How I 've Acquired While Working For A Retail Environment

As a member of the HR department of a small retail company, I have been tasked with implementing a new employee training program. This class is being designed especially for our new customer service associates to ensure they are successful in their new position. “Having a trained workforce means your workers are learning new skills that can improve production, cut time spent in creation of your service, reduce production costs, reduce mistakes, build confidence in your workforce, and create a better working environment” (Benton, 2014). Making sure that our new employees are fully trained is an investment in our company. When we have a skilled, trained workforce, productivity and efficiency will remain high.

The first two days were devoted to orienting employees to The Ritz-Carlton culture and values, while remaining five days involved more specific skills training and trial runs of service delivery. To ensure that employees are get aligned with organization mission and core values, trainers from 23 nationalities who are all considered the “best of the best” in their role within the organization. These trainers

Brandon was very concerned with the interviewee's level of professionalism, open communication abilities, and absences/tardiness as this is an on-going problem with several of his current employees. If the reports back from the job references are good and meets Brandon's expectations, Brandon then calls the interviewee back for a second interview, and if it goes well again he reports he usually hires them on the spot (Skwirsk, 2012). This leads into the next interview question regarding employee training (Appendix A4). Brandon stressed the importance of learning the ropes of the job through actively shadowing and observing either himself or other top-sales floor workers. Brandon does not utilize computer training systems for his employees as he thinks (and has found) the best way is to actively engage in the work environment and learn from others (Skwirsk, 2012). Brandon also believes in motivating his employees through open and positive communication as well as having a positive attitude (Appendix A5). Brandon also mentioned how he motivates employees to enjoy their job and get top sales by actively participating with them on the sales floor. By showing himself as a

Within my current role there is possibilities of progressing to an Administrator or a Customer Relations Manager if I decide to study towards it.

In conclusion, as a leader I understand the importance of maintaining the element of surprise and gaining a competitive advantage versus the competition, however, as a former frontline representative, I also intimately understand how challenging it can be to deliver an exceptional experience to a customer when you are struggling to answer their question. Therefore, I frequently implore our senior leadership to provide as much lead time for training as possible and educate frontline employees regarding why the period between training and launch is so compressed and the importance of not sharing proprietary information regarding the training via social media or the internet. Additionally, as an organization, we are constantly searching for ways to enhance the speed and quality of our training and communications to improve organizational overall agility (Groysberg & Slind,

design a training course to better prepare officers in the field to engage with these individuals in a positive and professional manner

I understand you are upset and had to spend unexpected and unnecessary time making additional travel plans. We would like all our guests to receive the best service possible and would like to help make your next stay as pleasurable as possible.

Section 2: Content. In this assignment, you will apply what you have learned about the use of training to make improvements in employee performance in support of organizational objectives. The organization that I have selected is the Recruiting and Retention battalion for the Army National Guard for the state of Georgia. The area where performance does not meet expectations or could use some improvement is in setting appointments and converting interviewees into applicants. My paper will address the following aspects and objectives: 1) Identify a performance gap that can be closed by a training and development program; 2) How I would design an effective training program to address this performance gap; 3) Provide details of the training program and explain how it would close the performance gap and 4) Explain how the results will be measured.

On December 16, 2015 I had a private conversation with Officer James Johnson (402) in regards of following proper communication channel with his Supervisor. Officer James informed me at the shift briefing on 12/26/15 at 1900 hrs. that he came 2 hours early approximately 1700 hours because Officer Jason Peterman (404) left at 1630 hrs. And he also stated that the following on 12/27/15 he had to come 2 hours early at 1700 hrs. because Officer Williams Miller (406) wanted to leave early. I, Steven Evans expressed my concerns to the Officer and stated as his immediate Supervisor he should have called me to inform and when ask to by another Officer to come early he should seek an authorization to do so. The Officer understand and stated that he

With a management information systems and business analytics degree from CSU Global I will work to reach a point in my career where I am in a management position that will allow me to work alongside companies to assess their technological needs in a way that can increase both their efficiency and their productivity. Once I finish the program I will look into working with an information technology help desk to build up my ability to completely understand many computer systems. I know that getting my degree is a huge part of my future success as a

Meanwhile I was finishing my area and doing the nightly check-list that the managers were supposed to do every night. As people were finishing their assigned tasks I sent them home. Around eleven o’clock it was just me and one of the front counter managers helping me finish the check-list and double checking my work; clocking out shortly after we finished. I had managed to keep the kitchen running smoothly even though I had no experience as a manager or any leadership roles in that store. I had also managed to get everyone, including myself, off the clock at an exceptional

The Tech Retail Association is a professional organization at Texas Tech University in Lubbock, TX. Membership to the organization is exclusive to students either majoring or minoring in Retail Management. While membership is open to both males and females, the group is largely comprised of college-aged (18 to 23 years of age) females. The Retail Management program’s faculty is also included in the membership. The group’s purpose is stated as being to “prepare individuals who will make a contribution to the retail industry and to society as a whole through quality education, research, and service” (“TRA”, n.d.). Meetings are held approximately once a month. Each meeting aims to address different topics pertaining to the retail industry. Examples of meeting topics include professionalism, industry innovation, entrepreneurship, interviewing tips, and community service. Each year, the organization strives to bring in a speaker who is… and has experienced retail industry. In searching for a speaker, the group looks for someone whom the students will find to be both relatable and inspiring. The reason for this being that the majority of the members of this organization are at a highly impressionable age. By hearing success stories from industry pioneers, they will hopefully be encouraged to pursue their life’s ambitions.

Two days later, as I was about to depart Los Angeles, Daniel called and said he thought the appointments were going to take several more visits for a temporary flipper or a permanent which contradicted his former statements as per another faculty

In my previous employment to Safeway, there was a particularity high turnover of day stockers; and often, management would be too overloaded with training extraneous duties to properly train newcomers. In support of the whole team, I would take it upon myself to train the greenhorns. Over the course of a few months, (and a few handful of newbies), my success at new personnel training had gone noticed, and the turnover rate had dropped

In November 1981, I began the new position as Director of Industrial Operations (DIO). There was much work to do.: The bus availability was u, unacceptable, the Commissary had a terrible reputation, and there was no security plan; important as the DIO was also the Security, Plans, and Operations (SPO). I charged the Motor Pool Lieutenant for two plans; improve bus availability and establish a Community Shuttle Bus route that would take people from the housing areas to the Commissary. We implemented both plans a week later. We advertised the new shuttle bus and I road it often to ensure its timeliness and utilization. I hired a security officer to write a plan and coordinate it with all the Units and Community Staff. We initiated a