24 June 2012 Jay Shepherd

New York Times “oppresses” workers worse than Apple

Today’s Sunday New York Times used two and a quarter pages of its front section — including the top-left quarter of its vaunted front page — to blast Apple for oppressing its workers. Which is ironic, because the New York Times Group is even worse to its employees, using the paper’s own metrics.

As it often does, the Times launches its attack on the most successful company in the world by focusing on how much revenue it takes in:

Worldwide, its stores sold $16 billion in merchandise.

But most of Apple’s employees enjoyed little of that wealth. While consumers tend to think of Apple’s headquarters in Cupertino, Calif., as the company’s heart and soul, a majority of its workers in the United States are not engineers or executives with hefty salaries and bonuses but rather hourly wage earners selling iPhones and MacBooks.

But the most interesting twist in this particular harangue is the use of a blunt-instrument metric, revenue per employee, to show how unfairly Apple treats its workers. According to the story, Apple took in $473,000 per Apple Store employee. When you consider that Store employees only take in about $25,000 a year, the conclusion is inescapable: oppression. Amirite?

Glass houses, New York Times. Glass frakkin’ houses. Turns out that according to its own reported numbers (from its 2011 Form 10-K), the New York Times Media Group had 3,056 serfs employees toiling for it in 2011 and made $1.554 billion that year. Yes, with a b. Whipping out my favorite iProduct (note my obvious fanboy bias), that works out to to a revenue-per-employee figure of $508,507.85. Oh, the humanity!

(Curiously, the David Segal article quotes Apple blogger Horace Dediu, who has written about these metrics before. Dediu says that revenue-per-employee ratio is like that of a consulting company. Given how incredibly reasonable and intelligent Dediu’s writing is, I have to think that his quote is taken out of context.) (Update: Read Horace’s excellent piece explaining the job growth at Apple stores.)

The truth is that no one goes to work for the Times or for Apple for the money. (Yes, I realize that Times CEO Janet Robinson got a $23 million severance package late last year, but that’s for leaving her job. Totally different.) People work at these two institutions to be a part of something bigger than themselves. The Times used to be the most respected newspaper in the country. (Sorry. Too soon?) And Apple keeps changing entire industries. Even Segal’s article recognizes that an hourly wage is not what makes people work in Apple Stores:

But Apple’s success, it turns out, rests on a set of intangibles; foremost among them is a built-in fan base that ensures a steady supply of eager applicants and an employee culture that tries to turn every job into an exalted mission.

“When you’re working for Apple you feel like you’re working for this greater good,” says a former salesman who asked for anonymity because he didn’t want to draw attention to himself. “That’s why they don’t have a revolution on their hands.”


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