MEMORANDUM

December 1, 2013

TO: Dr. Thomas Lowderbaugh FROM: Lance Brooks SUBJ: Submission of Expert Proposal In response to assignment nine, I am pleased to submit my expert proposal. Abstract Journeys Shoe Store fails to effectively train its new employees to handle the tasks expected of them. This results in the loss of potential sales and a high turnover rate for employees. The current program fails to go far enough in depth to teach and guide new employees. To fix the problem, the training program must include an extended skills building program, an employee manual, and follow-up training to reinforce learning. Adding these three portions to the current training program will should increase sales, and prevent a high turnover rate of employees. (92 Words) Glossary

• Journeys Shoe Store – A shoe store chain that caters to a 13-23 demographic • Stockroom – Back portion of the store where products are held • Sales Floor – Front of the store where items are advertised and presented to

customers • Turnover Rate – The amount of time between when an employee is hired and

when they leave the company • Training module – The computer-based program used to train new associates

about the various skills used at Journeys Shoe Store • “Z” Formation – The order shoes are placed in when put on shelves within the

stockroom • The Six Selling Steps – A basic six-step procedure that guides employees in

selling shoes and other items

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MEMORANDUM

December 1, 2013

TO: Tola Adesokan FROM: Lance Brooks SUBJ: Proposal to Improve New Employee Training at Journeys Shoe Store I am pleased to submit my final proposal to improve the new employee training at Journeys Shoe Store. As we have discussed over the past few months, Journeys Shoe Store’s current training program fails to prepare new employees for the tasked expected of them. Management has been aware of this problem, but don’t have the necessary time to create a proper solution. This package contains my finished proposal, which takes an in depth analysis of the problem, and devises a feasible three piece solution My analysis, which came from employee interviews, manager interviews, outside literature, and personal experience revealed multiple flaws within the current training program. These flaws resulted in high turnover rates for new employees, and the inability to reach store sales goals. My deep understanding of the problem helped me create a three piece solution. My solution addresses each flaw of the current training program and adjusts them in order to create a more effective training program. I would be delighted to assist in the implementation of my solution within the store. I look forward to meeting with you to see how we can take steps towards putting my solution in place.

Proposal to Improve training Program at Journeys Shoe Store December 1, 2013

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TABLE OF CONTENTS

I. Executive Summary…………………………………………………………………iv II. Problem…………………………………………...………………………………….1 Stockroom Training……………………………………………………………...2 Cash Register………………………………………………………………...…..3 Customer Service/Product Information………………………….....……………3 Long Term Effects…….…………………………………………………………5 III. Solution………………………………………………..…………………………….7 Extended Training Session…………………………...…………………………..7 Employee Manual…………………………………………….…………………..8 Follow Up Testing……………………….....…………………………………….9 IV. Personnel…………………………………………………………………….……...10 V. Budget………………..…………………………………………...………………….11 VI. Appendices………………………………………………….………………………13 Appendix A: Employee Turnover Data………………………………………….13 Appendix B: Raw Survey Material for Managers……………………………….14 Appendix C: Raw Survey Material for Current and Former Employees………..15 Appendix D: Employee Manual…………………………………………………17 Appendix E: Works Consulted…………………………………………………..20

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TABLE OF GRAPHICAL FIGURES Fig. 1……………………………………………………………………………………2 Stockroom Layout Fig. 2……………………………………………………………………………………4 Matching Game Fig. 3……………………………………………………………………………………5 Employees Hired and Fired Chart Fig. 4……………………………………………………………………………………6 Sales Generated

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EXECUTIVE SUMMARY: Proposal to Improve training Program at Journeys Shoe Store PROBLEM My analysis found that Journeys Shoe Store’s ineffective training limits a new hire’s ability to perform. The failure of the training program leads to a high turnover rate for new employees, and also damages potential sales. The training program needs to be improved or new employees will continue to miss potential sales and their jobs will be at risk.

1.Stockroom training - The current training program places too little emphasis on how to manage the stockroom. 2. Cash register – The current training program doesn’t mention the cash register at all even though it is a vita to transactions. 3. Customer Service and Product Information Aside from a confusing matching game, proper customer service is not presented to a new employee during the opening training program.

SOLUTION Journeys Shoes can correct the current training program by implementing this three-part solution.

1.Extended Training Session – An extended training session with managers will help new employees learn what is expected of them at journeys Shoe Store. 2. Employee Manual – A manual can serve as a reference for new employees, and can also promote employee empowerment through independence. 3.Follow-Up Training - Managers will test new employees on skills to ensure reinforcement

PERSONNEL No outside personnel are required to implement the solution. All that is needed is the manager of Journeys Shoe Store and maybe a manager or an experienced employee. BUDGET The cost of implementing this solution is $99.50. However, improved training is expected to increase sales for Journeys Shoe Store. In fact, after two shoe sales of $50.00 (average sale at Journeys Shoe Store) the increased training has already been paid for.

DETAILED REPORT: Proposal to Improve New Employee Training at Journeys Shoe Store PROBLEM Ineffective new employee training limits a new hires’ ability to perform at Journeys Shoe Store. My analysis of the training program revealed that it fails to fully empower new employees with the skills to master three important areas of the store: navigating the stockroom, operating the cash register, and delivering outstanding customer service and correct product information. The current training program fails to prepare employees to navigate the stockroom. New employees lack any chance of finding a shoe when serving a customer. In addition, the lack of stockroom training hurts new employees’ ability to organize the stockroom because they aren’t yet educated on how to navigate it. As a result, new employees are stuck with a mediocre understanding of how to use the stockroom, which slows down their customer service and hurts their performance. Second, the current training fails to give new employees the experience necessary to operate the cash register before performing real transactions with customers. The lack of understanding how to properly use the cash register prevents new employees from seamlessly making sales, performing returns or exchanges, looking for information, and performing tasks that managers request like adjusting the price point of shoes. The inability to use the cash register prevents new employees from completing sales. It also damages the customer service experience itself. This in turn slows down the revenue accumulation of the store itself. The major flaw of the sales floor training is the inability to teach proper selling techniques. New employees lack the understanding of how to pitch items to customers, in turn, making it difficult if not impossible for them to reach their sales goals. In Short, the current training module fails to teach new employees what Journeys Shoe Store carries or how or when to properly pitch items to customers. Without an understanding of how to present items to customers, it hinders a new employees ability to reach sales goals. The flaws of training within the stockroom, cash register, and customer service/product information prevent a new employee from properly learning the skills required to perform well within Journeys Shoes. Experienced employees often lack the time to formerly teach new employees how to operate within the store due to their need to achieve their own personal sales goals. The following detailed analysis further documents the current flaws in Journeys Shoe Store’s training system with an emphasis on these three weaknesses

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Stockroom Training The main problem with the stockroom training is that it fails to give new employees the necessary guidance to navigate it swiftly and efficiently. The failure of stockroom training has one main cause: the poor overview of the stockroom.

The current training session omits a helpful overview of the stockroom, even though almost every item an employee needs to generate sales is located there. My observations of the training program at Journeys Shoe Store revealed that no material is distributed ever mentions the stockroom. The only way new employees get training on the stockroom is through a training module on the computer that touches on these areas:

1. How to put the shoes in order according to the stock number 2. How to reorganize shoes within the stockroom

The picture below is of the stockroom layout that is presented within the current opening training at Journeys Shoe Store. It attempts to show the diagram of how shoes should be placed within the stockroom. The first panel shows the “Z” formation shoes should be ordered in. The second and third panels are information about style numbers and size order. All of the lines and numbers make it difficult for a new employee to grasp the concept that the training tries to convey. The confusion leads to new employees pressing buttons rather than absorbing the information necessary to learn about the stock room. Fig. 1 Stockroom Layout

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Although this seems like an appropriate means to teach a new employee about the stockroom at Journeys Shoe Store, my research has shown that new employees aren’t able to absorb and use the information presented in the training module. After interviewing current and former employees at Journeys Shoe Store, I identified three areas where most new employees face issues with the stockroom:

1. Lack of physical guidance on the skills introduced within the training

module 2. Organizational issues within the stockroom 3. Problems locating items within the stockroom

The current training with regards to the stockroom gives new employees at most a general overview of how to navigate it, but it is no where near substantial enough to effectively teach new employees on it’s own. Without proper backroom training, new employees will be unable to respond to customer’s needs. Cash Register In order to complete transactions, a new employee must understand how to operate the cash register. Generally everything that has to do with processing sales, returns/exchanges, and maintaining inventory requires understanding the cash register. However, there is no training on the cash register for new employees. After interviews with current and former employees, I found three problems with the training program related to the cash register:

1. No examples of sales, returns/exchanges, and special orders 2. No guidance on navigating the web portal and Journeys Shoe Store product

page 3. No walkthrough of how to check data and store maintenance aspects

Without an understanding of how to use the cash register, a new employee is unable to smoothly complete transactions and accomplish tasks necessary to maintain the store. This inhibits an employee’s ability to present their best form of customer service. For instance, an employee could have a potential sale, but their inability at the cash register could cause the customer to grow impatient and leave. Customer Service/ Product Information Customer service is the most important aspect of the Journeys Shoe Store experience because positive customer service translates into stronger sales for the company. Even though customer service is a vital part of the Journeys Shoe Store experience there isn’t much emphasis placed on it when it comes to training new associates. The current training program only consist of two aspects in relation to customer service:

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1. The six selling steps that are posted on the wall near the sales floor 2. Constant reminders by management to provide good customer service.

These two elements alone aren’t enough to teach new employees how to provide customer service to customers. According to my research, the Journeys Shoe Store’s training program customer service experience fails to include:

1. Examples of what good and bad customer service are 2. Product education and review 3. Lessons on how to diffuse difficult customer interactions

The current program doesn’t mention these basic elements of customer service that are essential to the success of a Journeys Shoe Store Employee. Without an understanding of how to present items to customers, new employees are hindered the moment they are asked by a customer to get a shoe. The only portion of the training program that touches on customer service is a matching game. New employees must match one of six concepts (attract, invite, ask, present. explain/support, close & thank) to its respective question. Without any overview or explanation of these six concepts new employees are not equip with the tools to complete the activity accurately. Below is a picture of the matching game; this activity leads the new employee to mindlessly match the concepts together through trial and error. Instead of learning about the concepts, the new employee simply taps on the screen until the game is over.

Fig 2. Matching Game

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Long -Term Effects My five years at Journeys Shoe Store has taught me the impact that poor training can have on both the performance of the store, and the overall satisfaction of employees. Not only does the business itself suffer, but also customers receive subpar service that can potentially impact the likelihood that they visit another Journeys Shoe Store within the chain. 1. Higher Turnover Rate of Employees

The lack of a proper training program prevents new employees from performing up to the expectations of Journeys Shoe Store. This forces experienced employees to perform even harder due to the inability of the new employee to accomplish tasks given to them by managers. Over time, if the new employee is unable to perform they are let go. Below is a chart of the amount of new employees that remained employed, or were fired within the past six months based on Appendix A (March 2013 – August 2013): Fig. 3 Employees Hired and Fired Chart

As you can see, six out of ten of the past new employees have been let go within a six-month span (March 2013 – August 2013).

2. Decrease in Sales The lack of a proper training program lowers the amount of sales Journeys Shoe

Store is able to make. If new employees are unable to respond to a customer’s needs it becomes difficult to maximize the sale. The lack of sales hinders the new employees’ ability to reach their goals, and ultimately stops the company itself from increasing sales.

Still  Employed  40%  

Fired    60%  

Number  of  Employees  Hired  and  Fired  within  six  months    

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Below is a graph showing the sales generated by Journeys for 2012 and 2013 (up to September). This graph shows you the impact that poor training has on the amount of sales Journeys Shoe Store is able to make:

Fig. 4 Sales Generated

As you can see, the sales have diminished from 2012 to 2013. Some may argue that the decrease in sales was caused by other variables (ex. poor economy). According to my research sales began to decrease directly after the former manager (Joseph Gouse) left in the early portion of 2013. When I interviewed Gouse he explained how his experience in retail taught him how important customer service was when it came to generating sales. To reinforce concepts to new employees, Gouse would slowly walk new employees through his own form of training to prepare them for the job. This personalized training led to higher sales during the year of 2012 in comparison to 2013.

0  200000  400000  600000  800000  1000000  

2012   2013  

Sales  generated  at  Journeys  during  Jan  to  Sep  of  2012  and  

2013  

Pro:its  

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SOLUTION I propose that Journeys Shoe Store management take these steps towards improving the training program by implementing a three-part solution:

1. Extended training session that focuses on the three major elements of the store: cash register, stockroom, and customer service/ product information.

2. Employee manual that houses all the information necessary for a new employee.

3. Follow-up testing to ensure that the new employees have mastered the skills needed to perform at Journeys Shoe Store.

Extend Training Sessions The training session at Journeys Shoe Store should consist of one individual day before the selling period, where all new employees are given a three-step process that will help teach them the concepts they need to be a strong Journeys Shoe Store employee. The most efficient method would be on Sunday because the mall opens later, which gives managers time to teach new employees. Sunday Training Session Schedule 8:00 am – 8: 30 am - Overview of the training process and its importance 8:30 am – 9:00 am – Stockroom education 9:30 am – 10:00 am – Cash register and how to get to all the functions necessary for a new employee 10:00 am – 10:45 am – Customer service/ product information 10:45 am – 11:00 am – Wrap up The manager will lead this training session in order to teach new employees what they are expected to do. This training session allows new employees time to fully absorb the numerous concepts presented in the confusing training module through explanation and physical application to create retention.

A. Overview The first portion will explain the importance of the training each new employee. It will also briefly explain what each of the three sections of the training session will entail.

B. Stockroom The stockroom portion will begin with what an explanation of what items are located within the stockroom. Then the training will look at how to place shoes in

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order by style number and shoe size (smallest to largest). After learning about the stockroom, new employees will do exercises like rearranging shoe shelves and finding miscellaneous items to reinforce the stockroom information.

C. Cash Register

The cash register training will begin with an in-depth navigation of how to use the cash register’s various functions (ex. how to do transactions, search for products, collect data). After an explanation of the functions, new employees will be tasked with finding certain screens on the cash register to prove their mastery.

D. Customer Service and Product Information

New employees will learn about the items offered at Journeys Shoe Store (i.e. shoe brands, accessories, and care items). Then new employees will learn about how to best present these items to customers while remaining respectful and courteous. After an explanation of customer service techniques, new employees will do mock sales to apply their new found knowledge.

E. Wrap up/ Questions

New employees will have the opportunity to ask questions about any topics covered within the extended training session.

Employee Manual Creating an employee manual for each new employee will help them understand the concepts that are important to performing at Journeys Shoe Store. In addition, an employee manual can be used as a reference guide for new employees, which will allow them to be more independent and not distract another employee from their respective task. The employee manual should include:

1. Store Layout 2. Stockroom Instructions 3. Cash Register Instructions 4. Customer Service Tips and guidelines 5. General Product Information 6. Opening/ Closing Procedures (Full manual outlined in Appendix D)

The manual will be located in an easily accessible area that all new employees will be aware of. The employee manual can also be used as a quick reference guide for new employees to help them be more independent.

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Follow-Up Testing Follow up testing is an effective means of making sure new employees have captured the knowledge in the training session and the employee manual. According to my research, the best way to motivate employees is through positive reinforcement. Therefore, rewarding strong performers of testing with praise will help ensure reinforcement of skills new employees. Testing Procedures

1. Managers will ask new employees a series of questions (three or four) pertaining to a particular skill covered within the extended training session

2. The questions will be followed up with an exercise that has to do with the questions presented in the previous step. (i.e. if the three questions proposed in step one had to do with the stockroom, the employee would then do an exercise that had to do with maintaining the stockroom)

3. The manager would evaluate the performance of the new employee and

provide coaching tips of where the new employee has to improve. Rationale: The follow up testing will reinforce the elements presented to a new employee. It will also give managers a chance to observe the new employees ability to demonstrate what they have learned, and guide them on aspects where they need to improve upon.

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PERSONNEL A strength to my proposal is that the current staff can implement all the improvements proposed Extended Training Session This solution will require that at least one manager be present during the extended training session. The manager at the training session will be responsible for going over the guidelines of each activity and giving brief demonstrations of how employees are expected to perform them. For instance, the manager will explain how to move shoes within the stockroom first through explanation then by physically moving shoes in the manner expected by new employees. An additional person such as another manager or a high-performing employee can accompany the training manager, but it is not required. Employee Manual Appendix C includes an employee manual based on the current tasked expected of a new employee. Current staff can modify it wherever they deem necessary. Current managers could recreate the manual for each new employee, or they could create a few to keep within the store for employees to use as references. This portion of the solution will only require a manger to print the employee manual, which takes about five minutes total. Follow-Up Testing Follow-up testing will also require at least one manager to oversee the new employee’s performance on the tested action. The manager will be expected to observe the new employees performance then give them helpful criticism of how to execute the task correctly. An additional manager can assist in the follow up training, but it is not necessary.

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BUDGET Another strength of my proposal is that it should return a profit due to the new employees’ ability to create more sales. Training Cost:

The cost of training will depend on the number of new employees hired at the flat rate of minimum wage (currently $7.25 in the state of Maryland as of 2013). Managers usually work during the training process, so the additional cost will only apply to the new employees’ participation in the training process. My Calculations are estimates based on if Journeys Shoe Store hires three associates, and takes them through the entire training process. Each employee will receive $7.25 per hour. Estimated training session cost for new employees: 3 employees x $7.25/ hour x 3 hours of extended training = $65.25 Additional cost = $65.25

Employee Manual Cost:

The cost of creating an employee manual will depend on multiple different factors. For instance, the price point will depend on which company Journeys Shoe Store chooses to use to create the manuals. For this example, I will use Staples (a national corporate office retailer) who prices 1-50 page economy style booklets at roughly $2.50 per booklet. Estimated employee manual cost: 5 booklets (3 employee copies and 2 store copies) x $2.50 per booklet = $12.50 Total Employee Manual cost = $12.50

Follow Up Training Cost:

The follow up training will require that each new employee spend at least one hour working on a task given to him or her by the manager to do. Estimated follow up training cost: 3 employees x $7.25 (minimum wage) x 1 hour of work = $21.75 Total Follow Up Training Cost = $21.75

Total cost to implement the solution is approximately $99.50 Additional Revenue:

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Journeys Shoe Store can reasonably afford to spend $99.50 to improve the training program because a better trained staff could easily exceed that amount in additional sales for the company. On average each shoe sold at Journeys Shoe Store cost about $50.00. Based on the time period of the year new employees are expected to sell about 10 shoes per shift. You estimated that new employees are missing their goals by about three shoes per shift. If new training can generate at least three additional sales per employee then the sales generated will out weigh the cost of training. Additional revenue: 3 employees x 3 extra sales x $50.00 (average sale) = $450.00 Additional Cost: $99.50 Profit: $350.50 Breakeven: 2 sales by a new employee of $50.00 (average sale) Implementing this solution will be profitable for Journeys Shoe Store as long as each new employee sells at least two additional pairs of shoes.

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APPENDIX A – Employee Turnover data Employment record between March 2013 and August 2013

Name of Employee Status of Employment

D.B. Still Employed

K.M.

No Longer Employed

E.B. No Longer Employed

A.C. No Longer Employed

L.B. Still Employed

D.Y. Still Employed

J.Y. Still Employed

P.R. Still Employed

T.C. No Longer Employed

A.N. Still Employed

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APPENDIX B – Raw Survey material for Managers Survey Questions:

1. What is the General training program for Journeys Shoe Store? 2. How effective is the training program for Journeys Shoe Store? 3. How would you improve the training program for Journeys Shoe Store? 4. How many new employees do you go though within a few months time? 5. Do you believe that a new training program can improve revenue?

Survey Responses:

Responses were recorder via an audio recorder and will be played upon request. Paraphrased responses are below: Tola Adesokan (Store Manager at Journeys Shoe Store in Columbia Maryland): 1. The training program consists of teaching new employees how to sell based

on the six selling steps and how to maintain the store. 2. The training program is a bit “wack”. They (new employees) need a person

to walk them through training. 3. I would walk new employees through training. 4. We go though way too many, I think better training would keep them (new

employees) around longer. 5. Yes. Christopher Anderson (Co-Manager at Journeys Shoe Store in Columbia Maryland): 1. The training consist of getting as much info about you can before being

“thrown to the wolves” 2. It depends on each new employee. If they are a fast learner they will be fine.

It (the training program) is really confusing to learn. 3. More hands on activities that connect to the computer training 4. You can easily lose 2-3 5. Yes, it will put everyone on the same page.

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APPENDIX C – Raw Survey material for current and former employees of Journeys Shoe Store This information was used to get an idea of what aspects of the training program needed improvement, and where the training program needs improvement. Survey Questions

1. By using the computer training, did you feel prepared to work at Journeys Shoe Store? A. Yes B. No C. Other

2. Which aspects of Journeys Shoe Store training do you feel needs the most

improvement? A. Stockroom B. Cash Register C. Customer Service/ Product Education D. Other

3. Which Aspect of Journeys Shoe Store training do you feel hurt your ability to

achieve your sales goal the most? A. Stockroom B. Cash Register C. Customer Service/ Product Education D. Other

4. If the training program at Journeys Shoe Store added elements related to

stockroom, cash register, and customer service would it be more beneficial? A. Yes B. No

5. Other Comments

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Name 1 2 3 4 5

D.Y. B C B A B

L.C. A C B A B

A.S. A C A A B

A.V. A D B A B

D.B. B B B A B

D.T. A C B A A

C.S. A A B A B

K.M. B A A A B

J.Y. A A A A B

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APPENDIX D – Employee Manual 1. Store layout Journeys Shoe store is separated into three specific sections:

1. Sales Floor 2. Cash Register/ Jewelry Case 3. Stockroom

Sales Floor: The sales floor is where all customer interactions occur, and where all products are presented. Cash Register/ Jewelry Case: The cash register area is used to complete all the transactions and perform activities to maintain the store Stockroom: The stockroom holds all of the products and maintenance material for Journeys Shoe Store. 2. Stockroom  

• The  shoes  at  Journeys  Shoe  Store  are  placed  in  order  based  on  a  six  digit  style  number  from  smallest  to  largest.  

 The  first  three  numbers  identify  the  brand    

The  last  three  numbers  identify  the  color/style    

Example  six  digit  style  number:  398562  First  three  numbers  =  Converse  

Last  three  numbers  =  Black  and  White    

 • Along  the  back  portion  of  the  stockroom  are  various  products  sold  at  

Journeys  Shoe  Store  such  as:  1. Apparel  2. Bags  3. Socks  4. Electronics  

 • On  top  of  the  bathroom  are  maintenance  materials  for  the  store  such  as:  

1. Lights  2. Shelves  3. Trash  bags  4. Paper  5. Signs/  advertisements  

 

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3.  Cash  Register    To  complete  a  sale:  

1. Put  six  digit  employee  number  into  the  register  2. Press  1  for  sale  3. Scan  the  items  your  customer  intends  to  buy  4. Press  enter  to  complete  the  sale  5. Press  a  number  between  1-­‐4  depending  on  the  form  of  payment  your  

customer  wishes  to  use  6. Complete  the  transaction  

 To  complete  an  exchange:  

1. Put  six  digit  employee  number  into  the  register  2. Press  2  for  exchange  3. Put  customer  information  into  the  respective  locations  4. Follow  the  prompt  to  place  receipt  information  into  the  respective  locations  5. Scan  the  items  the  customer  wishes  to  return  6. Scan  the  items  the  customer  wishes  to  buy  7. Press  enter  8. Determine  weather  the  customer  will  receive  money  back  or  pay  the  

difference  between  the  two  items  9. Press  a  number  between  1-­‐4  depending  on  the  form  of  payment  your  

customer  wishes  to  use  or  that  you  are  using  to  give  money  back  10. Complete  the  transaction  

 To  complete  a  return  

1. Put  six  digit  employee  number  into  the  register  2. Press  3  for  return  3. Put  customer  information  into  the  respective  locations  4. Follow  the  prompt  to  place  receipt  information  into  the  respective  locations  5. Scan  the  items  the  customer  wishes  to  return  6. Press  enter  7. Press  a  number  between  1-­‐4  depending  on  the  form  of  payment  your  

customer  originally  paid  in  8. Complete  the  transaction  

 4.  Customer  Service  Tips  and  Guidelines    

• Always  greet  customers  within  the  first  10  seconds  of  them  entering  the  store  

• Give  the  customer  a  tour  of  the  store  by  showing  them  the  various  items  Journeys  Shoe  Store  has  to  offer  and  where  they  are  located  within  the  store  

• When  a  customer  picks  a  shoe  they  would  like  to  see  bring  out  an  additional  three  pairs  of  shoes  (something  similar,  something  popular  selling,  and  something  on  sale)  

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• Bring  socks  and  product  care  along  with  the  shoe  you  plan  to  promote  • Learn  about  the  various  brands  Journeys  Shoe  Store  has  to  offer  to  provide  

background  knowledge  during  sales  • Go  for  no.  Always  offer  items  to  customers  until  they  express  their  disinterest  

in  purchasing  • Remember  to  smile  and  be  polite.  Speak  to  each  customer  as  if  they  are  your  

friend  that  you  deeply  respect    5.  General  Product  Information    Journeys  Shoe  Store  offers  various  products  such  as:  

1. Shoes  from  the  best  selling  brands  (ex.  Adidas,  Sperry,  Uggs)  2. Apparel  (ex.  T-­‐shirts,  Hoodies,  Onesies)  3. Accessories  (ex.  Wallets,  Bobble-­‐heads,  hats)  4. Electronics  (ex.  Headphones  and  Watches)  

 Additional  sales  generators    

• Socks  –  By  advertising  socks  you  are  able  to  add  an  extra  $10.00  to  shoe  sales  • Sneaker  Cleaner  and  Stain  Repellant  –  Sneaker  Cleaner  and  Stain  Repellant  

can  create  an  additional  $5.00  to  shoe  sales    Remember  to  advertise  and  offer  these  various  items  to  customers  because  they  can  generate  large  amounts  of  addition  sales.    6.  Opening/Closing  Procedures    Opening  Procedures:  

1. Make  sure  all  the  shoes  on  the  sales  floor  are  neat  and  presentable  2. Make  sure  that  the  sock  tower  is  full  3. Check  with  your  manager  for  the  various  tasks  for  the  day  4. Replace  any  burnt  out  light  fixtures  5. Be  ready  to  sell  to  customers  

 Closing  Procedures:  

1. Make  sure  all  the  shoes  on  the  sales  floor  are  neat  an  presentable  2. Sweep  the  sales  floor  3. Make  sure  the  sock  tower  is  full  4. Replace  any  holes  on  the  shelves  5. Take  out  the  trash  from  the  stockroom  6. Sweep  the  stockroom  7. Gather  all  the  special  orders  that  managers  need  to  complete  in  the  morning  8. Turn  off  the  television  monitors  and  the  stereo  

   

20    

APPENDIX  E  –  Works  Consulted    Texts:    

1. Chiaburu, D. S., Sawyer, K. B., & Thoroughgood, C. N. (2010). Transferring More than Learned in Training: Employees' and managers' (over)generalization of skills. International Journal Of Selection & Assessment, 18(4), 380-393. doi:10.1111/j.1468-2389.2010.00520.x

 2. KOFFARNUS, M. N., DEFULIO, A., SIGURDSSON, S. O., & SILVERMAN,

K. (2013). PERFORMANCE PAY IMPROVES ENGAGEMENT, PROGRESS, AND SATISFACTION IN COMPUTER-BASED JOB SKILLS TRAINING OF LOW-INCOME ADULTS. Journal Of Applied Behavior Analysis, 46(2), 395-406. doi:10.1002/jaba.51

 3. Surowiecki, J. (2012). THE MORE THE MERRIER. New Yorker, 88(6), 47.

 4. Sussman, D. (2006). INDUSTRY OVERVIEW: Retail Training. T+D, 60(4), 52-

56.  Experts:    

1. Tola  Adesokan,  Store  Manager,  Journeys  Shoe  Store,  Columbia,  Maryland  2. Christopher  Anderson,  Co-­‐Manager,  Journeys  Shoe  Store,  Columbia,  

Maryland  3. D.Y.  Current  Employee,  Journeys  Shoe  Store,  Columbia,  Maryland  4. D.B.  Current  Employee,  Journeys  Shoe  Store,  Columbia,  Maryland  5. E.B.,  Former  Employee,  Journeys  Shoe  Store,  Columbia,  Maryland  6. K.M.,  Former  Employee,  Journeys  Shoe  Store,  Columbia,  Maryland  7. A.V.  Former  Manager,  Journeys  Shoe  Store,  Columbia,  Maryland    

 Investigations:    

1. Manager  Audio  Interview,  October  8,  2013  Asked  each  manager  a  series  of  questions  regarding  their  feelings  on  the  current  training  program  at  Journeys  Shoe  Store,  and  how  it  can  be  improved  

 2. Employee/  Past  Employee  Survey  ,  September    2013  –  October  2013  

Gave  current  and  former  employees  of  Journeys  Shoe  Store  various  questions  about  the  training  program.