Recently, in a search we were retained to conduct, the President told me about a company-wide meeting he held where he asked everyone, “what’s the most outrageous thing you’ve ever done at work?”
He said that there were some very surprising revelations from others, many of which made everyone laugh.
His was that he “quit” at that meeting (we’d already been retained to search out his replacement as he was retiring).
So, at your next department or company meeting, ask the participants to share something about themselves that no one at work probably knows…you go first. Here’s mine; being of Austrian heritage, my parents thought I should become an accomplished accordion player. After eight grueling years I gave it up for a car and a girlfriend. While I was traveling last weekend with my wife, we ran across an accordion at an antique shop similar to the one I played in my youth…hence the picture on the right of my “new” acquisition. So, now you all know something about me. I’d be happy to hear about something interesting about you…feel free to message me! 
Wolf Gugler at his finest…
Tag: retention
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Team Building – Poke Fun At Yourself At Work!
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Hiring and Keeping Your Best Retail Employees
Hiring and Keeping Your Best Retail Employees
Hiring and retaining store level staff can be just as perplexing as hiring a store manager. Many feel no matter how much homework, it’s still a gamble or calculated risk. Here are a few ideas and suggestions to help you hire smarter and do what’s possible to retain the good performers.
First, a few successful retailers known to us were good enough to offer some hiring tips they use successfully:
- “We have a simple skills test that includes addition, subtraction, multiplication, and division. Also, we have a graphic of a ruler with arrows pointing to specific measurements. It’s true that 95% of our applicants cannot read a ruler.”
- “We have them figure a 5% discount on a box of 50 pieces at a certain price, and calculate sales tax at 8% on the total. (We have computer registers, but they should understand the concept). Get creative, but be sure to test only what they will actually be required to do.”
- “The last few years we have done well hiring the attitude, and training the skill. We have also done well asking the staff for their recommendations. Once an Associate told me “You’re not going to offer her a job, are you? She tried to hire me to go over to Lowe’s.”
- “What we do is have the applicant fill out a basic application. In addition to that, there is a small math test I give that basically lets me know if they can calculate BASIC math – you would be surprised at how many college kids don’t know how many feet are in a yard. After the applications, I schedule interviews based on first impressions and what I see on their applications. Then I reevaluate how the applicant is doing a couple of weeks after they start with us.”
Although experience and knowledge is important, don’t let that have you overlook a good candidate from another retail segment. Many successful retailers locate great employees over a meal in a restaurant with a top-notch server. Tractor Supply does well in hiring store talent with a welding trade background as they understand the concept of some of the issues the hobby farmer customer is facing.
Reference checks; when you speak to a reference they provide, here are a few questions you might ask:
- Have you seen them under a stressful situation with a customer? How do they deal with and handle it?
- Can you give me an example of a time they should brag about the customer service they provided?
- Don’t ask about weaknesses; no one likes to admit they have any…instead, ask “Is there something skill or knowledge-wise that we can help them improve?”
- Ask the reference if they know of someone else that knows your candidate and reach out to them; they should provide you with a completely unbiased opinion and commentary.
That leads to the next part…training which leads to retention! In a recent online survey over half of the retail respondents said that a lack of training lead to their decision to leave their employer. That starts from the first day on the job; don’t shortcut the onboarding and learning process. Make sure they have the knowledge and tools to perform successfully and delight your customers. Formal training is available through organizations such as the North American Retail Hardware Association. The cost of training versus turnover is minimal and far less disruptive to both you and your customers.
Give participants a certificate of achievement; it costs virtually nothing to create one and print off enough copies to hand out. People respond positively to recognition and it translates into loyalty. I recently saw an employee’s certificates of completion posted at the service desk where they worked.
Empower your employees…let them make it right for your customer. It can be something minimal too; for instance, in our local travel plaza the cashiers can give a customer a free coffee at their discretion…simply to say, “have a good day”. Employees love to feel as if they have some control and assuming it’s not abused, makes them feel that they’re valued to the organization.
Impromptu recognition; reward people when you catch them doing something well. It could be as simple as a “thanks.” Keep a few gift cards to local restaurants handy; an expression of thanks goes a long way towards how they treat customers and interact with their fellow employees. If you don’t want to give a cash reward and assuming you have enough staff on the floor, tell them to come in an hour late the next time they’re scheduled to work as a reward.
Have a fun gathering, for instance, first thing before opening, bring in a boom box, play a tune like Bruno Mars 24k Magic…get everyone moving and in a good mood! I’ve witnessed this in a local store; the employees all started their day smiling. A corporate Target employee was noted for his dance “technique” at work.
Want to read more? Here’s another article on staff development and retention: https://wolfgugler.com//getting-the-most-from-your-people-every-day/
As Joe Scarlett, retired Chairman of Tractor Supply wrote in his TSC success book, “Work Hard, Have Fun, Make Money.”
Wolf is President of Wolf Gugler Executive Search, celebrating their twentieth year in business as the leader in locating top talent for home improvement retailers and their suppliers throughout Canada the US and the Caribbean. He can be reached at (888)848-3006 or via email, [email protected]. Web site: www.wolfgugler.com.
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Performance Appraisals-Some Structure Tips to Follow
Managing Performance Appraisals
By Wolf Gugler
When it comes to performance appraisals, do your employees have to hound you for one? Is it just a paper processing exercise in order to give them an annual salary increase, or is there a true developmental purpose behind it?
One of the most overlooked management areas is answering the employee who asks, “How am I doing?”…but answering that and providing meaningful feedback is one of the best things you can do to ensure they do a good job for you and become a productive, long-term employee. Here are a few ideas to make this a positive experience, one that both sides look forward to.
Prepare:
- review previous performance appraisals, complimentary letters, course transcripts, and records of performance, discipline and everything that relates to performance.
- Use a performance appraisal form to keep the meeting on track. organize your papers in the sequence you intend to cover them. Ideally you;d use a self-evaluation form given to the employee in advance of the meering. It’s a fact that people are usually harder on themselves than others are, and will typically work harder at resolving these self identified problems.
- Make sure this takes place as a two-way dialogue, not a debate.
Venue:
- ensure the setting is private and distraction-free. Don’t take phone calls and let the person know what time the meeting will end, so they’re aware there’s an end in sight.
- Ensure the room layout conveys a relaxed atmosphere. A restaurant is inappropriate; a meeting room, ideally with armchairs is much better than sitting across the Boss’s desk from him/her. If using a conference table, sit at 90 degrees from one another vs. across the table in what can be perceived as a barrier to open conversation.
Introduction:
- start with a smile and greeting, and relax your employee. Chances are they’re nervous and have sweaty palm syndrome. Set the scene; explain the process and encourage input and discussion. Let them know what time it will conclude, so they don’t feel like this will be an open-ended interrogation.
Review and evaluate;
- review individual tasks, objectives—and stay focused. Use facts and figures, not “woulda-coulda-shoulda” excuses or unsubstantiated anecdotal stories. Staying objective and avoiding being perceived as biased will gain you far more credibility and effort from the employee in the long run.
- Resist appraising them based on your own style; stick with the facts and figures. Review each item, communicating the standard or measure of performance being used and their ranking. If you don’t have these facts in hand, don’t wing it; reschedule the meeting until you do have the data. If a dispute arises about a specific area, table it for future discussion to allow you to obtain more information to make a factual judgment.
Devise a mutually agreed-upon action plan.
- The plan should include a brief job description with responsibilities, strengths and constructive areas of development, a short/medium/long term action plan and the individual’s career goals and objectives. Make it realistic and attainable. Agree on what support the company will provide to ensure the employee’s success…additional on the job training, courses, workshops and any other company-provided assistance. If the company expenditure requires your Supervisor’s approval, make sure you have this prior to the meeting.
Close on a positive note.
- Thank the employee for their input, and make sure they know you look forward to working with them to ensure the next appraisal meeting is just as positive, or even more so that this one was. Let them know your door is open if they have any further questions, and this is meant to be a win-win situation.
Document, document, document!
- Record all primary points discussed and agreed-to performance issues, actions required to rectify them and the agreed-to timetable involved. Copy all appropriate departments and maintain a copy in the employee’s file.
Following a template similar to this one should help you develop loyal employees who are both top performers and accountable for their actions.
Wolf is President, Wolf Gugler & Associates Limited, specializing in executive search and management appraisals for clients throughout North America and the Caribbean with offices in the United States and Canada. He can be reached at (888) 848-3006 or email, [email protected]. Web site: www.wolfgugler.com.
