Employees these days put a top priority on these two aspects of their jobs:
To feel a sense of "Connection" with the store, team and company.
To be recognized and appreciated for their initiative hard work and contribution to the store and
team
In fact, surveys of hundreds of retail employees reveals that compensation is a distant number 5 behind these two top priorities in the career
of a retail employee.
Firstly, limit cash rewards to annual performance reviews by way of a bonus plan. The bonus plan should be directly linked to the
financial performance of the store. I'll talk more about that in a future
article.
Develop a rewards program for your store that frequently recognizes good work and solid contributions with simplicity as the focal point.
Consider these ideas as you develop your program:
Offer job enrichment and higher responsibilities
Create a bulletin board in the staff area where messages of praise can be posted for all team members to see
Offer some prizes on a quarterly basis for the most consistent contributor above their basic responsibilities.
Prizes should ideally be something that an employee can share with a spouse or friend. Then both can share and enjoy the
reward. A dinner for two, tickets to the theatre or a ball game are good
examples of simple rewards that can be shared.
Preferred time of or time off with pay. Consider giving a paid day off before or after a long weekend and give
the employee a mini holiday, 4 days off straight
For multi-location companies a newsletter is a great place to inform everyone of a job well done by
superlative employees
Consider creating an Employee of the Month reward with a preferred parking spot or similar reward
Create special reward pins for top performers that can be worn with pride
Offer additional training either in house or formal educational training for those that have delivered stellar
performance
Lastly, giving a promotion of course is one of the greatest ways to recognize top performance as you build your organization. Employees that work
within a culture that sees the opportunities to receive an internal promotion
will be more loyal and strive for excellence in performance.
Take Action Today
Develop a modest budget for a rewards and recognition program.
Create rewards and the criteria for receiving them. Your criteria should be objective and fair for everyone.
Announce the rewards program to the team and explain the criteria to everyone.
Discuss and deliver rewards on a regular basis. Even small rewards can be announced and issued on a weekly
basis.
Make recognition and rewards part of your organization's culture.
Make major rewards activities that can be shared by a spouse or friend.Author's Resource Box
Ron Pawlowski is a Managing
Partner at The Retail Institute.
The Retail Institute is dedicated to support of the small to medium retailer through
timely informative articles as well as affordable retail support
products.
The Retail Institute offers a number of well priced manuals, forms and systems for single location and multi-locatiom
retailers.
Article Source:
The Official Programme explained, “Different routes are followed from the nine beginning points, each roughly 1,000 miles (1,600 km) lengthy, but all
finishing at Torquay. On each and every route you will find four controls along
with the beginning and finishing controls, and these are open for periods
varying from seven to 4 hours. Competitors could report at these controls at any
time during the hours of opening…….At the final manage they must check in as
near their fixed finishing time as doable, and any considerable deviation from
this time results in loss of marks.”
As well as completing the route to a time schedule the competitors had been required to carry out a unique test involving slow running, acceleration and
braking. Additionally a Concours d’Elegance was held at the finish in Torquay.
There was no official winner, although Colonel A H Loughborough in a Lanchester
1518 was recorded as having the fewest penalty points within the decisive test
at the finish.
Pre- & post-World War II years
The following year’s RAC Rally followed the same format, but with Hastings as the chosen finish. Over 3 hundred competitors entered, and this time Miss Kitty
Brunel, driving an AC Ace, was the driving force with all the fewest penalties.
The rally was run annually till 1939, after which the outbreak from the Second World War forced its suspension. However, it resumed in 1951, and has
been contested just about every year since with only two exceptions, 1957 (Suez
Crisis) and 1967 (Foot and Mouth Disease). This latter incident was on the eve
of the event, so competitors staged a mock rally at the Bagshot proving ground
as consolation for the press and television (ATV had been persuaded to supply
important coverage with in-car cameras for the very first time).
[edit] Forest stages
In 1960, organising secretary Jack Kemsley negotiated using the Forestry Commission to allow a two mile (3 km) section of forest road in Argyll, Scotland
for use like a competitive section. It proved enormously successful, and also
the following year forest roads all over the country were opened up towards the
drivers. This, combined with introduction of particular timing clocks and
seeding of entries, secured the rally’s future, and cemented its reputation as
one of the most gruelling and . Wholesale Jerseys Online Wholesale NHL T-Shirts Wholesale T-Shirts Wholesale NBA T-Shirts Wholesale Hoodie Wholesale Hoodie Wholesale NFL Hoodie Wholesale T-Shirts Cheap NBA Jerseys Wholesale Cheap Soccer Jerseys
