A properly constructed system of employee evaluation and.

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reward allows not only to influence performance. But also to promote the reproduction of the behavior of employees that is necessary for the company.

In retail. The remuneration of sales personnel is usually strictly tied to the revenue of the outlet. "Percentage of sales" is perhaps the most common mistake in determining the remuneration of sellers. After introducing this form of payment. The manager stops managing his business - he simply loses the levers of influence. Employees not only determine their own salary level. Which depends on personal ambitions. But also the methods by which they will achieve it. Sometimes such methods can be disastrous for the business itself. Conclusion one - the remuneration system must include those requirements that the business makes of sellers.

The second problem is collective plans. Which are germany phone number list supposed to promote "Growing cohesion and forming a corporate spirit." group plans work as long as they are carried out effortlessly. By themselves. As soon as it turns out that it is necessary to work hard for yourself and "For that guy" - the mechanisms of social laziness are activated. Which ends in resentment towards each other and. Especially. Towards management. As well as mass demotivation.

However. The transition from collective plans to individual ones does not always go smoothly. In one large retail chain. The introduction of an individual revenue indicator for sales consultants led to a funny incident. Which happened to our friend. After he independently selected several things to buy. A sales consultant appeared nearby. Who attempted to take the things. To "Take them to the checkout". The salesman's persistence escalated into a conflict. Which had to be resolved with the participation of the administrator. It is obvious. That the individual revenue indicator was determined by which of the consultants processed the sale in the cash register system.

Service standards and behavior in the sales area. Product display and organization of the sales area are separate criteria for evaluating line personnel and the manager of the outlet. Regular retail audit and mystery shopper reports are the best source of objective information. Firstly. Such an assessment. Affects the staff bonus. Secondly. Correcting the identified deviation falls into the tasks. Which the manager of the outlet must perform. Now this is his "Kpi" for the future period.

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Other performance indicators for sellers are determined by the chosen strategy of the retail chain. In addition to revenue. A seller can be responsible for the average check size. Sales of certain product groups. "Conversion" of visitors to the outlet. Sometimes companies use non-standard techniques. For example. In one federal chain. As an experiment. Some goods were sold with