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ful, as well as are references from
previous employees. A potential
employee at this retailer begins
with a screening by the human
relations department to make an
initial determination if the appli-
cant is a potential fit for the op-
portunity available. From there the
applicant would be interviewed by
the general manger and finally the
department manager. Throughout
the process, all interviews center
around compliance with the core
values. Any deviations or doubts
from any interviewer can squelch
the deal. Since most hires come
from referrals from current em-
ployees, the prospective employee
should already know a bit about
the organization and already want
to work there.
Living by the saying that “if you
pay peanuts, you get monkeys,” this
retailer chooses to pay a generous
commission, which is adjustable
annually due to performance. Store
managers also use a weekly check-
list for each employee designed to
make sure that the salesperson is
focused on doing the right thing and
offering superb customer service.
A perfect score at month’s end will
earn the employee a bonus in ad-
dition to other incentives and spiffs
that may be offered at manage-
ment’s discretion.
Most retailers agree that any
deviations from what historically
is proven to work is probably not
going to end well. Don’t shortcut
the interview process, don’t make
any quick decisions and pass if
there are any doubts. There are
no guarantees, but decent pay,
including the potential for incen-
tives and bonuses coupled with
an enjoyable work environment
and good chemistry with your fel-
low associates, goes a long way
toward finding and keeping
good employees.
Sayner is the author or “Retail
Revelation-Strategies for Improv-
ing Sales, Margins, and Turnover,”
available from Amazon. He can be
reached at
RSayner@rmsa.com.Winter
2017
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