This paper defines the retail sales associate position and examines both internal and external job requirements essential for delivering excellent customer experiences. It analyzes organizational behavior modification through the Identify-Discriminate-Validate framework, explores performance measurement methodologies including goal-setting and feedback mechanisms, and discusses strategies for reinforcing positive employee behaviors through intrinsic and extrinsic rewards. The paper also addresses legal and ethical considerations in employee monitoring, emphasizing that engaged, well-trained employees are critical to retail success in competitive markets where customer choice and personalization determine business growth.
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. 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).
The duties of sales associates encompass a variety of critical aspects. These include the environment of their assigned area—including maintenance of stock, safety, and cleanliness—as well as making the area accessible and appealing to customers. The associate must know their products and their department, being able not only to provide information to customers concerning product features 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, assess customer needs, and provide assistance as well as close a sale. The associates should also be able to work as needed in other departments, knowing at least the basics of adjacent departments.
It is the duty and 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 proactive in correcting and preventing safety hazards. Any safety violations should immediately be reported to managerial staff and ameliorated if possible. Sales associates work under the direction of a supervisor or manager, work together with other departmental associates, and collaborate with associates from other departments. The overarching goal is always to assure that the needs of customers are met.
Internal requirements reflect competencies and behaviors necessary for daily job performance (Retail Sales Associate Job Description, 2011):
External requirements represent professional standards and interpersonal competencies (Sales Associate Job Description, n.d.):
"Back to the future" could be one way of looking at 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 receive appropriate and friendly service. 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 and increasing personalization are modern approaches to this goal (What's Driving Tomorrow's Retail Experience?, 2012). In many cases, brick and mortar businesses are folding or downsizing in favor of online businesses; some would say that shopping in a store that is not online is simply no longer a viable market for businesses. 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.
The comprehensive process of making organizational changes begins with upper level management creating a strategic plan that is disseminated throughout all 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 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.
Customers have a choice, and that choice begins the instant they enter a store. They could choose another store, go online, and most of the time find the product for at least 10–25% less at another location. Getting them to stay in "your store" and 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. Given the advent and rapid spread of mobile technology, this opportunity can be enhanced to assist the customer.
For example, a shopper can use their smartphone in a store to not only look at a product and send a picture of an item to a friend, but also to price-compare and even see if there is a better deal at the store's website. Using smartphone technology, a shopper can be confident of finding what they need or desire, be instantly welcomed upon arrival into the store, and possibly be assisted before the sales personnel even approach them. They can receive a map of the store delivered to their handset and even see if the item they want is in stock in the correct size. Obviously, this technology also offers the potential for companies to maintain a customer database and deliver customized special offers right to the specific individual (What's Driving Tomorrow's Retail Experience?, 2012).
For the consumer, product information is important, especially for those "committed shoppers" who feel a wrong purchase might have social implications. Helping shoppers obtain 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 smartphones. This alters the dynamic with the sales associate but enables them to help directly. The smartphone 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 join the company website and become more aware of company promotions. These types of modern technology can help the sales associates and the company keep shelves properly stocked and track "hot" or fashionable items that might need to be restocked and reordered (What's Driving Tomorrow's Retail Experience?, 2012).
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; with a computer item, the salesperson's knowledge can help in choosing the appropriate items. Some stores have moved to offering multimedia presentations as well (What's Driving Tomorrow's Retail Experience?, 2012).
Performance measurement requires predefinition of goals and set standards. These goals may be subjective, such as "be more cheerful and friendly to customers," yet nonetheless goals are needed. Without having performance goals and standards, one cannot evaluate or interpret results of change implementation. Using performance measurement also builds progress as each step forward is identified (Development Process, n.d.).
Comparison of predefined goals and actual performance is used to identify areas of discrepancy where improvement may be needed. Deviations from performance goals are areas where corrective action may be required (Development Process, n.d.).
The role of the manager includes communication with employees, and this role should include listening as well, or "two-way communication." It is important for managers to get input from employees, particularly if change is desired. Studies have shown that when employees feel empowered and participatory, their work improves as does their attitude, and an engaged workforce is critical for success. Some of the steps involved should be obvious: include employees at an early stage in any company plans for reorganization; be respectful of employee input; empower employees to participate in decision-making where appropriate; and ask employees for their opinions (Markos & Sridevi, 2010).
Training employees and keeping training up to date is critical for new-and-improved retail centers. Employees must know how to use all equipment with which they are required to work, and hopefully such training includes troubleshooting as well. Assist employees to grow by providing training that expands their horizons; for example, in a retail setting, it could be helpful to invite employees to participate in buying decisions and enable them to learn something about the process. Assisting employee growth enhances engagement, which enhances the company. In general, it can be assumed that increased on-the-job confidence will help the employee work better without supervision and more readily be able to see extra work that needs to be done during "off times." Improving employee independence frees up managerial time for other tasks as well (Markos & Sridevi, 2010).
Feedback 360 is a business term relating to a full spectrum feedback between employees at all levels and management, as well as upper management. Once goals are more clearly defined at all levels, it is easier for employees and management to adhere to them and understand when they have deviated from company goals. Including employees in the decision process increases commitment and job-orientation, also resulting in fewer costs to hire and train new employees. Removal of communication barriers can help an organization grow. It is precisely the person who works on the assembly line day-to-day who knows where particular bottlenecks might be that could be improved. Similarly, the retail employee might realize minor inconveniences, such as location of dressing rooms with respect to the checkout counter, that could be improved and result in enhanced sales (Farooq & Khan, 2011). Bi-weekly and/or monthly meetings could be tested for such company interactions.
One way in which employees could be rewarded by the company for excellent performance is to consider small "treats" such as an outing. Company picnics are one such opportunity, where the firm pays the cost of refreshments and employees can relax and mingle. There might be company drawings to win a company logo sweatshirt and even small public awards given, such as for perfect attendance or highest sales. The attitude and actions of employees are a critical part of the success of an organization, and small means of appreciation are important. Feedback, not only in an employee-supervisor meeting but also in terms of peer recognition, is important. The company picnic could be a summer event; the company could also have a winter party, so that feedback opportunities occur on a six-month basis.
Rewarding excellent employee actions can be more than financial gifts or earned benefits such as raises. They can include other aspects of acknowledgment that empower the employee and provide recognition for their efforts. Appreciation from superiors on the job is important to employees and enhances work effort as well as employee job satisfaction. This can be critical when change is ongoing, as change can be stressful (Wei & Yazdanifard, 2014).
Salary and benefits are of course also basic motivational factors for employees. Studies have made correlations between job satisfaction and personal income; this is not surprising. Work performance has been shown to be positively correlated with financial incentives. When employees are happy with their job, the company benefits as well (Wei & Yazdanifard, 2014).
"Privacy rights, monitoring legality, ethical tensions"
In today's retail markets, employees can make a real difference in contributing to customer satisfaction. With employees who are interested in their jobs and not just "marking time," the business can succeed and grow, but it is important to reach and convince the employees that they can and do make a difference.
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