This paper outlines a three-day orientation and training program designed for new salesclerks at a large local retail company operating seven department stores. Drawing on Rue and Byars' (2004) distinctions between orientation and training, the paper describes a structured sequence that begins with team introductions and company background, moves through classroom instruction and hands-on register practice, and concludes with a review day that assesses readiness for independent work. The paper also addresses post-training evaluation methods, including on-floor observation and periodic refresher courses, to ensure that training standards are maintained over time.
As training supervisor of a large local retail company that maintains seven department stores within one city, one major challenge the company faces is its ability to adequately train new salesclerks. Because salesclerks represent the company to the public, the manner in which they conduct themselves is highly important to overall company success and the maintenance of a repeat-client base. Especially critical aspects of the salesclerk position include knowledge of the computerized cash register system, interaction with customers, and knowledge of the particular products being sold. In examining this challenge and identifying methods for implementing effective staff training, a three-day orientation and training program has been designed to impart new staff with all the knowledge they will need at the start of their employment. The success of this program can be evaluated over time using established methods pertaining to job training and employee orientation.
Rue and Byars (2004) note that "orientation is concerned with introducing the new employee to the organization and the job" (p. 177). On the other hand, "training involves the acquisition of skills, concepts, rules, or attitudes used by employees in order to increase their performance" (Rue and Byars, 2004, p. 178). Both orientation and training programs form the framework for any well-run organization; without these tools, a company's workforce will struggle before any productive work can be accomplished. In taking on the role of training supervisor, one must initially understand that this aspect of a company is not only important to employees and customers, but remains an ongoing process, as the nature of any business changes from day to day.
In welcoming new employees into the company, the training supervisor must ensure that these individuals feel welcome and valued. By framing the company as a team, the training supervisor conveys that each new hire has become part of something larger than themselves, yet that their individual contribution is essential to the company's success. Because communication is key to effective supervision, the training supervisor must establish a tone of open dialogue from the outset. By stating clearly at the beginning of orientation that questions and concerns are always welcome, the training supervisor ensures that everyone in the group feels comfortable speaking openly in front of their peers. This opening also provides an opportunity to learn about the group's prior experience, ambitions, and preferences (Rue and Byars, 2004, p. 112).
Once open communication has been established, trainees should introduce themselves to one another as well as to the training supervisor. In doing so, the training supervisor can share that he or she has been in their position before, helping to build rapport. Allowing employees to become familiar with one another helps them function better as a unit within their respective store location, particularly since members of the same training group are likely to work alongside one another regularly.
Once employees have been introduced and feel comfortable moving forward, the group should be introduced to the company's background, mission statement, and the nature of the work itself. New employees will learn what is expected of them in terms of their interactions with one another and with customers. Any new employee entering the sales field must understand that while working in any company store, he or she serves as a direct representation of the company, its mission, its commitment to customers, and its standard of service. From the outset, all trainees must understand that employees are expected to adhere to strict standards of professionalism and respect. In the sales field, an individual's attitude is directly reflected in his or her sales performance.
After covering the necessary policies on performance and conduct, the topics of safety, fire prevention, theft, and other security measures must be addressed thoroughly. Any emergency contacts or relevant phone numbers should be disclosed at this stage, along with a clear emphasis on the principle that "it's better to be safe than sorry" in all matters of health, safety, and security within any company store. It is essential that all questions be answered before the group transitions from orientation into the hands-on training phase.
As is common in corporate training, new employees entering the training phase are typically shown company-created videos depicting different scenarios, safety procedures, and responsibilities associated with the salesclerk role. This approach, known as classroom training, is one of the most familiar and widely used methods in organizational settings. It incorporates instructional videos, lectures, and exercises to familiarize employees with the methods and standards expected of them. Through this portion of the program, new employees are not only prepared to learn, but are able to mentally break down the job into its component parts.
By breaking the job down into sections, employees will be taught how to open and close the store, the correct amounts of money to maintain in the cash register, how to operate the cash register, how to process credit cards and gift certificates, how to handle sales, returns, and exchanges, how to keep the store clean and well-maintained during their shift, how to close out the register, how to answer calls, how to take orders, and more. While this list of duties may appear extensive, it represents only a portion of the responsibilities employees will be expected to carry out during their shifts. Because every shift brings different circumstances, employees must be prepared to approach their work with an open mind and a clear understanding of what is expected of them by the company, by management, and by customers.
To ensure that these standards and duties are absorbed effectively, the bulk of training should involve hands-on experience with the store, its products, the cash register, and simulated customer interactions. Spending a full day on mock customer service and transactions gives employees a realistic sense of what day-to-day work in the store will be like. Additionally, being monitored by a training supervisor while working alongside peers in the same situation allows employees to feel more at ease asking questions and repeating processes until they have achieved a firm grasp of their employment responsibilities.
"Review, discussion, and readiness for independent work"
"Observation, feedback, and periodic refresher courses"
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