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Tara Morrow, who started at Hallmark writing cards 12 years ago and is now vice president of writing and editorial, quickly agrees with Atteberry. "People come here from art school or from other companies where they've been a big fish in a small pond," she says. "But then they get here, and the talent pool is so high that now they're struggling."
"The way that I think of it," Atteberry explains, "is that if you tell somebody they have food in their teeth, it's not nice. But don't you want somebody to tell you when you have food in your teeth? In the same way, don't you want somebody to tell you when you're not doing well at something?"
When The Pitch asks the managers about the morale in an office where a quarter of the workforce has been lost, O'Dell interjects. "Let me just jump in here, because we didn't talk about this before," she says to the managers. "The desire to be a smaller and more nimble company was part of our business needs, and I think we can all agree to that."
The managers nod. "We're a consumer-based organization, and we need to respond to the marketplace if we want to thrive," Manning adds.
Some employees do complain, Atteberry says, about the jobs that have been eliminated while Hallmark maintains generous benefit programs. "Employees say, 'Well, how do you have all of those things and then still let people go?' I tell them, 'Well, that's not the same thing.'"
Those benefits include the farmhouse in Kearney that employees can use for daylong retreats and meetings. The Victorian home, used by Hallmark since 1991, includes a studio for ceramics, woodworking, blacksmithing, weaving and papermaking. Such benefits are necessary, Atteberry says, to help employees come up with creative ideas. In October, for instance, the finance division took its new hires to the farm to brainstorm ideas on how to do things differently. "You just can't put people ahead of the health of the company."
Atteberry says that, when telling an employee that his or her job has been eliminated, managers explain that it's to keep the company healthy.
"We've been around a hundred years, and we want to be around a hundred more," Manning adds.
The managers concede that they don't have any figures to back up that assertion.
All four of the employees at the table say they firmly believe that the Hall family would never deliberately cut jobs simply to drive up profits. It's a common refrain at Hallmark, where the generous benefits program and the value on creativity have fashioned a largely loyal, if shrinking, workforce.
"The Halls are the most genuine and trustworthy people," Morrow says. She places her hand over her heart as she speaks. "I do not believe they would cut employees for profits."
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