That just seemed impossible to Worker #1, and she says the pressure on her and her co-workers to sell was disturbingly intense. During a sales push called “Jump into January” former employees say they were expected to sell 20 products a day. “She says the number of products she was expected to sell - checking and savings accounts, credit cards - seemed really high: at least eight products a day. Standing on the street last week looking up at the corporate headquarters building, she remembers back in 2007, showing up for her first day of work at the branch here.” “This employee is upset about what the bank did and how she was treated. “That completely contradicts what he’s saying.” “And the sales culture was so intense she says that some workers even in the headquarters and other San Francisco branches resorted to deceptive practices to make their sales goals. But Worker #1 says in practice Wells Fargo pushed it beyond reason.” Of course, there’s nothing wrong with that in principle. “That’s the whole foundation of Wells Fargo is cross-sell, cross-sell, cross sell,” she says, referring to the bank’s sales approach of offering customers with, for example, a checking account many other types of products too - credit cards, home loans, lines of credit, etc. She doesn’t want to use her name for fear that talking to NPR will prevent her from getting a job at another bank.” “Bulls***,” says one former employee who we’ll call Worker #1. “But former Wells Fargo employees have been watching that testimony - and the ones we spoke to say, in no uncertain terms, they aren’t buying it.” “Wrongful sales practice behavior,” Stumpf told the Senate banking committee, “goes against everything regarding our core principals, our ethics and our culture.”(He retired Oct. “Wells Fargo’s embattled CEO John Stumpf has been spending hours defending himself in congressional hearings (September 2016) trying to explain the scandal engulfing at his bank.” UPDATE: A 10/4/16 NPR report, “ Former Wells Fargo Employees Describe Toxic Sales Culture, Even At HQ,” by Chris Arnold paints the picture of how the Wells Fargo culture affected the front line employees, dating back to 2004.
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