Employee Management in the Retail Business

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Table of Contents

Introduction
Operations
Delegation
Security
Recruitment, selection, promotion and retention
References

Introduction

Managing employees in the retail business take time and resources. By nature business, retail has its own challenges as compared to other normal offices. One can save himself and his business a lot of trouble and effort by having clear policies on issues relating to the management. What should employees do to be properly articulated? This can be in relation to the security of the business, operations within the business, delegation, teamwork, disciplinary actions, remuneration, and promotions.

Operations

Retail, like many businesses, requires proper rules on operations. The rules should include conduct. The conduct of employees is very important as it portrays the image of the business. The manager should be able to discourage antisocial behaviors like persistent rudeness and lewdness. The manager should encourage all employees to maintain a high standard of cleanliness and smartness. The importance of cleanliness should explain to all employees. The expected code of dressing that is appropriate to the retail business-working environments should be detailed and non –discriminatory.

The retail business manager should also detail a policy on theft, fraud, violence, and the possession or use of drugs in the working environment. The policy should clear on the actions that should take in case of violating them.

Another issue in the area of operations that needs to be articulated is the use of retail business assets. The manager should be able to come up with policies on how the phone facility is made use of. Try as much as possible to discourage or limit personal calls policy on receiving personal phone calls. This will be possible if designated employees manage phone facilities in the retail business. Other assets like the use of computers in the office should also be limited to retail-related activities, in case of things like delivery van and other assets that can be misused. Employees should also de discouraged from using their private cars for office purposes, especially when delivering or going to meet customers. In case there is a policy in place for such a somewhat arrange, there should be compensation that is not arbitrary. Encourage all use of assets, either business or personal, to prior arranged.

On issues of lateness, absenteeism, leaves, holidays, and other related issues that consume retail business time should be discouraged. The decision should be made on how leave dates are to be allocated among the employees, how to treat lateness, absenteeism. If you keep standardized working hours, make it plain that persistent lateness is a disciplinary issue. Do not stipulate that employees must let you know if they are going to be late and must report to their managers on arrival. Make it clear that employees need permission to take any unpaid leave.

To sum up issues of operation, I quote an article from the Retail merchants association (2007); “One of the primary skills for any worker is communication. Whether you are managing a team of accountants, working directly with customers, or supervising in a factory, it is essential from the top of the ladder to the bottom. However, many people today do not communicate effectively on the job – including managers. Many employers assume that workers should come to them for direction or instructions rather than being proactive and approaching their employees. However, the truth is that employers and supervisors who make the extra effort to communicate with each of their employees will come out ahead. Here are five vital communication tips you can use in your workplace today.

Offer clear guidance from the get-go. One of the most important communication tools between employers and employees is the job description. Make sure, whenever you hire new employees, that their job description is clear, accurate, and goals-driven. Making sure your employees are equipped with proper directions in the form of a clear job description will ensure they get to the right destination of achieving their goals.

Assume people will not ask for help. As a manager, employer, or supervisor, one of your key responsibilities is the success of those who report to you. However, you cannot force people to come to you for help. You can only control your effort in communicating. If you see an employee struggling to figure something out, be proactive and offer help. As the manager, you will be held accountable for their performance – whether by your boss, your customers, or your market share. Take the time to offer your assistance to employees, and you will see it is worth the effort.

Conduct regular performance reviews. Performance reviews are a vital communication tool for any employer. Though it is a formal process, reviews are designed to equip you to address positive and negative aspects of an employee’s performance. It may be difficult to bring up areas where employees need improvement in the regular course of the workday, but a formal review is a perfect time to communicate any areas that need help. They are also a great time to reward top employees for great performance.

Check-in regularly. Set a time for regular updates with each employee beyond the annual review. Experts recommend scheduling a regular meeting ranging from once a week to once a month based on what each employee needs and feels comfortable with. This can be an informal 15-minute conversation in which the employee asks for feedback, advice, or direction. Make sure that this time is all about your employee and not devoted to your own agenda. You can always call a staff meeting to talk about your ideas and projects. Employees need time of their own to communicate with their bosses as a way to establish trust.

Understand generational differences. You may manage people older than you may or younger than you, but chances are, everyone in your workplace is not in the same generation. The four generations currently in the workforce include Traditionalists, Baby Boomers, Generation Xers, and Millennials. Members of each of these generations have different communications preferences, and you may need to tailor your efforts, timing, and approach to suit the specific needs of each generation.

Focusing on communicating with each of your employees is a vital part of ensuring that you are an indispensable part of their success. People who know their boss cares about them because they communicate effectively and regularly will be more productive, loyal, and engaged in their work. “This article sums up the do and don’ts in operation.

Delegation

In order for delegation to succeed, a number of issues should be taken care of since delegation involves authority. There must be trust because it involves your authority, your business, or your career. Through this, your subordinates or employees take actions or speak in the name of the business to create a good communication channel. This will ensure that the person to who the delegation is done is able to give feedback.

The following should be avoided in the retail business when delegating.

1. Dispersing your workload just to get it off your plate can send negative messages.

2. Avoid delegating over the phone or by Email

3) Don’t mess with due dates and/or priorities you establish with the person to whom you are delegating.

4. Don’t delegate to issues like discount decision-making, change of prices and sell of goods and on credit. This should be to

Security

Have at least two employees open and close the business. Do not allow all access to the business premises at will. Personal information should be kept out of strangers and the majority of employees. The handling of key assets like cash should be the responsibility of designated employees, and different people apart from collecting should dispense its use. Vary times, routes of travel for bank deposits, and keep a low balance in the cash register.

Recruitment, selection, promotion and retention

Retail business employees many people but have with a high turnover because of their nature. Managers should have policies for recruitment, selection, and promotion that are not discriminating. This will assist in avoiding high costs on induction and health and safety training. The policy should be non-discriminatory; however, when recruiting, look at the age factor.

References

Bass, B & Arolio, B (1994), Improving organizational effectiveness through transformational.

Management issues (2004) do’s and don’ts of delegating. Web.

McNair S. and Flynn M (2006) Managing an ageing workforce in the retail sector. Web.

Retail merchants association (2007); Communicate with Employees to Equip Them for Success; The Retail Employer.

Schaik J.L., (2002); The Task of Marketing Management; J.L. van Schaik (Pity) ltd

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