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Performance Management
Create a job description for a retail sales associate. Create an organizational behavior modification (OBM) plan to define a set of three (3) key behaviors that are necessary for job performance.
Job Description for Retail Sales Associate
• Greet customers and determine their needs and wants
• Discuss potential merchandise purchase of customers
• Recommend merchandise based on discussion with customer
• Advise customers on utilization and care of merchandise
• Upsell related products or services
• Answer customer questions
• Explained return policies and discounts
• Keep merchandise displays in order
Organizational Behavior Modification Plan (OBM)
Key Performance Behaviors
Greet customers within 5 minutes of entry into sales area (allow time for browsing before contact).
a. Sales associate make mental note of customer response and encourages survey feedback for all completed sales with customers given assistance. Measurement: An on-your-honor system with sales associate fine-tuning approach to customer traffic and perceptions about customer receptivity.
2. Point out the new lines of merchandise and highlight features customers have said they like most, while encouraging customer to sign up for loyalty club (show excitement about the merchandise and foster repeat visits to the store).
a. Sales associate keeps a post-it tally of the number of times she has mentioned new features and merchandise lines. Measurement: An on-your-honor system with opportunity to talk at sales meetings about being a brand ambassador. Number of customers signing up for loyalty club.
3. At point-of-purchase, let customers know when new merchandise will arrive in the store (talk about features for which the store has advance knowledge).
a. Sales associate gives her business card and invitations to new merchandise shows and events to customers. Measurement: Acknowledge and praise the number of cards...
Propose two (2) methods that an HR manager can use to inform employees of the new performance standards.
1. Greet customers within 5 minutes of entry into sales area.
a. Measurement: Acknowledge and praise deft handling of customer traffic.
2. Point out the new lines of merchandise and highlight features customers have said they like most, while encouraging customer to sign up for loyalty club.
a. Measurement: Acknowledge and praise growth in numbers of repeat customers and increases in number of customers joining loyalty club.
3. At point-of-purchase, let customers know when new merchandise will arrive in the store (talk about features for which the store has advance knowledge).
a. Measurement: Number of cards and invitations given to customers. Number of customers who show up at special events bearing the invitation given them by the sales associate.
Methods for introducing new performance standards:
1. At a staff meeting, use visual displays of metrics that are the target of the new performance standards, contrasting current status and goals (i.e., repeat customers, loyalty club members, positive comments on satisfaction surveys, number of attendees at store events, number of brand ambassadors on social media).
2. Provide an attractive cue card that summarizes the key behaviors all sales associates are expected to keep top-of-mind and implement consistently.
3.As the HR manager, create a plan with two (2) methods of providing feedback to employees. Include the frequency with which the feedback would be provided. Propose two (2) actions that company leaders should take to reinforce positive employee behaviors.
Methods of Providing Feedback
1. Provide a running tally of metrics achieved by sales associates on a tear-off section of their paystubs. Each mini-report would be associated with words of praise, encouragement,…
References
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Perry, J.L., Engbers, T. A, and Jun, S.Y. (2009). Back to the future? Performance-related pay, empirical research, and the perils of persistence. Public Administration Review • January | February. Retrieved http://sites.duke.edu/niou/files/2011/05/Perry-Engbers-and-Jun-Back-to-the-Future.pdf
Zaccaro, S.J., Rittman, A.L., and Marks, M.A. (2001). Team leadership. The Leadership Quarterly, 12, 451 -- 483. Fairfax, VA: Psychology Department, George Mason University. Retrieved http://www.qub.ac.uk/elearning/media/Media,264498,en.pdf
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