Run a profitable clothing store

Chapter 47 Recruitment and management of clothing store personnel (7)
(7) Pay attention to the timing and frequency of rewards.When rewarding, the timing of the reward is closely related to the frequency of the reward, and directly affects the incentive effect.Both too high and too low reward frequency will weaken the incentive effect.The choice of reward timing and reward frequency should be determined realistically and realistically.Generally speaking, for very complex and difficult tasks, the reward frequency should be low; otherwise, the reward frequency should be high.For tasks that are not clear and require a long period of time to be effective, the frequency of rewards should be low; otherwise, the frequency of rewards should be high.For those who only pay attention to immediate interests and are short-sighted, the frequency of bonuses should be higher; for those with higher levels of needs and strong professionalism, the frequency of bonuses should be lower.In clothing stores with poor labor conditions and personnel environment and low employee job satisfaction, the reward frequency should be high; otherwise, the reward frequency should be low.Of course, reward frequency and reward intensity should be properly matched. Generally speaking, the two are inversely correlated.

4. Material methods of motivating employees
In general, there are three commonly used methods of awarding bonuses:
(1) Link the bonus to the employee's personal behavior.The performance measurement indicators in personal rewards are generally objective (such as sales), and its bonus amount mainly depends on the number of performance units that determine its salary, so it is easy to widen the gap.In addition, personal special performance awards are generally issued to employees who have created special performance, which is conducive to reflecting fairness and balancing those outstanding employees who cannot be promoted due to their positions to stay in the store and continue to work hard.Due to the great changes in the current work process and nature, the team as a basic work unit, the interdependence of work and the need for cooperation mean that the bonus must strengthen the joint work.Team rewards are designed for situations where the output is the result of collective cooperation and the individual contribution to the output cannot be measured.Team reward criteria are generally determined based on productivity improvement, customer satisfaction indicators, and financial performance or product service quality.Since this kind of reward distributes remuneration equally within the group, it is prone to the free-rider problem; on the other hand, team rewards are easier to establish performance measurement methods than individual rewards.Whether to choose individual or team rewards depends on the type of tasks that need to be accomplished, the organization's recognition of the team, and the type of work environment.

(2) Short-term bonuses.According to specific performance standards, bonuses are awarded according to the evaluation grade obtained in some subjective performance evaluation.It is in line with the principle of immediate rewards, but it is worth noting that the accuracy of performance evaluation should be improved to ensure that there are sufficient differences in bonuses between different evaluation levels; the purpose of long-term bonuses is to encourage employees to strive to achieve long-term performance goals. These performance standards are mainly for Clothing store long-term goals, such as investment income, market share and return on net assets, etc.

(3) Year-end bonus.For general supervisors and salespeople, their compensation must be linked to customer satisfaction, with direct financial rewards being their main motivator.Therefore, the salesperson's strategic incentive plan should be able to combine the ideal salesperson's behavior with the organization's strategy. The bonus must let the salesperson know when to strengthen service and when to strengthen sales.

5. Spiritual means to motivate employees
A shrewd and courageous leader will not reward employees purely in material terms.It is important to pay more wages and bonuses to employees, but if the shop owner can use more subtle means to stimulate the enthusiasm and motivation of employees with spiritual rewards, it will have a greater role in improving the work efficiency of employees.Employees can be motivated in the following ways:
(1) Describe the vision to them.The store mainly allows the store staff to understand the overall picture of the work plan and see the results of their own efforts. The more the store staff understands the store's goals, the higher the centripetal force to the store, and they will be more willing to enrich themselves to meet the development needs of the store.Therefore, the store owner provides employees with clear and accurate store information and establishes a common goal.

(2) Clarify the rights of employees.When assigning tasks to employees, the shop owner should also grant them powers, and let the authorized people have the psychological pride of "individually taking the lead", so as to stimulate their enthusiasm for work, and fully respect the autonomy of employees.

(3) Do not hesitate to praise employees.Some employees always complain that leaders only notice their existence when employees make mistakes.This requires the store owner to give positive feedback to the employees as much as possible, to praise the efforts of the employees more publicly, and to raise negative criticisms in private.For underperforming employees, sometimes what a shop owner has to do is help build their confidence, give them smaller, easier tasks, give them a taste of success, and give them positive feedback before giving them more important tasks , to gradually lead to its good performance.

(4) Think from the perspective of employees.Thinking from the perspective of employees is the most basic and important principle of respecting employees. For example, don’t interrupt employees’ reports, don’t rush to conclusions, don’t diagnose casually, and don’t provide suggestions unless the other party makes such a request, so as not to be ineffective. "Blind command".Even if the employee really seeks out the shopkeeper to discuss work, the job of the shopkeeper is to assist in discovering his problems, instead of proposing a one-sided solution from his own perspective.The shop owner should also pay attention to meeting the personal needs of some employees, so that employees do not need to be distracted by the trivial matters of daily life when they are at work.

(5) Reward employees for their efforts.The store mainly expresses its recognition of the efforts and achievements of employees by implementing incentive measures for outstanding employees.This not only improves work efficiency and morale, but also effectively builds employee confidence.At the same time, the store owner recognizes the contributions of each employee.Business management consultant Smith once pointed out: no matter how small the performance of each employee is, if they can be recognized, they can have an incentive effect.

(6) Increase employee training activities.The market competition is becoming more and more fierce. Clothing stores must not only plan the current revenue and expenditure, but also predict the future development of the store and prepare in advance.Multi-faceted vocational training for employees is one of the important preparations.For example, participating in various seminars paid for by learning classes or clothing stores, etc., which can not only improve employee morale, but also provide necessary training.Education and training can help reduce feelings of inferiority, reduce work pressure, and improve employee creativity.

(7) Give the job a sense of mission.Empowering employees to understand their work contributions can motivate even the most mundane of jobs.For example, if you tell a cleaner that his job is to "save an increasingly polluted environment," his morale will improve a lot.People who lack a sense of mission in their work often have no motivation, no matter how high their wages are.

(8) Let employees participate in management.Robbins, a management scientist, once said: "By participating in decisions that affect them and increasing their autonomy and control over their work lives, employees will be more motivated, more loyal to the organization, have a higher level of productivity, and are more committed to their work. Satisfied." Participating in management is another good way to motivate employees' morale. Through participating in management, employees can feel the sense of accomplishment of "I am not only an executor, but also a decision maker", and they regard running a clothing store as their own responsibility. If he is concerned about his career, he will be more attentive than ordinary people, and his work efficiency will naturally increase.

Incentives are always effective, especially spiritual incentives, which can reap great rewards with small efforts.As long as the leader does not "sting" or ignore the role of spiritual motivation, it will not make the motivation lose its effect.

How the bonus is distributed
Clothing store managers must follow the following requirements when formulating a year-end bonus distribution plan:

1. Just, fair and open
The bonus plans are basically fair and fair, but employees still don’t approve of them. This is a problem that has not been made public or not in place.When doing employee motivation and performance appraisal, avoid black-box operations.Sometimes, procedural fairness is more important than content fairness.

In order to implement disclosure, we must first ensure the scope of disclosure content, the scope of publication targets, and the timely implementation of follow-up measures for disclosure.Openness is an important means to minimize the negative effects brought about by improper operation methods and processes in the process of performance management and employee motivation, and it is also the best tool to suppress complaints and rumors, and it is also an indispensable measure to establish a harmonious enterprise. link.

2. Improve the functional departments and improve the system process

It is obviously a systematic project for a medium-sized enterprise to achieve openness, fairness and fairness in performance management and employee incentives.This is not something that can be easily handled by one or two people. It is necessary to set up a special functional department, and then formulate relevant systems and procedures to standardize and determine the responsibilities and division of labor between the functional department and the business department in the process of assessment and incentives.

3. Appropriate centralization and authorization

(End of this chapter)