Performance Management Job description for Retail Sales Associate

In today's 'brick and mortar' retail environments, one of the most critical objectives is to create an excellent customer experience. Management of the customer experience is a concept being embraced globally by retailers and has even become part of mission statements for corporations. Thus, Starbucks is renowned for the unique experience it creates for customers, the computer giant Dell focuses on positive customer interactions, Valero Energy is directed towards quality, value and convenience for its retail customers, and Toyota lists dealer support and positive experiences for customers in its mission statement (Michelli 2007; Verhoef et al., 2009).

Duties of sales associates have a variety of aspects. These include the environment of their assigned area -- including maintenance of stock, safety, and cleanliness of the area as well as simply making the area 'shoppable'. The associate must know their products and their department, being able not only to provide information to the customer concerning features of products, but also understanding in-stock items that may be related and appropriate for the customer. The role of the sales associate includes direct action to seek out and greet customers, to assess customer needs and to provide assistance as well as to close a sale. The associates should also be able to work at need in other departments, knowing at least the basics of adjacent departments.

It is the duty and/or responsibility of each sales associate to ensure that the environment is clean and safe for employees as well as customers. The associate should be aware of all protocols, standards, and policies for safety, undergo safety training, and be pro-active in correcting and/or preventing safety hazards. As well, any safety violations should immediately be reported to managerial staff and/or ameliorated if possible. Sales associates work under the direction of a supervisor or manager, and work together with other departmental associates, and associates of other departments. The goals are always to assure that the needs of customers are met (Sales Associate Job Description, n.d.).

Retail Sales Associate Job Description: Internal and External Requirements

Internal requirements (Retail Sales Associate Job Description, 2011)

Strong work ethic: report on time and ready to work as scheduled

Learn and be aware about goals, mission, objectives, programs and structure of company in order to excel in customer service

Provide a friendly environment, thus ensuring outstanding service for each customer -- greet, acknowledge, and assist customers -- Customer service as top priority

Maintain knowledge concerning products, as well as advertisements and promotions and any company programs

Have necessary sales register skills- ring up sales, balance register drawer

Flexible and able to work within company protocols for merchandising, maintenance of displays, back-stocking, keeping environment neat, organized, clean and safe

Appropriate telephone etiquette using preferred company messages, able to use equipment to answer calls, routing calls to other departments, calling Manager as needed

Participate in store opening/closing functions as assigned (Retail Sales Associate Job Description, 2011)

External requirements (Sales Associate Job Description, n.d.)

Adheres to company requirements with respect to dress code and all aspects of work schedule; able to use time wisely on the job, completing assigned tasks and pro-actively seeks out appropriate work during 'down time'

Professional approach to job in terns of appearance, attitude, and interactions with others

Effective company relationships in terms of co-workers, knowledge sharing, and avoidance/resolution of conflict

Growth potential -- interested and active in working to improve knowledge of company, products, and customer service

Organizational behavior modification for sales associates

"Back to the future" could be one way of looking at the current changes in the retail environment. Where once customers were welcomed, assisted, and provided with a positive shopping experience, much of this personalization has disappeared. However, it is precisely this return to customer-oriented service that is the hallmark of the changing retail environment, based on a realization that customers have choices and will preferentially shop where they are given appropriate and friendly service. As well, such care for the customer builds loyalty, and engenders returning customers who may, next time, bring their friends as well.

Retailers today have realized that enhancement of the shopping experience for customers is a key factor in not only generating sales but also garnering repeat business. Anticipation of shopping behavior is one approach, as is increasing personalization (What's Driving Tomorrow's Retail Experience?, 2012). In many cases, the brick and mortar businesses are folding...

However, that may not be the whole story. Some industry pundits suggest that in-store shopping will continue to dominate, but it is precisely the experience that the retailer can provide that makes the difference (What's Driving Tomorrow's Retail Experience?, 2012).
The comprehensive process of making organizational changes begins with upper level management making a strategic plan that is disseminated throughout all of the employee staff. A change in organizational behavior is ultimately dependent upon a change in individual behavior, and this requires clear cut goal-setting as well as in-place change protocols that will facilitate the desired changes. As stated by Kerper (1998), the use of a strategic plan enables everyone, from management through employees, to understand actionable corporate goals, and to also understand each of their roles. With clearly defined objectives, consensus can be reached, and when there is buy-in from both employees and management, these plans have a greater chance of success (Kerper, 1998).

Identify

Customers have a choice, and that choice begins the instant they enter a store. They could choose another store, and they could go online; and most of the time they can find the product for at least 10-25% less at another location. Getting them to stay in 'your store' and to make a purchase is about making them feel welcome, interested, supported, and happy. Furthermore, the real goal is to get them to come back again. The moment a customer enters the store is the retailer's ideal opportunity to make them feel welcome. Now, given the advent and rapid spread of mobile technology, this opportunity can be enhanced to assist the customer.

For example, right now a shopper can use their 'smart phone' in a store to not only look at a product, send a picture of an item they're considering to a friend, but also to price-compare and even see if there's a better deal at this store's web-site. Using smart phone technology, a shopper can be confident of finding what they need and/or simply desire; be instantly welcomed upon arrival into the store, and possibly assisted before the sales personnel even approach them; have a map of the store delivered to their handset, and even see if the item they want is in stock in the correct size needed. Obviously, this technology also offers the potential for companies to maintain a customer data-base and deliver customized special offers right to the specific individual (What's Driving Tomorrow's Retail Experience?, 2012).

Discriminate

For the consumer, product information is important, especially for those 'committed shoppers' who feel a wrong purchase might have social implications. Helping shoppers get product information is the job of the sales associate, and these employees can help both with providing information to customers and working on inventory visibility. One modern approach suggests improved linking of store inventories to smart phones. This also alters the dynamic with the sales associate but enables them to help directly. The smart-phone could provide shopper pre-selected or personalized inventory, which the sales associate can help with. The sales associate can show the customer alternatives, and associated merchandise. The sales associate can also help the customer to join the company web-site and be more aware of company promotions. As well, these types of modern technology can help the sales associates and the company to keep shelves properly stocked, and keep track of 'hot' or fashionable items that might need to be res-stocked and/or re-ordered (What's Driving Tomorrow's Retail Experience?, 2012)

Validate

When a customer is about to purchase, the sales associate can make a difference. In small ways such as showing a customer additional coordinated items, or helping the customer discriminate between two choices, the sales associate is often key in the purchase decision. With clothing it might be as simple as the sales associate knowing the appropriate garment care needed; or with a computer item, the sales person knowledge can help in choosing the appropriate items. Some stores have moved to having multi-media presentations as well (What's Driving Tomorrow Retail Experience?, 2012)

Benefits for the Organization

When an organization is seeking to make a strategic change, the person designated as the change agent is an important part of the process. The change agent may be involved in company services for employees and management that include the following: [1] evaluation of company needs for future developmental growth; [2] evaluation of the organizational structure and how best to proceed with changes; [3] evaluation, guidance, and coaching of the change plan once decided upon; [4] implementation of the changes based upon the organizational structure and the change characteristics desired; [5] training the employees who are involved in teaching others the new organizational plan;…