Single Store Owner

JUN 2016

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OPERATIONS 48 / Convenience Store News for the Single Store Owner / JUNE 2016 Store Ops / Labor / HR / Real Estate / Financial / Field Ops ing to Tulgan. Friend referrals, online staffing tools and area schools are all options. When trying to recruit, an operator also needs to have a compel- ling message to draw in a large pool of applicants; this will allow the owner to be selective. "The first rule of selection is: It's better to leave a position unfilled than to fill it with the wrong person," Tulgan said, noting it's important to sell the position to a potential new employee, but also to eliminate anyone who is not serious about the job. "After you are done selling them up to the door, then try to scare them away. Tell them all the downsides of the job in clear and honest terms. Whoever is left after you've tried to scare them away is worth testing." It's important to hire people who will fit in with the company culture and message, something c-store chain Sheetz Inc. is very focused on, accord- ing to Peters. Sheetz wants someone with the same values, who will fit in with other employees. "Small companies need to have the people working for them and together to get along with one another in order to continue to have the great feeling customers respond to and keep coming back to," Peters said, suggesting prospective employees take some type of prescreening test for personality or aptitude. "There are online services even a small company can take advantage of for pre-testing." However, if an operator decides to use research- validated tests, the results can be confusing to interpret, so it's necessary to either have someone on the team who can interpret them or trust an outside expert to do so. Giving a test that requires the poten- tial employee to perform a task that will be expected on the job can be helpful, too. "Whatever testing method you use, try to devise a fast and penetrating test that goes quickly to the heart of the basic tasks and responsibilities the per- son will be expected to do if hired," Tulgan advised. "If you are hiring people to do data entry, ask them to enter a bunch of data. If you are hiring people to stack boxes, ask them to stack a bunch of boxes. Sim- ply asking several applicants to compete the same job-related test will give you a good idea of where they stand in relation to each other." SSO Hiring Practices When looking for new employees, operators should start with sources that have produced successful results in the past, but also expand to include new sources to widen the search, accord- What Today's Employees Want When looking for high-quality, trustworthy employees who want to grow with a company, there are eight self-building factors the best (high-performing/self-starting) employees look for in employment op- portunities, according to Bruce Tulgan, founder of Rainmaker Thinking Inc., a management research, training and consulting firm. 1. Performance-based compensation. Financial compensation must be competitive in the marketplace. But much more impor- tant than the actual salary, employees want to know their compensa- tion is not limited by any factor other than their own performance. They want to be assured that if they work harder and better, they will be rewarded in direct proportion to the value they add. 2. Flexible schedules. Employees want to know that as long as they are meeting goals and deadlines, they will have some control over their own schedules. The more control, the better. 3. Flexible location. As long as they are meeting goals and deadlines, employees want to know they will have some control over where they work. To the extent that working in a particular space in a particular building is required, they want to know they will have some power to define their own space (arrange furni- ture, computers, artwork, lighting) to their liking. 4. Marketable skills. Employees are looking for formal and informal training opportunities and want to be assured they will be building skills and knowledge faster than they would become obsolete. 5. Access to decision makers. Employees don't want to wait until they climb the ladder to build relationships with important leaders, managers, clients, customers, vendors or coworkers. They want access right away. 6. Personal credit for results achieved. Employees don't want to work hard to make somebody else look good. They want to put their own names on the tangible results they produce. 7. A clear area of responsibility. Em- ployees want to know they will have 100-percent control of something, anything, so they can use that area of responsibility as their personal proving ground. 8. The chance for creative expression. Employees want to have a clear picture of the parameters that will constrain their creativity so they can imagine the terrain in which they will have freedom to do things their own way.

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