting smoking even when employees are not on the job. This is in response to average increased health care costs for smokers and this restriction is legal in some states. DRUG TESTING PROCEDURES. If a company tests its employees for illegal drug use, then the policies and procedures associated with the tests should be included in the employee handbook. The organization should inform employees of the type of test—urinalysis, hair analysis, or blood analysis—and of the specific sample collection procedures. Additionally, the handbook should indicate when tests will be used. Testing may occur before employment begins, or it may occur randomly, for a cause, or after an accident.
Finally, details about possible actions associated with positive test results, and procedures to appeal test results, should be provided. LEAVE POLICIES.
Paid leave—such as sick leave, vacation days, and personal days—requires rules for administration. The employee handbook should detail the number of sick or personal days available to each employee; the reasons for which this leave may be taken; any documentation or verification that may be required to take a sick day; and who to contact in the event of an illness. Employees must also be informed as to how and when vacations can be scheduled, how the time can be taken (e.g., intermittently or all at once), and whether days not taken in one year are carried over into the next year, or lost, or paid back to the employee in the form of cash. Additionally, the handbook should inform employees about the number of vacation days they have, particularly if the number increases with an employee's tenure.
The handbook should also detail information about who is eligible for unpaid leave under the Family and Medical Leave Act (FMLA), and what the procedure is for requesting such leave. Some organizations may not be covered by this act because of their size, but for those that are, informing employees of their rights under this law is important. Some employers require that employees exhaust their other paid leave (e.g., sick days and vacation days) before taking FMLA leave, and if this is the case, it should be detailed in the employee handbook. Many employee handbooks include a dress code that informs employees which type of clothing is appropriate for the office. This is particularly important if an employer has a 'casual Friday' policy that allows employees to dress less formally on Fridays.
Employees are often confused or unsure as to what is appropriate for casual Friday, so a detailed dress code is important. A dress code should provide specific detailed information about what employees may and may not wear in the workplace. See Exhibit 1 for a sample, casual Friday dress code. SEXUAL HARASSMENT POLICY. A typical sexual harassment policy includes definitions as to what constitutes sexual harassment, a procedure for reporting claims of sexual harassment within the company, the process the organization follows for investigating a sexual harassment claim, and the penalties for engaging in sexual harassment. First, the policy should explain the two types of sexual harassment: quid pro quo and hostile environment.
This will help employees to understand which behaviors are acceptable or unacceptable in the workplace. Second, the policy should indicate reporting procedures, or how an employee should go about reporting a claim of sexual harassment. Typically, employees are encouraged to report to their direct supervisor and to present evidence of the alleged harassment. However, the organization should have an exception in the policy for those employees who are being harassed by their supervisor and therefore do not want to report to that person. Third, the details of the investigation of sexual harassment claims should be included in the policy: what evidence is necessary, which parties will be involved, the steps taken to resolve the problem. Finally, the policy should detail the disciplinary procedures for sexual harassment violations as some types of sexual harassment may be punishable by immediate dismissal.
WORKPLACE DATING. Many organizations are creating workplace dating policies that may restrict personal relationships between employees.
Workplace dating has increased dramatically due to a number of factors, including the presence of more women in the workforce, an older average age for first marriage in the U.S., and the longer working hours of many employees. Companies often choose to limit work-place romance because of concerns of favoritism and/or sexual harassment. Despite their legality, many workplace dating policies have come under fire because some employees feel that these policies are an invasion of privacy.
Additionally, because some couples may keep their relationship secret while other couples do not, there are concerns that such policies may be enforced inconsistently. Exhibit 1 Sample Casual Friday Dress Code Although professional dress is required at the workplace Monday through Thursday, on Fridays employees may wear more casual clothing. Please follow these guidelines when deciding how to dress on Fridays. All casual Friday clothing should be clean, unwrinkled, and conservative in nature. Men may wear slacks, khaki pants, or high quality blue jeans.
Men's shirts must have a collar, but may be short- or long-sleeved. Men may wear loafers, but may not wear athletic shoes or sandals. As with the professional dress code, men may not wear earrings. Women may wear slacks, khaki pants, high quality jeans, skirts (high quality denim skirts are acceptable), or dresses. Women may wear sleeveless tops, but may not wear spaghetti straps, halter tops, or strapless tops. Women may wear open-toed shoes, but may not wear flip-flop sandals or athletic shoes.
No employees, male or female, may wear the following items: shorts, athletic clothing (e.g., track pants, sweat pants, sweatshirts), t-shirts, hats, flip-flop sandals, or athletic shoes. Even on Fridays, clothing should still be office appropriate. It should not be dirty, stained, have tears or holes, or be threadbare. Additionally, clothes should not have unprofessional prints (e.g., animal prints, neon colors) or advertisements on them. Finally, clothing should not be too revealing. Women's skirts must not be too short, and no employee's clothing should be too tightly fitted to their body.
If you are unsure about whether a clothing item is appropriate for this office, please consult with your manager or with a member of the human resources management department before you wear it. There are many different forms of workplace dating policies; they range in degree of restrictiveness. The least restrictive allows dating between anyone at any level of the organization. A slightly more strict policy would require that, if a relationship is established, a manager must be informed of such a relationship.
Some policies allow for dating employees in other work units or at the same level of hierarchy, but prohibit relationships between a supervisor and subordinate. The most restrictive policies prohibit any dating relationships whatsoever between any employees of the company.
DISCIPLINARY PROCEDURES. The employee handbook should include information about the disciplinary procedures that will be used if work rules are broken. This means that specific work rules will need to be listed, if they are not presented elsewhere in the employee handbook. Then, the company must identify actions that result in immediate termination, such as proof of theft, drug use on the job, quid pro quo sexual harassment, violence toward an employee or customer, or other types of extreme behavior.
Additionally, the company must detail the procedures by which it will discipline less severe rule infractions. Many organizations use progressive discipline, in which harsher punishments are given for each subsequent rule violation. The typical progression of punishments is a verbal warning, a written warning, a short suspension, then termination of employment. Progressive disciplinary procedures allow the employee to change his or her behavior on minor issues before they result in termination; thus, this type of discipline provides appropriate due process for employees. Managers find the prescribed steps of a progressive discipline procedure easy to follow, particularly because they do not have to determine the punishment to give. One element of a successful disciplinary procedure, which should be documented in the employee handbook, is the right to appeal disciplinary decisions.
If an employee feels that he or she has been unfairly disciplined, the organization should have a procedure by which the employee can have others examine the process to make sure that it is free from bias. Two of the most useful procedures for an appeals process are an open-door management policy and the use of an employee relations representative. SAFETY RULES.
Any rules related to safety and security need to be detailed in the employee handbook, not only to inform employees of proper procedures but also to protect the company from liability. This section of the handbook should identify any required safety clothing or equipment, proper use of machinery and other equipment, and any necessary security measures (e.g., locking exterior doors of the building). LEGAL CONCERNS WITH EMPLOYEE HANDBOOKS There are two major legal concerns associated with the employee handbook: (1) when organizations do not follow their own documented policies and procedures, and (2) a possible implied contract exception to employment-at-will. When an employee handbook details procedures for discipline, for investigation of sexual harassment or other topics on which improper procedures may result in litigation from employees, it is crucial that managers closely follow the handbook procedures.
If managers deviate from procedures, they may be susceptible to claims of wrongful discharge or sexual harassment. For instance, if an employee is fired after only one minor rule violation, yet the handbook indicates that the first step with such a violation is a verbal warning, the employee is likely to have a viable claim for wrongful discharge. Similarly, if managers do not follow their own printed policies for the investigation of sexual harassment claims and an employee suffers continued harassment, the organization is likely to be found liable for that harassment. Thus, it is critical that managers be aware of the policies and procedures documented in the employee handbook particularly if there has been a recent change to them. The second major legal issue associated with employee handbooks is the possibility that they may be seen as implied contracts and thus exempt employees from employment-at-will. Employment-at-will is a common employment agreement that allows employers to release an employee from the organization at any time for any non-discriminatory reason, and allows the employee to quit at any time.
Workers are at-will employees; those who are not have employment contracts that specify job duties, the length of employment, and possible reasons for termination of employment. There are three major exceptions to the employment-at-will doctrine for which the employer is not legally able to terminate employment at their discretion. One is the implied contract exception in which an employee is led to believe that he or she has an employment contract with the employer and is therefore not an at-will employee. This issue comes into play with the employee handbook because the handbook details specific, possible rule violations and because many employers now ask employees to sign a document indicating that they have read and understand the information provided in the employee handbook. By requiring a signature, the company can indicate at a later date that the employee was aware of certain rules and regulations that they violated, thus protecting the company from employee claims of ignorance. However, while requiring a signature on the employee handbook has become very popular in many organizations, the company must make evident that the signature does not create an employment contract.
That is, an employee may perceive their signature to indicate that he or she is no longer an at-will employee and will only be terminated if the rules in the handbook are violated. If the employer does not intend that an employment contract exist, then a statement such as 'I understand that I am an at-will employee and can be terminated for any reason at any time' can be useful to protect the employer from claims of wrongful discharge. ORIENTATION Orientation is a training session intended to familiarize an employee with the workplace and its rules. An orientation session typically takes place within the first few working days that an employee is on the job, although it may occur before the job begins. A typical orientation program includes information about the company, the work unit, and other miscellaneous areas. To be effective, the orientation program should provide key information without overwhelming individuals and prepare them for their first work experience with the company.
The employee handbook is a key supporting document throughout orientation. COMPANY-LEVEL ORIENTATION INFORMATION. Orientation programs often include information about the company as a whole. This information may be a company overview, such as the origination and history of the company, its mission, and its values. This allows the employee to put the information about the current organization into its historical context.
Policies and procedures (regarding work rules, disciplinary procedures, etc.) should be reviewed in the orientation session so that employees are sure to be aware of them and so that they can ask questions if necessary. Compensation and benefits should be reviewed, from the basics of when paychecks are issued to more detailed information about incentives and benefits.
Many organizations provide detailed information about fringe benefits because new employees often need guidance in understanding their benefits or in selecting from a list of benefit options. Safety and accident prevention should be addressed in orientation and depending on the type of work done in the company, further safety training programs may also be required.
In many office settings, safety regulations are brief and easy to cover. However, in manufacturing settings, a great deal of time may need to be spent on educating employees about safe behaviors and the proper use of equipment.
In such circumstances, orientation is likely to provide only an overview of safety issues before further training is offered. Employee relations information should cover any employee assistance programs or wellness plans. It should also review employee rights, such as the right to appeal disciplinary actions or other managerial decisions related to human resources. Orientation often includes an overview of the company's physical facilities and may include a tour of those facilities. New employees need to know which entrances and exits to use, how to maintain building security, where to park vehicles, where different work units are located, and even where the restrooms are. Such information will reduce new employees' anxiety and may prevent other problems—having a car towed, leaving an exterior door unlocked, or getting lost in a large building. WORK UNIT ORIENTATION INFORMATION.
In orientation, employees need to know specific information about the particular work unit in which they will be employed. This portion of the orientation may begin with an overview of the departmental functions and continue with information about the new employee's specific job duties and responsibilities, and the performance expectations of that position.
Abbyy finereader 12 crack torrent. Employees should then be told any policies or procedures that may be specific to the work unit. Finally, work unit orientation should include a tour of the department (where offices are, where supplies are kept, etc.), and an introduction to other employees and managers. MISCELLANEOUS INFORMATION. Many orientation programs go beyond company and work unit information to provide new employees with details about the community, housing options, or other issues associated with adjusting a new location. This is particularly important if the organization hires employees who relocate from a distance, especially if new employees arrive from overseas.
NEWCOMER SOCIALIZATION Both the employee handbook and the orientation session aid the organization in socializing newcomers. Socialization is the process by which new employees learn the values, norms, and necessary behaviors to effectively participate as members of the organization. Socialization may begin even before a person is hired and may continue for weeks or even months after the person is on the job. Formal socialization occurs when employees review the employee handbook and attend new employee orientation. Socialization continues informally through advice from co-workers, the employee's observation of the workplace, and by trial-and-error. Socialization involves three phases: anticipatory socialization, encounter phase, and settling in.
Anticipatory socialization occurs before an individual begins work at an organization. Through interactions with representatives of the company during the recruitment and selection process, the job applicant learns a lot about an organization. The encounter phase of socialization starts when an employee begins the new job, and typically the employee learns a great deal of new information. Regardless of how well-prepared an employee may feel to begin a new job with a new employer, there is likely to be something unexpected or even shocking that occurs when the employee is actually on the job. Finally, when the employee reaches the settling in stage of socialization, he or she begins to feel comfortable with both the job demands and the interpersonal relationships with others in the workplace.
The employee handbook and new employee orientation training are critical elements in preparing employees to be effective members of an organization. Thus, it is important that the handbook and orientation sessions include information that employees need to know about workplace policies and procedures In addition, attention to the stages of newcomer socialization will help managers to ease the difficulties in transition that new employees may face. FURTHER READING: Felsberg, Eric J. 'Composing Effective Employee Handbooks.' Employment Relations Today 31, no. 2 (Summer 2004): 117.
Goldstein, Irwin L., and J. Training in Organizations. Belmont, CA: Wadsworth Group, 2002. Gomez-Mejia, Luis R., David B. Balkin, and Robert L. Managing Human Resources.
Upper Saddle River, NJ: Pearson Prentice Hall, 2004. Klein, Howard J., and Natasha A.
'The Effectiveness of an Organizational-Level Orientation Training Program in the Socialization of New Hires.' Personnel Psychology 53 (2000): 47–66.
Noe, Raymond A. Employee Training and Development. Boston: Irwin/McGraw-Hill, 1999. Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M.
Human Resource Management: Gaining a Competitive Advantage. Boston: McGraw-Hill/Irwin, 2006.
Illustration by Jim Cooke Tens of thousands of workers at America’s third-largest hardware chain are trained in more than customer service. They are trained in the conservative trickle-down economic zealotry that animates their billionaire boss. Menards is the largest privately owned home improvement chain in America. Its owner is John Menard, Jr., famous for keeping “” on the smallest details of his company’s operations. His net worth of more than $10 billion makes him the richest man in Wisconsin, and one of the 50 richest people in America.
Holds strong right-wing political beliefs. He to a group backing Wisconsin’s Republican governor Scott Walker, during Walker’s contentious battles against the state’s organized labor forces. After Menard was forced to pay a $1.7 million fine in the 1990s for illegal dumping of hazardous waste, one state official says Menard him he “just didn’t believe in environmental regulations.” More recently, a Menards spokesperson announced that the company did not plan to until Obama was no longer president. No one suffers the brunt of John Menard, Jr.’s conservative beliefs more directly than his own employees.
Menards’ stand out even in an industry full of anti-union corporations. The company was by the National Labor Relations Board for violating labor laws after it was revealed that the company had required managers to sign contracts stating that they would forfeit more than half of their pay if employees formed a union on their watch. But Menards is not satisfied with merely having a non-union work force. Documents provided to us by a Menards employee show that the company conducts what can only be describe a systematic indoctrination into conservative political beliefs, under the guise of its “In-Home Training Program” (IHT). The IHT is an online training course for Menards employees. It is supposed to be a sort of continuing job education program that expands and updates the skills of Menards workers—by training them to work in different departments throughout the store, for example.
The program is not mandatory, but participation in it is strongly encouraged by the company. Menards closely tracks how many employees are using the program, and incentivizes employees and managers to keep that number high. Employees are offered small rewards for completing sections, and there are even competitions between stores to see who can get the highest participation level.
Below is a screenshot from a company newsletter that went out in April, the entire purpose of which is to share how many employees are using the IHT in each store and region, and to encourage more of them to do so. What makes Menards’ employee training program unique: It is not at all limited to job skills. In fact, it includes multiple sections dedicated to extolling the virtues of free market capitalism, bemoaning taxes, and instructing employees on how to become advocates of political beliefs that mirror those of the boss who will not allow them to unionize. Embedded below are four separate courses from the “Civics 101' section of the Menards IHT. The first two sections, “Introduction to American Civics” and “Modern US Politics,” are a combined 122 pages of the sort of American history that appears in outdated textbooks in our nation’s more neglected middle schools.
The official Menards version of U.S. History dwells on the Revolutionary War; includes the full text of the Constitution, Declaration of Independence, Bill of Rights, and George Washington’s farewell address; gives exhaustive details of how each branch of government works and what federalism is; and even has the trusty old “How a bill becomes a law” flowchart. It is in course three, “American Job Security,” where Menards’ right wing beliefs really begin to shine. It begins with a cartoonish fearmongering chart about our national debt, in which the low-debt “Path to Prosperity” is in a welcoming green hue, while the cliff-like “Current Path” is in a foreboding red. The very first paragraph lets workers know that if they have any employment problems, they should blame not John Menard, Jr., but the federal government: What affect does Washington have on job security? In truth, everything.
Unemployment numbers can be tied to economic policies. These policies are the rules and regulations that we covered in the previous course. These policies often make it more difficult for business to create jobs and force an increase in unemployment or underemployment. Therefore job security - your personal security for your Self Governing Will of independence and to ‘make your way’ in the world - is inevitably tied to American civil policy.
Having established that regulation is the enemy, the course launches into a primer on Adam Smith and then an extended lionization of Andrew Jackson, who—despite his imperialist massacres of native Americans to steal their land—was “loved by the common people,” especially when he paid off our national debt. The material continues to pound away at the free market gospel for page after page. “A government dedicated to individual liberties is one that understands that private property is to be protected, not taken or taxed,” it says.
Contents. copyvio concern at least parts of this article are said to be a result of references to the Menards Team Member Handbook. This is likely a copyrighted publication.
Game motogp 2004 full version pc. If anyone has access to the document, please make sure it's not being plagiarized here. 05:56, 26 January 2006 (UTC) Handbook I have a copy of the handbook, any specific parts in here that you'd like me to look up?
Just make sure the text, especially of the 'Company History' section isn't lifted from the handbook. Thanks for your effort. Cheers, 10:09, 21 February 2006 (UTC) Re: Handbook 05:02, 15 June 2006 (UTC) I've checked my copy of 'Growth With Menards - A Team Member Information Booklet' (printed 06/2004). The afore mentioned booklet is not copyrighted, but does include the following disclaimers: 'This brochure is a unilateral statement by MENARD, Inc. Of company policies and procedures and is not intended to create and express or implied contractual obligations. The contents are designed and should be used solely for informational purposes.'
'.This MENARDS Team Member Information Booklet and the policies and procedures contained herein supercede any and all prior Team Member information booklets or brochures and the policies and procedures contained therein.' '.The company will not, and Team Members should not, interpret any verbal or written statements, including those in this booklet, or other policies, practicies or procedures as altering 'at will' status or providing expressed or implied contractual obligation.' I would hence conclude the the information within, in regards to documents published under such disclaimers by Menard, Inc., are not copyrighted material as of 06/2004.
Quotes of wisdom at bottom of page in advertisements - 09:36, 12 January 2007 (UTC) Hey does anyone know about the origin of these 'words of wisdom'? Menards is the only place I've ever seen such a thing. Groceries They are moving into the grocery business. This is no joke. 16:28, 25 January 2007 (UTC) A Menards by my house sells ' computer games. They were not very fun though.:p - 18:36, 17 March 2007 (UTC) Midwest Manufacturing I notice there's no mention of Midwest Manufacturing, which is essentially a manufacturing division of Menard's (making roof and floor trusses, nails, screws, treated lumber, prehung doors, etc); I think it's definitely something worth including in this article or an article of its own 03:59, 20 March 2007 (UTC) It's not just Midwest.I think Countertops over there is John's too.
I may be wrong tho. Just make sure whatever you decide to include is.
16:06, 13 April 2007 (UTC) From my research, despite the 'coincidental' location that the two or three (if you also consider Countertops, Inc.) share in Eau Claire, WI, there is no explicit link between any of them that can be verified. In light of this, I do not believe that the articles should be merged at this point in time until they chose to disclose any relationships between the two or three. 22:36, 4 July 2007 (UTC). I agree with Nbuuck 00:18, 13 July 2007 (UTC) In light of the decision in a regarding the deletion of the article 'Midwest Manufacturing,' and citations provided therein establishing a discernible relationship between the two entities (Menard, Inc. And Midwest Manufacturing), I believe that the two should be merged. 00:58, 20 July 2007 (UTC).
Midwest Manufacturing is without a doubt a division of Menard's Well, I asked a brother of mine who works for Menards, and he says that Midwest Manufacturing, or MM, is, indeed, related to Menards. He said that whenever an employee of MM walked into the store he works in, the MM employee acted like the company WAS part of Menards. So, with this new information having been given to me, I support the merging of the MM article with the Menards one. In fact, maybe have the MM article redirect to the Menards one. 04:21, 15 August 2007 (UTC) It is not a division of the Menards stores Midwest Manufacturing is RELATED to Menards, but is not part of the stores.
Tm Menards Employee Handbook
Basically there is a holding company above both the Menards stores and Midwest Manufacturing and some other smaller holdings as well. They should NOT be merged as they are separate, but related. They are run completely as separate companies. Countertops shares some ownership (John owns some of coutertop) but is not part of the holding company.
19:04, 20 August 2007 (UTC)M If you go by the stand point that John owns it then it should be part of Menards, then shouldn't there be mention that he also owns Menards Engine Group. This is a company also under Menards Inc umbrella that makes racing equipment (testing equipment, tires, and engines). And by this same logic shouldn't they remove the Lucky Charms entry and put it under General Mills?
Midwest manufacturing is not Menards, they have a different budget, they have there own management staff, there own pay roll, etc.- 06:26, 31 January 2008 (UTC) Town of Union This is the true headquarters site of Menards. Is it worth mentioning? - 18:46, 31 August 2007 (UTC) Nope, even the company documents all say Eau Claire. That is their mailing address and their corporate identity. —Preceding comment added by (. ) 16:44, 16 October 2007 (UTC) But what is the zipcode for the mailing address? A company I worked for once identified with the biggest city in the area, although they were really in a small town.
They did this for recognition purposes. 12:18, 8 May 2009 (UTC) First 2-Story Menards in 2006?
The article says the first two story Menards opened in 2006 in MN. The Menards at 8311 W. North Avenue, Melrose Park, Illinois is two stories. I've been shopping at this store since at least 2000.
21:07, 17 October 2007 (UTC) what if there's an earthquake? —Preceding comment added by 20:00, 20 December 2007 (UTC) Brands Carried at Menards It is stated that Trex is one of the brands carried by Menards. This is not correct. 04:27, 12 April 2008 (UTC) DJ Robert huh? What's up with that part in history in 2008. Is that just a simple employee or do they mean Disc Jockey?
12:48, 13 July 2008 (UTC) Menards only has cheap crapt that won't last, get smart and buy better that will last and work much better. Mark-up from Chinese crapt is one of highest in retail. —Preceding comment added by 22:47, 3 August 2009 (UTC) Free Advertising? Parts of this article sounds very suspiciously like it was written by a member of the Menard's team to me. The part about concrete blocks being made by them, and now they are considering going with someone else, is followed by what seems to be a totally unrelated and media-friendly blurb.
Am I the only one who thinks this reads more like an ad than an encyclopedia entry? 00:50, 13 April 2010 (UTC) 'Conflicts' Section The tone of the first paragraph of the 'Conflicts' section suggests (rightly or wrongly) that it was written by someone with an axe to grind with Menards.
Tm Menards Employee Handbook
It sounds like it was written by someone with inside knowledge of the company's disciplinary procedures, which could be seen as. Though a citation is given at the end of the paragraph, I did a 'Find on Page' search for some key words between the paragraph and the cited page, and didn't find a match. The entire 'Conflicts' section relies heavily on a single article from Milwaukee Magazine (an article which is over six years old). The bulleted list of violations and controversies appears to have been directly cut and pasted from the article.
Combined with the first paragraph referenced above, the entire section gives to the negative. In fact, it's the largest section in the entire article! I recommend removing the section entirely, as all it does is bash the company. Alternatively, if someone felt like dedicating the time, a rewrite of the section to be a bit more would work, too. 14:48, 15 May 2013 (UTC) The current 'Conflicts' section looks a lot like a copyvio from. 04:28, 10 November 2017 (UTC) Weird Sentence The fourth bullet of the 'Controversies' section contains the line 'Typical of the whole flat taxer/Afrocentric/logical fallacy history movement.'
Which doesn't seem related to anything in the article. I'm guessing this was somebody's error? (Apologies if I'm doing this wrong.the most I've ever edited has been a few spelling corrections and adding somebody's death-date.) — Preceding comment added by 23:55, 20 January 2016 (UTC).
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