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Manning the Boat
January 31,
2013 by in UnCategorized 
By Home Furnishings Business in Business Strategy on February 2013
Hows your stores mental health? Can you the keep people in place who make your business prosper, or do you face problems with employee retention?
If its the latter, read on: Were taking a look this month at ways to retain the talentand personalitiesthat benefit your operation; and how to keep them fired up about selling home furnishings. Some of it might seem plain common sense, but some messages bear repeating.
Got a problem with your best people leaving for another opportunity? The first place to look for a solution is in the mirror, according to Joe Milevsky, CEO of JRM Sales & Management, Acworth, Ga.
It starts with the owner and goes down to managers, he said. If the sky is always falling, if anything employees do thats good is just part of doing their job, it wont be a place where people want to work.
I preach positive feedbacka 10 to 1 ratio of praise to criticism. It depends on the individual so that might be 5 to 1, but the point is Im always looking for good things. I want to create an environment where its going to be enjoyable to work.
MORE THAN MONEY
Keeping good people on board is more than money and benefits, agreed Taylor Ganz, vice president of finance, planning & administration for Atlanta-based furniture retail consultancy Profitability Consulting Group.
You want to know the number one reason people leave a business or a company? They hate their supervisor, Ganz said. Its not the money, its not opportunity elsewhere, not retirement. They feel unappreciated, and they hate not the company, but the guy the work for.
During his days at furniture retailer McMahons, Ganz remembered a number of people who said they liked working for the store but absolutely couldnt work under their supervisor.
It was my fault for not dealing with the supervisor, and I let both sides down, he said.
Another non-monetary link between employees and their jobs is knowing their contributions are valued, added Ganzs colleague, Rene Johnston-Gingrich, vice president of training and development at PCG.
You show that appreciation in action and in words, she said. Customize how you show that appreciation to the individual.
For example, one employee might enjoy recognition before the entire staff with a lot of hooplaanother might prefer a quiet pat on the back away from the spotlight.
Morris Furniture, Fairborn, Ohio, is big on setting a positive tone from the top, said Dan W. Little, human resources manager. That helped maintain retention and morale during the recession.
Lead by exampleif managers and leaders are upbeat and positive it is contagious, he said. Be positive. During a management meeting in 2008 our CEO, Larry Klaben, stated we have some of the best associates in the industry, and we will come out stronger when the economy improves. He repeated this message consistently during full staff meetings. It was a very effective message. And he was right.
COMPENSATION/BENEFITS ISSUES
Setting the right tone and atmosphere in the workplace is key, but after all, people do work for money and the security of employee benefits. The strongest compensation and benefits packages incorporate performance motivators.
I like bonuses, PCGs Ganz said. Bonuses have to be benchmarked and tied to ambitious, but achievable, goals. You have to reach those goals, and that takes favoritism out of the picture. Bonuses arent occurring if achievements not occurring.
People think theyre entitled to raisesits like an annuity.
Dont allow any discussion of salary among employees, and make sure thats in writing.
Ive fired people for discussing salary, Ganz noted.
What we find is there are many ways to compensate salespeople, said Milevsky at JRM. If I had my choice, Id go 100 percent commission versus 100 percent salary.
That said, if I get into a company with a great environment and accountability, in theory commissions arent needed, but in practice that rarely happens.
He added that, during the hiring process, the prospects pay preference can speak volumes.
In the interview, if they say they want a salary versus commission, what does that tell me? Milevsky said. It tells me they arent confident in their abilities, or they just want a pay check.
On the other hand, if a prospective salesperson wants commission only, make sure they understand customer opportunity rules and dont run roughshod over other employees.
Brashears Furniture typically offers salespeople a base around 70 percent of their potential earnings plus commission, said Susan Brashears, an owner at the Berryville, Ark., store.
This protects a salesperson during a slow month so they dont get panicky and pushy; and still provides for a commission incentive, she explained.
In addition to a strong benefits package from a retail standpointhealth coverage, 401k, etc.Thomasville stores are big on performance incentives and recognition.
We recognize top writers each month, Beth Sweetman, senior senior vice president of human resources at Thomasvilles parent company, Furniture Brands International, St. Louis. Were also in the process of developing a Presidents Club where well celebrate the top writers and top stores for the year.
Dont forget the holistic side of the benefits you offer. Wellness programs are good your employees and can be good for your business. Morris Furniture, for example, has motivational incentives such as Raving Fan recognition programs for superior customer service, but also gives employees a chance to stay in shape.
We have a state of the art fitness center available to all associates at no charge, Little noted.
Jill Benson is an attorney specializing in employment issues in the Greensboro, N.C., office of Womble Carlyle. Her clients have seen measurable benefits especially in the last two years from wellness programs including cholesterol screens, exercise in the work place, and weight loss programs.
The research shows that employees are missing work less and that it makes them feel more valued, she said. I know its helped several of my clients retain employees.
THE RIGHT ATMOSPHERE
An attractive showroom that creates a great environment for shopping keeps customers coming back. And a working atmosphere of open communication, clearly outlined responsibilities and team spirit keeps the employees serving your customers on board. And again, it starts with you.
Creating a fun, positive environment, that has to be a top-down value, said PCGs Johnston-Gingrich. Its not about warm and fuzzy, its good business. ¦ Theres an old cliché that happy employees equal happy customers, and happy customers equal good business.
Customers pick up on it immediatelytheyre hugely sensitive to a stores energy.
Thomasville relies on store and district management to set the tone.
My view is everyone wants the same things from work: Feedback, whether good or bad, on performance; understanding the strategy of the company; and people want to know when theyre doing a good job, Sweetman said. That comes from the store manager and the district manager.
We can tell which stores have the best managers. Theyre the ones with the most satisfied, productive employees, added Christine Bonnell, human resources lead at Furniture Brands. I think its up to the store managers and district managers to continually teach people to do their jobs better.
For example, Thomasville stores hold morning gatherings that cover some component of customer service to give associates new tools to improve their performance.
At San Diego-based Jeromes, quarterly, one-hour roundtables take place in various departments and stores.
Small groups of six to eighta mix of associates with senior managementmeet to discuss openly their thoughts on the company and solicit their ideas and suggestions for improvement, said Vice President of Human Resources David Markowicz.
Make sure youre meeting one-on-one as well, suggested Milevsky at JRM.
Have one-on-one meetings and not just to talk but also to listen to what they have to say, he said. I had a meeting with a larger company10 to 12 managers with the ownerand we were talking about this subject. A manager asked how they could possibly find the time for all these meetings. The owner responded, How can we not find the time?
We think were in the furniture business, but in fact were in the people business.
Encouraging a sense of friendly competition helps build teamworkand keep everybody on their toes.
We have some kind of competition or game almost every month for our salespeople, Brashears said. We frequently put them on teamssometimes with salespeople in other stores. They have fun with the friendly competitions. It may sound silly, but it is good for morale and keeps them focused on sales as a group. They watch everyones sales closely and encourage each other throughout the month.
Its all about building a company thats customer-centric, Milevsky said.
Mom and Pop build a great company, where theyre doing everything. They grow and need help so they hire people to do some of those thingsbut those people dont own the company, he said. Those people need job descriptions, they need performance measurements, and they need to be trained properly to that job description. They need regular periodic evaluation.
Create a policy to make that happen. That way its not just about the money, the incentives, its that people understand whats expected of them. The only thing worse than having no rules is having them but not holding people accountable to them.
That means a clear, professionally done policy manual; and a process for resolving conflicts in the store.
Develop your skill sets to confront and resolve conflict, Milevesky said, adding that conflict cant be avoided. If you sweep the snake under the rug, it will bite you at the worst possible time.
Celebrate successes, celebrate victories, he added. Were trying to create an environment where we breed success. HFB