9 devastating takeaways from NYT’s report on Amazon workers

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A blockbuster New York Times exposé, revealed on Tuesday morning, delves deep into lots of the persistent issues plaguing Amazon’s workers, on a number of fronts, with a spotlight on how these issues reached a fever pitch throughout the pandemic.

To report the story, journalists Jodi Kantor, Karen Weise, and Grace Ashford interviewed 200 present and former workers in a variety of positions—although Amazon declined interviews with a lot of its most senior executives, together with the top of human sources and CEO Jeff Bezos. The reporters additionally sifted via a miles-long path of company paperwork, authorized filings, authorities information, and on-line posts from Amazon workers. Although the story issues Amazon’s practices as an entire, its central location is JFK8, the only real Amazon achievement middle in New York Metropolis, with a warehouse the scale of 15 soccer fields.

Whereas the corporate itself thrived throughout the pandemic, incomes income equal to the three earlier years in 2020 alone, a lot of Amazon’s roughly a million wage-earners didn’t fare practically so effectively. In lots of instances, their pandemic plight was created by methods and practices already set in place.


Though the entire report is effectively value studying, listed below are 9 eye-popping highlights:

  • Amazon’s mannequin for managing individuals, which depends on metrics, apps, algorithms, and chatbots, was “uneven and strained” previous to the pandemic, with no easy-to-conjure advocates to help in disputes. Through the onset of COVID-19, nonetheless, this technique “burned via workers, resulted in inadvertent firings and stalled advantages, and impeded communication.”
  • Though the corporate finally spent billions on COVID-19 security measures, many workers at one level or one other nonetheless had to decide on between their security and their paycheck. As an example, at the start of the pandemic, Amazon informed workers to take as a lot unpaid time without work as they wanted however quickly initiated necessary extra time.
  • After an early wave of absences disrupted transport, Amazon was unclear about how the virus may have an effect on workers’ private security on the job. “The corporate didn’t inform workers at JFK8 or different warehouses the variety of instances, inflicting them to fret whether or not notifications about ‘people’ testing constructive meant two or 22.” The New York warehouse had not less than 700 confirmed instances of COVID-19 between March 2020 and March 2021.
  • To entice workers again within the spring of 2020, after transport instances started to lapse, Amazon supplied a brief $2-an-hour elevate, double pay for extra time, and limitless unpaid time without work. By mid-April, with opponents gaining market share, the corporate appeared determined to get workers again to its warehouses. In late April, Amazon knowledgeable workers that limitless unpaid time without work wouldn’t proceed into Might, and shortly introduced an finish to the $2-an-hour elevate and double extra time pay.
  • Though Amazon has crowed about its large job-creation numbers—350,000 new workers From July to October 2020 alone—the automated hiring course of led to heavy churn. “Even earlier than the pandemic, beforehand unreported knowledge exhibits, Amazon misplaced about 3 % of its hourly associates every week, which means the turnover amongst its work pressure was roughly 150 % a 12 months.” This price is nearly double what’s typical within the retail and logistics industries.
  • Amazon’s points with race could have hit a boiling level with the Alabama unionization drive led by Black workers earlier this year. These points have been at play for a very long time, nonetheless, because the NYT report particulars. “Greater than 60 % of associates at JFK8, based on inside Amazon information from 2019, are Black. Administration, the paperwork present, was greater than 70 % white or Asian. Black associates at JFK8 had been nearly 50 % extra more likely to be fired—whether or not for productiveness, misconduct, or not exhibiting up for work—than their white friends.”
  • If any hourly workers at Amazon felt as if they’d no likelihood at rising up inside the firm, the report makes clear that it wasn’t simply their creativeness. “Amazon deliberately restricted upward mobility for hourly workers, mentioned Mr. Niekerk, the previous H.R. vp who retired in 2016 after practically 17 years on the firm. Against this, greater than 75 % of managers in Walmart’s U.S. shops began as hourly workers. Following a sample throughout Amazon, JFK8 promoted 220 individuals final 12 months amongst its greater than 5,000 workers, a price that’s lower than half of Walmart’s.”
  • The notorious (*9*) are a results of Amazon’s reliance on intense, inflexible productiveness metrics. Workers are monitored for his or her Charge, which is how briskly they get the job accomplished, and T.O.T., or ‘Day off activity,’ which incorporates, sure, lavatory breaks. The NYT report at one level illustrates a few of the many hazards of those metrics with the story of an in any other case stellar worker, Dayana Santos, who was fired after one dangerous productiveness day, resulting from circumstances past her management. “After repeated inquiries from The Instances concerning the time without work activity coverage and Dayana Santos, the JFK employee who challenged her termination, Amazon this month announced an instantaneous change: Now not might somebody be fired for one dangerous day. All those that had been had been now eligible for rehiring. The corporate mentioned it had been reconsidering the coverage for months.”
  • In the midst of 2020’s pandemic summer season, workers at JFK8 had been knowledgeable that “productiveness suggestions” can be suspended throughout the pandemic. By late September, although, the reprieve on price was mentioned to be coming to an finish, prematurely of what anybody might have predicted can be a uniquely busy vacation season.

Taken collectively, the entire issues within the NYT report reveal a company tradition that brazenly appeared to worth most income over worker security and high quality of life. In Bezos’s final letter to shareholders as CEO, launched final April, he asserted that he needs Amazon to turn out to be the “Earth’s Greatest Employer and Earth’s Most secure Place to Work.” However any system that makes achievement as fluid as Amazon—particularly one which grew as quickly as Amazon did—appears basically incompatible with one which treats workers humanely, not to mention effectively. If that wasn’t abundantly clear years in the past, the pandemic could have eliminated all doubt.