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Welcome to the Marketplace. This site features articles of interest to independent grocers. |
CORGA's trade magazine
 That first day on the job |
| by Robert W. Wendover. Think back to your first day with the company. Even if you're a member of a family owned business, you can vividly remember those first eight hours in a new, and somewhat strange, environment. What did the company do well? Where could they have improved? What would you have changed? A person's first day on the job sets the impression for their entire stay. Studies indicate that how employees view their job in the first few months is substantially dependent on the transition they make at the beginning. As we all know, the majority of turnover takes place in the first 60 days. So what can be done to ensure that every person's orientation is a happy and productive one? Here are a few ideas: Anticipate their needs. What will they be thinking? Here's a sample: "Where's the bathroom? Where do I eat? Who do I eat with? What am I supposed to wear? Where do I park my car? How do I clock in? What if I screw up something really simple? What if I've made a mistake in taking this job?" Does any of this sound familiar? All new people go through this phase, some better than others. The emotional challenges of fitting in are paramount in the new person's mind. So why not make a list, more extensive than the one above, and answer those questions at the very beginning? Once you've put the person's mind at ease, he or she will be more likely to focus on learning the tasks at hand. Get them working immediately. It is common in many organizations to subject new people to several hours of policies, procedures, rules and regulations before hitting the floor for the first time. What would that say to you? "These people sure have a lot of rules. I spent the whole day learning what I can and can't do." Instead, put them on the floor straightening shelves and replacing items left by customers at the front end. This gives them a chance to orient themselves to where different products can be found and feeling comfortable in the new environment. A new employee's worst nightmare is not being able to answer the most common of customers' questions. You might even buddy them up with another new person so they have someone to talk to and consult with. Make orientation a priority in your day. The life of a retail manager is one distraction after another. But first impressions are lasting. If new people see you being interrupted every two minutes, they will draw two conclusions: 1) "S/he doesn't have time for little me" and 2) If I do have a question, it's okay to interrupt at any time and any place." Take the time to do it right. After all, your livelihood depends upon their performance. If you are the store manager, give them your undivided attention while welcoming them to the store. If you are leading the orientation and/or training, focus on the task at hand and make it clear to those who might interrupt that someone else will have to deal with their "crises." While waiting in line at a store, I watched the front end manager training a new checker. She would provide a couple of instructions and be off to help a customer. Then she would return for a couple more instructions and then be off to deal with a situation five lanes down. Each time, she would be gone for three to four minutes and the trainee would stand there afraid to touch anything. I wanted to go over to the trainee and say, "It's not you. It's the manager's problem, she's not doing a good job." Buddy them up. Find willing, non-supervisory, employees who have been in the store for three months or more and introduce them to the new people. Ask them to show these new people "the ropes." The experienced person does not have to be in the same department. But he or she does have to work the same basic shift and be interested in helping others. Other than giving them a brief outline of what you would like them to do, refrain from giving them step-by-step instructions on how to befriend this person. Let nature take its course so they can get to know each other. Check back after five days on the job. Most managers with whom I talk make a practice of checking back with new employees 30 days after they've started. The problem is, a percentage have already quit for a variety of reasons. Let's face it, not all resignations are new people who just don't like the work. A number are because of ineffective managers and a host of store policies and practices. Five days gives a new employee enough time to develop impressions and decide whether s/he likes it there. If there are problems, you have much better chance of finding them after five days rather than thirty. The first day of any job sets the stage for what's to come. Let's make the most of it. |
 Energy deregulation |
If you're confused by new energy choices created by the deregulation of Ohio's natural gas utilities, you're not alone. The Ohio program for gas utilities has gone statewide. Customers of Columbia Gas, East Ohio Gas and Cinergy now face customer choice. Deregulation of electricity seems eminent, according to Craig A. Glazer, Chairman of the Public Utilities Commission of Ohio; however, what shape that deregulation will take is still a matter of debate. Many CORGA members have phoned the office seeking help answering questions about deregulation and tips on how to make informed decisions about utility choices. A flurry of mailed advertising offering a variety of programs to capitalize on deregulation has only added to the confusion for some. According to a syndicated study just completed by The Second Opinion, a company specializing in marketing and brand strategy, energy deregulation ranks as one of the top three issues facing trade associations. "Trade associations have everything to gain from deregulation," says Peter Juergens, a senior consultant with The Second Opinion. "In states where deregulation is occurring, we found that associations are examining options, such as power supplier, product and service offerings, and anything else that increases the competitiveness of their members." The report, entitled "Trade Associations: The Silent Aggregators," covers 20 trade associations active in deregulation activities and included The Food Marketing Institute, Steel Manufacturers Association and National Association of Convenience Stores. For more information, call the CORGA office, 614-868-1116. We're not concerned with being the first out of the gate with an energy program. We are concerned with being best. Although CORGA programs have often been described as progressive and innovative, clearly, when it comes to energy, there is still much to be learned. Our goal is to make an informed recommendation based on actively participating to design a competitive and flexible utilities program that benefits the independent retail customer. Since early this summer, the office has been scanning the literature on Ohio's deregulation and monitoring program development by other organizations. We have also been discussing program design with several other groups serving independent grocers to determine whether we can pool resources for a more competitive rate. Our reasons for moving cautiously are: ´Deregulation is relatively new and, consequently, the market is still undergoing a shakedown. ´By watching how the market develops and what features emerge through the endorsed programs of other associations, we learn from their trials and errors while minimizing the risk . Two pressing questions here are: What can you do now to ensure you are able to take advantage of whatever benefits are to be gleaned from deregulation? More importantly, how do you avoid getting locked into a program just before a better rate and service package comes along? Begin by asking marketers about start-up fees and whether the rates offered by the marketer are fixed or fluctuate with the season. There are no guarantees that prices will go down with deregulation; however in other deregulated markets, prices have declined for many utility customers. While prices will be set by the laws of supply and demand, each marketer also will have fixed delivery costs. Many customers will focus on price, but you should also consider service reliability, financial stability of the company offering the energy service, how and when you use energy, and how you will be billed for that usage. Is the company asking for special terms and conditions? What is the length of the contract or agreement and does it automatically renew? Is there a cancellation fee? Ask suppliers if they are on a state-approved list or if they have been certified or licensed by the state. (For a list of recommended questions, see our "Checklist" below.) Also, you can research energy issues by reading the guide published by Energy.com or by visiting this excellent web site, located at www.energy.com on the Internet. Look here for news updates on Ohio deregulation, the Energy Values Guide, which lists Central Ohio natural gas marketers and topics such as: ´How to choose an energy supplier Watch your mail for updates on CORGA's own energy findings or announcements of a new CORGA energy program. All programs developed for CORGA members are designed by independent retailers who, like you, want services and fee schedules that are competitive, reliable and easy on the bottom line. By doing our homework now and by not skipping any necessary steps along the way, we're confident the end result will be a superior program that addresses the needs of our independent retail grocers.
Key Energy Questions Checklist
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