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Retail Employee Management - Recruitment , Performance, and Motivation

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Retail manager? Retail leader? Retail coach? It’s harder to keep up with the politically correct terminology than it is to keep up with the workers (or employees, or team) you’re supposed to be managing (or leading, or coaching). Aside from the nomenclature, every position of authority in the retail industry comes with a complex set of responsibilities.

Retail managers are not just responsible for their own results, they are also responsible for the behavior, contributions, and results of those in the boxes below them on the organizational chart. Your team’s success will be largely dependent on your own success with the recruitment, performance management, and motivation of the people who comprise the team.

Retail Employee Recruitment

It’s nearly impossible to hire the ideal employee if you’re not clear about who and what the ideal employee would be. It’s not enough to know what your employees will do, you also need to be clear about who you want your employees to be. Skills can be trained. Qualities cannot.

Once you’re made a list of the qualities you want on your employee dream team, you can then advertise for them, interview for them, and hire people with them. The most difficult part of the recruitment and hiring process is waiting for best candidate to walk through the door.

There is a strong temptation to hire the best of the candidate pool, even if it means compromising your ideal. But every compromise will eventually cost you some aspect of performance. As the manager, you are the one who always pays for deficiencies.

Recruiting and Hiring Employees with Ownership

Retail Performance Management

When you take a position of management, your success is no longer determined by your own actions, but rather by the actions of others. To get the best results, you will need to stop being a doer and start being an overseer of doers. A successful team is a reflection of your managerial expertise, and an unsuccessful team is more of a reflection of your own shortcomings than theirs.

Many managers want to believe that they would get better performance from their team if they had better team members. While this may be true, it is only part of the story. Most employees would perform better if they had better managers.

Employees who get guidance, training, support, feedback, positive reinforcement, and a clear measure of success from their managers not only perform well, they also continuously improve. Employees don’t just need someone to direct them. In order to do their best, employees need someone to develop them.

* Setting Employees Up For Success: Finding and Eliminating Workplace Barriers
* Gold Medal Losers and World Class Leaders
* Finding and Bringing Out the Best Qualities in Employees

Retail Employee Motivation

Many experts in both business and psychology will argue that it’s impossible to motivate anybody to do anything because true motivation comes from within. From a Maslow’s hierarchy perspective, this is probably true. However, not all employees are self-actualized enough to consciously access their own internal motivation, so they need a little managerial nudging.

Managers become leaders when they hold a vision and inspire people to move towards it. Managers become coaches when they build on peoples’ strengths and teach skills for improvement. Managers become successful when they set their employees up for success. Employees become motivated when they see that the person they work for is someone they want to be.

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