Dollar General workers flag payroll, rostering and receiving room issues

A cluster of worker posts in mid-January captured firsthand reports from current and former Dollar General employees describing reductions in assistant store manager (ASM) hours, inconsistent receiving room conditions, and confusion over payroll allocations and store-level rostering. The accounts, posted between Jan. 12 and Jan. 16, painted a picture of day-to-day operational strains that can ripple through stores and affect employee morale, retention, and execution.

Multiple contributors described cuts or variability in ASM weekly hours that left stores with thinner management coverage. Employees said reduced ASM time can force hourly associates to absorb additional tasks — from customer service to nightly closing duties — while managers juggle payroll, inventory, and compliance responsibilities in fewer scheduled hours. That squeeze has implications for labor law compliance, training time, and the ability to complete time-sensitive work such as truck processing and merchandising.

Posts also highlighted widely varying conditions in store receiving rooms. Some workers reported well‑kept, functional receiving areas; others described cluttered or under-resourced spaces that slowed down unloading and stocking. Receiving room performance affects inventory accuracy, on‑shelf availability, and loss prevention, and problems there can cascade into longer shifts and missed productivity targets for associates responsible for back-room work.

Several threads raised questions about payroll allocations, how store payroll hours are calculated, and whether hours are being coded correctly in Compass and Compass mail communications. Those concerns centered on whether scheduled labor matched payroll entries, how overtime was being allocated, and whether corporate rostering guidance was being reflected in store-level schedules. Workers framed these posts as on-the-ground signals about how scheduling and payroll practices are being executed locally.

These worker-generated reports are qualitative and local in nature. They illustrate operational realities that can affect morale and turnover but are not company-level definitive facts. The posts are best treated as signals that warrant verification through payroll reports, local audits, and review of Compass communications at the district and store levels.

For employees, the immediate practical steps are to review paystubs, keep copies of schedules, and raise discrepancies with store leadership or district HR. For managers and corporate leaders, the situation suggests a need to reconcile scheduled hours with payroll allocations, audit receiving-room procedures, and clarify rostering guidance through Compass mail to reduce confusion. How Dollar General responds will matter for staffing stability, loss prevention outcomes, and whether stores can reliably execute daily retail operations.