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Employee turnover and its effect on business
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Three realistic process and outcome goals that I feel would be valuable for Chern’s to in act for staffing of sales associates are: 1. Meeting hiring timeline goals: Several things that stood out to me about Chern’s is that they have an aggressive growth strategy, to open 15 new stores a year. They also have developed a structured training program to get each associate up to speed and selling quickly. If a sales associate does not meet their goals within 5 months they are terminated. With that in mind, I find that hiring with in the timelines is so important to Chern’s because if they cannot find high quality employees and train them with in the timeframe needed. Failing to do so can impact their ability to open a new store or reduce their
Terri Briggs has been around the block. For the past twenty years she has been an accountant, a customer service person, a specialist and a manager. All of which she did with Masco Cabinetry. She has spent time in the “trenches” working her way up the corporate ladder while obtaining her Bachelor’s degree in Management and Organizational Development from Spring Arbor University. Terri is a Certified Human Resource Specialist and a Six Sigma Green Belt. Today Terri is the Manager of the Contract Review Center for Masco Cabinetry. Her experience in accounts receivable, human resources, and now in contracts have given her a wide range of knowledge about Masco Cabinetry. For these reasons, she was an excellent subject to interview.
At Wells Fargo, teamwork and sales are important skills needed in order to succeed as a teller. At Wells Fargo, I plan to incorporate a system where each teller gains the skills necessary so that each task runs efficiently. To begin, I will start observing each banker’s, and each teller’s normal routine. I will be listening carefully to the conversations the tellers, and bankers are having with customers. As an observer, I will be taking notes on what the employee’s strengths and weakness are when lobbying to a customer, and working with coworkers. I will continue this process for a week. Once the week is complete, I will have one on one meetings with each employee. After the employee’s one on one meeting is complete, a proposed course of
As the salespeople’s immediate supervisor, it is the primary responsibility of the manager to provide proper training to enhance the salespersons’ effectiveness and improve their skills. Given the importance of having a productive and enthusiastic sales team, the manager needs to develop and manage effective reward and compensation packages to ensure a highly motivated and satisfied sales force. Sales managers also ensure that the company 's standards of professionalism, image, and branding are consistent with the sales team’s interaction with company customers. The manager 's presence also makes customers feel valued as well as provide credibility on behalf of the company (Pilling, Donthu, & Henson,
Due to the decline in sales Riordan has had to revise its sales approach and process to better serve customers, however, with the changes came more issues. Employees are concerned about the fairness of incentives and compensation and do not understand how that will translate effectively into the CRM system. Riordan has a very diverse workforce with a plethora of motivational needs, from valuing interesting work to larger paychecks. Riordan is not effectively communicating to all the various demographic groups within the company. Employees have revealed in the annual survey that many are not satisfied or challenged by their work, and do not feel adequately compensated for their efforts. Motivation is low, and employees do not feel they have sufficient opportunities for development or promotion. These issues have culminated to the point that many employees are actively looking for opportunities outside of Riordan (University of Phoenix, 2007).
In asking the consulting firm for assistance, President Paul Willard stated that the main issue within the organization was a “power struggle between people and departments.” This is precisely where the issues in both the sales and production departments are stemming from. After analyzing the situation, several issues can be pointed out in the sales department, the first being the leadership style of sales executive vice-president Ernie Lane, the second being the dramatic shift in the work force, and the third being the lack of motivation and compensation to maintain morale, satisfaction, and productivity. Most importantly, all the problems are
Sales and delivery personnel have a unique system and they work well together. Large sales force of over 10,000 individuals.
Focus on the needs of the customer and put the needs of the employee second, follow by the need of the leader as the last so to develop and grow the relationship of the customers while strengthening the
Some core competencies that must be exploited are: Brand Kmart is an existing well-known and trusted national brand in USA Kmart has private label and designer clothing that is well endorsed Infrastructure Kmart has a large number of well-located, low-cost, leased stores in urban far away from competitors through out the country ( Appendix B ). Staffing Confidence by the market in Kmart is created by the achievements of its staff and management. With the turn-around strategy in place, new blood has been put into the top management structures. In any renewal there will be retrenchment as unprofitable stores are closed. This can be used as an opportunity to retain and move high performing staff to where they are needed and to get rid of non-performing staff. Anderson the chairperson of Kmart is well supported by Wall Street and the board of Directors. These new staff members enter the company with needed skills to address problems in certain areas that previously were poorly managed such as inventory control and merchandising. Store locations, layout and Performance Stores conveniently located away from competitors like Wal-mart and Target therefore less to compete for customers face-to-face. There are 250 non-performing stores who have already been identified as being more cost effective to close than continue with running costs. Expertise exists in-house for the planning of store layout and appearance to meet different customer segments. This concentration of effort will enable focus on key areas Technology Kmart has already invested in good retailing systems. The system can be use to control inventory, supplier payments, track customer buying and monitor income versus profit margins across all stores. Research and Development The planning department is well established and in cross-functional to provide various perspective. The planning department to ensure that strategies at all levels are executed can further use the access to past data and knowledge of changes in buying patterns. Financial Backing JP Morgan Chase has agreed to support Kmart to avert the current threat of closure due to bankruptcy.
...used and accomplish many tasks. However, the goal setting process should involve both Alex and James. By both individuals being involved in the process, it allows Alex to understand what James’ vision is and it allows her the chance to help him achieve his specific goals. Also, Alex should encourage James to write down his goals and review them on a daily basis, so he can be reminded of his job at hand and the steps he can take to achieve his goals and stay focused. A good coach would help the employee find ways to achieve his/ her goals and provide feedback in what aspects could be changed to increase performance to reach or exceed his/ her goals. Therefore, it is very beneficial for Alex and James to set his goals together and then Alex works towards helping him achieve these specific goals in an effort for James to feel a sense of accomplishment and satisfaction.
C & C grocery store currently operates under a goal approach. They were committed to customer service and satisfaction. This approach provided the grocery chain with the profitability and growth they strived to obtain. The stores operative goals were attained and the chain had over 200 stores in operation. For years overall performance for C & C was excellent and came with ease. Unfortunately employee development and innovation and change weren't a top priority and it began to show. To remain successful C & C had to outsource and get advice from a team of consultants. The team dissected the company from top to bottom and advised the chain to implement an internal approach to go along with the goal approach. Implementing the internal approach will give the store managers full control of their stores which they do not currently possess. The store managers should be knowledgeable in all areas of the store to be able to fully communicate with staff. It was difficult for the district managers to give each store location the time and attention they needed when they were responsible for several other stores. Giving store managers more responsibility was a terrific idea of the consultants because the store managers have more day to day customer and employee interaction and could better assist needs. C & C was in desperate need of providing employee training and development. Cross training is beneficial for company as well as employees. Employees get the opportunity to learn other job positions and have the ability for advancement opportunities within the company. The company benefits from cross training because it provides flexibility if a store is short staffed, and it provides empowerment. A store full of happy employees from mana...
Short-term objectives: are to expand the workforce for anticipated growth, expand further into international markets, and continue developing new products.
One area to be addressed by HR in order to achieve this is there need to be a HR strategy to build and retain an engaged and committed workforce. Employees would have to exhibit great skills and behaviors in how they treat customers. Firstly they will have to formulate
Another customer service objective is to encourage employees to exceed their own expectations and encourage them to help improve themselves. This will benefit themselves and the Accor organisation.
Sales people are motivated to the degree that he or she believes '(1) effort will yield acceptable performance, (2) performance will be rewarded, and (3) the value of the rewards is highly positive' (2003, p.20). For sales people to reap rewards or benefits, they first need to know the expectancy of their position. During this first stage, the managers will layout the training that is needed and will set their goals. The managers are also responsible for continued follow up and coaching. Often times this type of follow up is accomplished on the sales floor, so they may continue to have a high level of performance. The coaching is kept positive so that the sales person may continue to exert a higher level of performance. Floor coaching and setting the standards helps sales people see and understand the performance levels that are required. It is also up to the manager to choose highly talented people that are able to accomplish the sales goals that are given.
With the current revolution in the corporate world, many organizations find the need to keep up with the set trends in the corporate scene. This is essential for them to maintain relevance as well as achieve set targets and strategic objectives. One of the aspects business management is sales personnel management. This is an important business aspect that can lead to efficiency, as well as effectiveness in business, if executed accordingly. This study will seek to analyze the various tools and techniques used in sales personnel management.