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company is known by the people it keeps.
People are not the only components of a retail storethere are also a building, inventory, policies, procedures, organization, marketing, and a thousand more details. But all of these things are determined, directly and indirectly, gradually and immediately, by the stores people.
They are the peoples work.
A great store cant be built without great people. Their quality is visible in every aspect of the stores facilities [link widoczny dla zalogowanych], inventory, and operation. No other element is as important and no other element can make up for the people.
The quality of a store is determined by the quality of the people it employs.
2. Its not 20-30% more; good people produce 200-300% more.
A dedicated employee doesnt just get his work donehe finds ways to do it faster and better. A disinterested employee doesnt just do a little lesshe often doesnt get started.
This is true for all employees, but its most noticeable with sales people because their sales are easily and commonly tracked. The best salespeople often sell 2-3 times the average, and even higher multiples of the low producers.
Even after significantly higher pay, better employees are virtually always more profitable.
3. The most valuable ability in retail is the ability to recognize ability.
Good hires attract customers, create sales, recognize opportunities, make prudent decisions, improve operations, reduce mistakes, provide good example [link widoczny dla zalogowanych], inspire co-workers, and contribute to a positive culture.
Poor hires are expensive mistakes. They deter sales, repel customers, squander opportunities, increase mistakes, reduce efficiencies, lower standards, and drag down morale.
But identifying a potential hire as good or poor is one of retails greatest arts and challenges. What will be obvious, sometimes painfully, after several weeks or months of work is barely perceptible from an application, resume, or interview. (It's been said the closest a person comes to perfection is on a resume.)
4. The applicant pool is not a cross section of the population.
The group of people in the job market at any time is not at all a representative sample of the general population. Its skewed to the lowest quality of the workforce and heavily weighted with undesirables and unemployables.
Many candidates have obvious flaws like poor appearance or communication skills. They stay in the pool long term and apply for many jobs.
Some of the rest look good but have underlying flaws (poor work habits, psychological imbalances, drug or alcohol dependencies, criminal histories [link widoczny dla zalogowanych], etc.). Careful companies don't choose them, so these applicants stay in the pool awhile. Theyre occasionally hired by companies that don't hire carefully but theyre typically back in the pool many times.
Of those without the above flaws, some would be adequate but lack the focus and drive of a good employee. They show up and do the required work, but contribute little of what makes a company outstanding.
A few really good candidates go through the pool but they're usually hired quicklymost often by companies that have great hiring processes. They aren't in the pool long and typically don't come back to it at all.
5. Hire slowly, fire quickly.
We get this backward, don't we? When a job is open, were eager to get a person hired and get the work going again. We tend to assume applicants have the same values we do, and because we have little experience with the various problems that afflict many of them, were unsuspecting.
Once weve hired them and invested time and effort in training them, we hesitate to fix our mistakes. We try to salvage employees, even though weve learned its usually futile.
Wed do better to reverse this tendencychoose our hires slowly and carefully, and replace them immediately when our mistak