As managers and supervisors, we are all guilty at some point of assuming our employees will know what we are wanting from them when we make a request or assign a project. It may be something as simple as asking someone to empty a trash canister or as complicated as resetting a plan-o-gram. In our minds, the requested task may only require common sense but to the employee, it may be something totally different. Take the trash can example, you may ask an employee to empty it and assumed they would empty it into a compactor and place a new trash can liner inside. The employee may only hear that you want them to take the bag out and place the trash beside the compactor. They don’t hear you tell them to put a new liner inside the canister when they are done because you never said it. It seems like it should only be common sense but it isn’t necessarily the case. The same problem exists for every aspect of a job. Sometimes those of us in management positions make unfair assumptions and then get angry when our team members don’t do what we expected them to do.
If you were to ask someone to clean a public restroom in your store you would expect specific tasks to be done, fill the paper towels, mop the floors, clean the bowls, etc. The military is one of the places we can take a lesson from. It is never assumed a person knows anything. In military basic training, a person is treated as though they are devoid of all knowledge. A Drill Sergeant tells you exactly how that restroom will look and every detail that needs to be accomplished from mopping floors to polishing sink fixtures. Failing to meet his/her expectations results in the full fury of their wrath being heaped upon your pitiful soul (yes, the writer knows this from personal experience). As far as the Drill Instructor is concerned a recruit knows nothing and they remind you of that fact in a very loud voice. Don’t even suggest that your mother taught you how to do something because your mom apparently doesn’t know anything either. Managers should take a similar approach to training their employees. This is not a recommendation to begin treating new hires as boot camp recruits simply assume they don’t know anything and show them what you expect.
This raises the question, “Can’t I assume someone I hired with a retail background should be able to run a cash register or merchandise a clothing fixture?” The answer is no. You can’t forget that points of sale vary and procedures are also different amongst retailers. While the learning curve may be smaller the fact of the matter is every employee still needs to learn the ropes of a new job. One store may organize clothing racks by colors while another is only concerned with styles and sizing. A new hire with prior experience will pick up on the new way to do things quickly but there is an adjustment that they will have to make.
Business owners and store managers must also be sure to review all shortage and theft-related do’s and don’ts with new hires. If a store policy is that a cashier cannot ring a transaction for a relative then that needs to be explained to the employee. It is acceptable to have a list of what is not permitted and have them sign the form indicating they have read it and understand it. For example, a list may look something like this:
- No ringing transactions for friends or relatives
- Purses and jackets must be kept in lockers and are not permitted at a register
- Changing a price for an item requires a manager approval
- No drinking or eating merchandise that has not been paid for
- No taking cash from a register
- Do not keep or use lost gift cards, credit cards, checks, etc.
- All employee purchases must be accompanied by a receipt
This is not an exhaustive list but it does give a good starting point. Should an employee violate a policy they have acknowledged they understand it becomes extremely difficult for them to wiggle out when caught.
We owe it to employees to teach them what we expect and the reasons why we have them do something. When team members understand why they are doing something they are more inclined to do it to the best of their ability. This translates into more productive and happier employees and a happier you as your employees understand what it is you expect from them. Ultimately this leads to a more profitable store and that should be every owner’s goal.
I actually like and believe in all three of these things. When it comes to drugs they have to be the legal kind. All of us have seen the destruction that illegally used drugs cause. In a business environment, illegal drug use by an employee not only has an impact on their work performance but creates serious customer and legal issues for employers. An employee that is under the influence of any substance that influences their ability to do their job correctly or safely, will cause customers to question who they are doing business with.
Hopefully, your store is one of those places where employees look forward to coming to work. You know what I’m talking about it’s that environment where everyone is happy to be there. Employees know they are there to get a job done and take pride in the service they offer to the customers. It’s the type of job where people may have an off day but their co-workers are supportive and help pick them up. It happens to all of us. These jobs have a manager who interacts with the employees and takes a real interest in each of them. The boss may take time to say hello and greet everyone. They know their employees by name and may even know their families. Unfortunately, not every workplace has such a camaraderie amongst the team members. There is any number of reasons this can happen but a major contributor to an unhappy workplace can be the hiring of an employee with a poor attitude.
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With darker daylight hours comes the need for more coffee, the use of lights earlier and a plan to keep crime away from your store or business. Have you considered that one of the following types of crime could affect you?
Accidents can be costly to businesses. In fact, according to the
It’s that time of year when all store owners and managers start to make personnel decisions. Remember those people you hired in late August, maybe in September or even as late as October or November? Remember the conversations you may have had with them discussing how this was a “seasonal” position? You may have really dangled the carrot in front of them and told them that if they worked hard and showed initiative they might be retained on your staff after the holidays. Guess what? It’s time now for you to start taking a hard look at your staff and making some decisions and that isn’t always pleasant. Now you have to evaluate those employees and consider whether you want to keep them or you may have to decide if you can afford to keep them.
Could it be that Santa Claus is not always a jolly, giving man? Oh yeah. Take a 