A Squire’s Training    

What is your process for holding people and teams accountable to executing stated goals, tasks and objectives?

Chris: Making sure you have regular opportunities to review task progress and job completion through huddles, meetings, project status check-ins, all with minutes taken that clearly spell out any gaps in performance and assign names and dates for expected improvement and/or completion.

Encouraging vigorous dialogue around any roadblocks whether that be difficulty of initial task assignment or the wrong person was given the job task is critical. Allowing constant change in order to adapt work processes to drive towards the ultimate result is critical. The end result is key; you must be flexible and malleable during the production process so everyone sees they have productive input to achieve the desired result.

Jen: Progressive discipline is used to hold associates accountable for their actions and job duties. While counseling on discipline, additional training opportunities may come to the surface and we will re-train as needed.

What sort of culture is important for encouraging productivity? Company morale?

Chris: People like clarity and communication. If they know the rules of the game they are more likely to succeed in their current role and exceed expectations. If there is any miscommunication, clear directives crumble. One time my father Bernie told somebody to go “block the aisle” and they went and blocked off access to the aisle so that no customers could get to it… but what he really meant was to go pull the product forward on the shelves so it looks like a wall of product in the aisle! Great lesson on clear communication matching up with performance expectations.

You must consistently and honestly communicate any deviations positive or negative in relation to each specific job task and do it on a timely and regular basis. Creating this culture of accountability will inevitably increase productivity and morale. People respect when you pay attention to their jobs and provide constructive feedback. It is when you ignore poor performance or do not communicate deviation in expectations of job performance that lack of productivity and a decline in overall morale accelerates.

Jen: A culture of positive morale is obtained by accepting all individuals and allows for freedom of expression. We have suggestion boxes, hotlines, 2-way texting and an open-door policy that allows all associates to communicate, suggest and express concerns without judgement. We also have a social recognition program that allows for peer-to-peer recognition as well as manager-to-peer recognition. This keeps associates engaged and focused on doing better to achieve recognition as well as a job well done.

    Achieving Knighthood    

Talk about your performance review process

Chris: We utilize the performance review process for both compensation and succession planning. We start with the job description and assign a measurement scale based on the performance of each individual item. Then the associate completes a self-evaluation and scores each major job task within the job description. If it in their opinion deviates from or meets expectations whether favorably or negatively, they have to write specific examples why. The manager then does the same process, and they sit down either twice annually or once annually and attempt to close the gaps.

Succession planning is critical with each job, and it is made clear during this Performance Review process what the next job description level for their career tract is or what other jobs and career tracks may be available. We clearly define what soft skills, managerial skills, leadership skills or other developmental items are required to move to the next level.

Jen: Associate reviews are completed every 6 months. At the review session we ask the associate to identify what they have accomplished during this period and what additional training and/or goals they may have. Those associates who score above average, meet with the store manager and discuss development plans to get them into a position that increases their skills such as cake decorating, meat cutting or possibly management. Those that score below average also meet with the store manager to put a plan in place to get them to be more productive.

How do you use development plans?

Chris: Development plans are created for someone that is consistently not meeting the standard for the performance of their position or for somebody that’s ready for promotion and needs a clear path forward. We use third-party assessments that highlight key areas of opportunity for growth, and we also work mutually on areas the associate and manager identify as opportunities. Resources are applied in order to accomplish specific training, education and job skills enhancement over the course of the following year.

Jen: We use development plans to assist with associates that need further training and/or management of job duties. The idea is to get them performing at expectations on their own.

    The Knight’s Code   

How do you encourage continuous and ongoing improvements?

Chris: We are constantly pushing the envelope with performance expectations. Never settle for what has been done. Always set a goal for what may be able to be done, not what has already happened. Stretch goals and push people to challenge themselves to find ways to accomplish the task more efficiently and effectively. In one team meeting with executives years ago Bernie was asking for more performance and better results and one of the team members stood up and took his shirt off and asked, “Do you want my shirt off my back??”

Everyone has on their limits and it is on a good team leader to push for productivity without reducing morale. We try to find other market participants, industry studies or other individual examples where performance has exceeded all expectations. We applaud spontaneity and ingenuity while in addition allowing mimicking of other successes.

Jen: Continuous improvements are encouraged by regular feedback, on the spot training, regular daily training and the review process. Department managers work side-by-side with associates are able to offer regular feedback on a process/skill as well as on the spot training. It is feasible for a department manager to take 3 minutes and do a quick lifting training session or explain the proper way to store product with members in their department. We also have a daily training tool that will train and remind associates of key items that need to be reinforced.

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When a Knight trains his Squires, he is empowering them to grow through not only opportunity but accountability. Running a company, organization or team requires constant communication, assessment and feedback.  No, people are not widgets; however, whether you are an executive, manager, or line level associate, there are basic performance management practices that if applied organizational wide in an open, fair and consistent manner, it will pay dividends for morale and productivity.