Motivational Tools and Strategies
Publix has very high expectations when it comes to its employees. The work environment is very fast paced. One of the many pros about working at Publix is that it is a very stable job with a fantastic retirement/profit-sharing plan. It is also employee owned which is not common so employees will take pride in the fact they are all shareholders of the company. Because the employees are working somewhere that they all own, it creates a pleasant working environment, which is nice to see for customers.
You are required to work a minimum of 50 hours in a week if you are in management and this is done on a tracking system. You are expected to work two night shifts in a week, weekends and every holiday excluding Thanksgiving,
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Easter, and Christmas. The schedule is definitely tough at Publix and will put some people off from being employed there but the employee’s work so hard to give the customers the best experience when shopping and so it doesn’t feel like a chore. As an employee, it is important to focus on the career side of the job and if you are a loyal employee, you will definitely reap the rewards. You will usually start part time and then there are plenty of opportunities to move your way up the scale. An example of this came from Jim Buchan when he said “I found out later that he had started working at Publix as a food bagger, working his way up the ladder until he became the president. Rumor has it that he’s now worth more than $200 million, not just because of his salary, but primarily because of stock he’s accumulated in the company” (Buchan, 2014). Doing overtime is always an option to earn more money when you are only employed part time. It can sometimes take years to move up the ranks in Publix but as I said, if you stay loyal to the company, you will definitely get rewarded when it comes to a salary increase or job promotion. All managers in Publix will have started off part time. Sometimes they may get a manager into the store that was not employed there but they will have come from a different Publix before if they are going straight into a manager’s job. Publix cares about the performance side of everything related to the business. This is one of the main reasons they have such loyal customers and they love shopping at Publix. In February 2007, 77 percent of the store-level employees were rewarded with a raise for exceeding the performance goals that were expected of them. Obviously, this meant the remaining workers either stayed the same or had their salaries decreased. The Publix system rates employees on a numerical basis in 21 different areas. The rating is then matched up against expected numerical performance numbers based on position. If the employee happens to exceed the standard of performance, then they receive a raise. It really is that simple. Superior performance could lead an hourly employee to receive pay raises two or three times a year with an increase of up to $1/hour when all is said and done which over the course of the year becomes a good amount of money. “We want a customer experience the customer deserves and expects at Publix, so we are rewarding people for hard work while increasing what we pay overall,” Shannon Patten, spokesperson for Publix, told the St. Petersburg Times. “But some associates face a decrease if their performance slips.” http://www.retailwire.com/discussion/publix-pays-for-performance. Publix takes time to train their employees very well. They will have a couple of training days in their first shifts where they are learning exactly what their role is in the supermarket. They will also watch multiple videos that explain what happens on the job. Looking at ratings on Glassdoor, which are written by Publix employees, they say the training is great and you learn everything in a very short amount of time. They say it is very helpful but most of the training is video based. Some employees said they enjoyed this because it meant they could watch and learn their training at home but most said they would prefer to be in the store physically learning for most of their training. Leadership/Management Style Publix is the largest employee-owned grocery store in the United States. Publix was founded in Winter Haven in 1930 by a person named George W. Jenkins. Jenkins had the vision to make Publix a fun place to shop, and a great place to work. “The chain has grown to about 1,100 stores across Florida, Alabama, Georgia, North Carolina, South Carolina, and Tennessee, with more than 179,500 employees” (Griffin, 2016). Publix has been fortunate to have some of the best leaders come to their company and help grow the company. Publix started out with one store in 1930, and now has 1,100 in just 80 plus years. With these stats, that shows how the leaders at Publix were dedicated to the vision to grow this company and provide a great place to shop, and a great place to work. Publix had some of the best leadership throughout the years and with this great leadership, they will continue with their success and grow as a company. Publix CEO from 2008 is now stepping down due to retirement. Ed Crenshaw was the CEO of Publix from 2008-2016 and has been with the company for over forty years. Crenshaw started off as a bagger for Publix in 1974 at the Publix located in Lake Wales. For a decade he, worked as a retail manager at different Publix’s locations to gain knowledge and to the leadership skills, he will need in a higher role with Publix. Crenshaw was promoted after working in the retail space for ten years as the Director of Retail Operations for the chains Lakeland division. By 1990, after being the Director of Retail Operations, Crenshaw was promoted to vice president of the Lakeland division and was elected to serve on the board of directors. In 1994, Crenshaw was promoted to Publix executive vice president of retail. After serving two years as vice president of retail, he was again promoted to president of retail. Crenshaw knew that the last position he could move up to is CEO. Crenshaw served as president of retail from 1996-2008 wherein 2008, he was promoted to CEO. Ed Crenshaw was also the grandson of the founder George W. Jenkins. Crenshaw has done it all for the company, he started at the bottom as a bagger, worked his way up to management in retail.
Some of the best leadership skills Crenshaw developed throughout the years at Publix were his intelligence and also his courage. Crenshaw developed a lot of knowledge from working in the field of retail starting off as a bagger and working his way up in the retail management space in the store. Crenshaw was able to learn a lot about how the stores operations worked and what was working for Publix and what was not. His intelligence helped him grow the company as the director of retail and furthermore, the president of retail. With his intelligence, came courage. Crenshaw had to take risks throughout his years at Publix to help grow the company, help drive sales, and help make the company a better place to work. From his knowledge of being internal, he allowed himself to make decisions that seem to be the best for the company, and also for his employees. This served him well when he became CEO in 2008 because he was the person making the final decision on proposals the directors and presidents were sending his way. By having the intelligence to make educated decisions and also the courage to carry them out, he allowed himself to make the best decision possible for the …show more content…
company. With Ed Crenshaw leaving Publix as CEO, someone had to step up and make the transition into the vacant position as CEO. Publix and the old CEO Crenshaw decided that the new CEO of the company would be Todd Jones. Jones started with the company around 1980 as a bagger for Publix has worked his way up and followed a path similar to Crenshaw’s. Terry Worthington, executive vice president for United Way of Florida said about Todd Jones, “One of the things that are very impressive about him is that he started in an entry-level position at Publix and worked his way up on the strength of his incredible work ethic and intellect, he is very intense, very deliberate, and he's totally committed to the Publix culture.” (Ceballos, 2016) Todd Jones is fifty-three years old and he is the first person outside of the Publix’s founding family to ascend to the role of CEO. This is a huge step for the company because this is the first CEO that has no relation with the founder George W. Jenkins. Jones has proven himself to become the next CEO because of his leadership and also his intelligence in the industry. Jones like Crenshaw started off as a bagger and then went into retail management at Publix. Jones was learning leadership skills by managing a team in the store and also learning new skills along the way that would help him at the corporate level. Mike McGee, chairman of the board for the Lakeland Area Chamber of Commerce said, “I've been told by several Publix employees that he'll go into a store without notice and start bagging groceries or straightening out the shelves, that tells people what he's willing to do and how far he'll go to find out if there's anything he can do to help the company at every level.” Jones in 1988 became a store manager of a Publix. After being a store manager for about nine years, he worked his way up on becoming a district manager in 1997. Jones didn’t stop there; he became a regional director in 1999, and then vice president of the Jacksonville division in 2003. In 2005, Jones was named senior vice president of product business development. Todd is considered a wonderful guy by many of his peers, he is also considered to bleed Publix green. Many of his coworkers see the type of person Todd is dedicated, intelligent, outgoing, and also knowledgeable. Publix has put themselves in a great situation by adding Jones as the new CEO of the company, but what does Publix do to get people like Jones into their management team?
First off, Publix values internal promotions. Both Jones and Crenshaw started off as baggers and worked themselves up the chain. By doing this, this shows the company is dedicated to employee’s growth in the company and the company would rather see internal growth than external growth. Another reason why Publix is able to put themselves in these situations is because of the compensation package Publix gives to their employees. Publix wants to give their employees competitive compensation packages so employees will stay with the company for long periods of time rather than continuous searching for new jobs. Finally, another great contribution Publix does to give their employees the ability to grow and learn leadership skills is the expansion of the company. The company now has over 1,100 locations, which allows for employees to seek growth within the company and to explore management roles to learn key leadership skills that will help Publix and the employee grow. Publix needs to keep promoting internal growth and also expanding their company to allow employees to get management opportunities and also the chance to go corporate for the
company.
...e leadership characteristic that popped out at me was how Cap. John Goodwin was his resilience to overcome all the horrific parts of this deployment and still stayed with it and worked his hardest with no breaks until he was forced to go on that leave to rest and then as soon as he heard something bad had happened, he stopped everything he was doing and got back to his men as quickly as he could it showed how much he cared, he also listened to his men and what they needed and tried helping them all the time. One thing he did not do a good job of was letting Kunk get to him and knock his confidence down and taking care of his own health so he could be awake and alert as company commander each and every day. His soldiers mentioned how weak, and tired and malnourished he looked from being next to the radio 24/7 which should never happen when you are calling the shots.
The grocery market is highly competitive. Brookshire’s has found that superior customer service is the key to success. Consumers who are familiar with the Brookshire’s personnel know that they will be greeted with a friendly smile and helpful attitude. Employee meetings and up-beat newsletters from the corporate office are excellent ways of reminding the employees of the significance of making customer satisfaction the most important part of their jobs.
Publix strives to utilize the industry-wide differentiation strategy. Although Publix isn’t open 24/7 and does not have self-checkout (which also plays a role in its strategy), it focuses on providing the best customer service and facility presentation. The grocery store chain sets itself apart from the competition by keeping their stores as neat, organized and clean as possible; as well as Publix strives to provide the highest degree of customer service and accommodation as possible. Not only is the staff friendly and knowledgeable, they are encouraged to assist customers to the best of their abilities, they even help with carrying out the groceries to your car and assist in loading. As mentioned before,
Since 1901, Walgreens has had a strong passion for customer service. The founder, Charles Walgreens, goal was to create a drugstore that was like no other. He said that for as many drugstores as he had worked at, he had never worked for one that had a focus for good customer service and low prices. Walgreens has grown by leaps and bounds since 1901 and is now recognized as the leader in the market with over 7000 stores. Charles Walgreen had an eye for good managers. He said he was able to pick people that he knew were smarter than him so to promote them and make them the heads of his drugstores. As a store manager, not only is it your job to run a store which includes ordering, customer care, and inventory control, but also it is your job to manage the staff. As a part of managing staff, it is their responsibility to hire, train and develop, and terminate if need be. While there are many jobs to choose from when it comes to HR and employee staffing, I choose this one because it is by far to me the most intense.
In a market that is so dependent on nature and agriculture, it is reassuring to see a company that values the recompensing of materials back to the natural world. In order for Publix to remain successful, the company must carry the momentum that founder George “Mr.George” Jenkins originally started in 1930. The morals and philosophies that lie at the center of Publix Super Markets are integral to their success. Mr. George believed that customers and employees should be treated like family, and if their business model continues to accurately portray their core values, then they will continue to be successful. The question that looms over Publix is not “What can we change?” it is “What can we elaborate on?” Publix needs to use their positive image to expand into other communities. Publix is well-received in the public eye to the point that they are considered beneficial to a community. A marketing campaign that focused on bringing positive change to a struggling community through Publix and their charitable campaigns would create a want/need for the super market in new, untapped territory. Publix is lesser known in the Northern regions of the U.S., a nationwide marketing campaign would result in well-received
Publix Super Markets have a fast developing and quickly motivated group of competitors. This allows for the market to have interesting trends and advances rapidly. According to the Food Marketing Institute’s website, in the year 2012 there were thirty-seven thousand and fifty-three companies in this trade which puts Publix very high on shopper’s lists. Being employee owned is one of the characteristics current workers contribute to the firm’s success. Focusing on the well-being and progress of their team members has given them a sought after job pool.
...ization with a solid infrastructure. Since 1930 it has consistently expanded and is among the most prosperous supermarkets in the U.S. Through its research, employee programs, technological incorporations, adaptations to consumer preference and psychographics as well as its marketing strategy with respect to competition, Publix has successfully created an environment “where working is a pleasure” and where shopping is a pleasure.” With competition constantly growing, it is essential to keep on top of the global business community and market environment to have a leg up on competition and provide the highest customer value.
The human resource services at Albertsons appears to be much better than their chief competitor Wal-Mart’s .It is mentioned that the average Albertsons employee earns more than a Wal-Mart ‘s employee. Also employees at Albertsons enjoy benefits like health insurance and retirement packages
Mr. Blake took over the position, which was held by Bob Nardelli who was forced to resign his post over the controversy surrounding his lucrative pay package. However, the underlying reason had just as much to do with his handling of the transformation of the company after he took the reins in December 2000 (Azzato, M.). With no previous retail experience, Nardelli's gruff management style is said to have alienated several key top-level managers.
traded company. This makes the employees at Publix want to make their store successful as they
I also have experience as a shift sergeant where I was in charge of posting 124 officers a day for a swing shift and ensuring that minimum staffing requirements were met. As a shift sergeant I also had to complete officer's evaluations annually, occasionally write performance cards and also ensure completion of on the job training forms. I also have had to schedule leave for the officers and senior officers with respect to institutional staffing needs. I have had to respond to all major incidents and sign the meal report for dinner
They also encourage employees to voice their opinions through the company’s Associate Resource Groups and town hall meetings. By removing barriers within the company leads them to empower more woman. Walmart employs more than 1.2 million woman and is working to build a company where every woman is empowered to realize their full potential (Next Generation). Although disseminating authority throughout the organization might improve employee morale, they still must have a high degree of control. They have to establish performance standards based on company objectives. Most employees don 't leave good companies, they leave bad bosses which is why Walmart strives for employees to have a sense of connectivity with the organization and provide a framework for what the future holds (Peterson).
The leaderships skills established by Starbucks is through in-depth training and coaching. The managers and leaders are to execute the company’s vision and mission. These skilled employees are to create a positive attitude and represent Starbucks; this is done from the one-on-one communications with the public themselves. They are trained to address every situation as quickly as possible, so the customer remains happy.
C & C Grocery’s initial organizational structure operated under a vertical linkage. Vertical linkage is utilized to “coordinate activities between the top and bottom of an organization and are designed primarily for control of the organization” (Daft,2013) Store managers were responsible for the grocery line, front-end department and general store operations but had little knowledge about merchandising, meat and produce. Instead, their duties included cleanliness of store, employee appearance, and sufficient checkout service and price accuracy. Store managers wanted to be trained in management skills to allow them opportunity for promotion to higher positions of district and regional management. With the original structure, store managers operation activities actually prevented them from learning these skills, such as merchandising. Frustration ran high with the store managers as the district store supervisors only focused store visits to assure that company operating standards were being practices, instead of training store managers to run their stores more efficiently. The decision to have a district specialist in grocery, meat and produce created an uneven hierarchy as the meat and produce managers reported to their specialist not the store manager. This created tension in the work environment as these departments acted independently and uninterested in the other departments. This structure in general contributed to poor communication, lack of priority for employee development and employee dissatisfaction which in turn lead to poor performance in the chain.
As it is written in the text he is also a good leader and he knows what he wants for his business, how to keep his employees and how to run his business for high profit.