business 101

Tracking Stats and Staff Reviews… How to Build Motivation and Productivity

Gary Kaschak

The dreaded performance review. Perhaps you understand the importance of one, and perhaps not. Maybe the “lack of time” excuse has caused you to continue going down the same old path…expecting better results, yet changing nothing in the process.

Perhaps there were no prior reviews because you simply don’t believe in them as a valuable tool. Or maybe no individual metrics or statistical data for comparison have been compiled because you are not a “numbers person,” so you have ignored the importance of the individual data produced by each member of your team.

GATHERING DATA

Though it matters that you may have overlooked this data, what matters more is that you begin to track and analyze results right now—and that you listen to what’s being said by whom to customers so you can conduct a review that includes reliable data and plenty of examples.

The results will be immediate increases in productivity, effort, and sales. But, conducting a review that is both meaningful in content and lasting to its recipient will require time and energy. Without either, you will fall short.

Though the effort in accumulating the right data will certainly take time, the upside can and should result in a more motivated and spirited performance from staff members who may have been giving lackluster performances.

MAJOR ISSUES

There are a number of issues that arise during a performance review other than sales. They should include the following:

• Knowledge

• Initiative

• Organization

• Customer service

• Tardiness

• Self-starting

• Camaraderie

• Future development

Each of these issues is critical to the “whole is equal to the sum of its parts” theory. And, though these categories and others absolutely need to be addressed in a review, it is measuring the results of an individual’s sales and the path taken for those sales that deserve much of your focus.

I have always been a numbers guy, and have always been curious to look inside the numbers. But, don’t let my love for statistics intimidate you. On the contrary, tracking and analyzing statistics from an optical sale are among the easiest calculations to understand, analyze, and present to your staff members—not only at a formal performance review, but on a more regular, and preferably monthly, basis.

I recently conducted performance reviews of my staff members. I spent more than two hours with each person at a local restaurant where we reviewed strengths and weaknesses, contributions to the store, sales outcomes, etc.

THE BIG FOUR

While I did point out to each where improvement was needed, it was done in a productive way. My staff members are aware of the methods we use in tracking the numbers and are always curious as to where they stand in each category. Though I track every element of a sale, the most important to me are what we call the “big four” options sold per job. They are:

1. Anti-reflective percentage to sales

2. Second-pair sales

3. Digital sales to overall progressive sales

4. Average dollars sold in addons per job

The focus is strongly geared toward the numbers, but it is clear that the law of averages will provide each of us with an equal number of customers who simply aren’t interested in lens options. Over the course of time, averages are developed. Don’t let anyone tell you anything different.

CONSTRUCTIVE CRITICISM

How you say something can be almost as important as what you say. Here’s an example of constructive criticism in our recent reviews: One staff member had a 51 percent rate of anti-reflective sales for the year. That number might seem decent, however, it is the lowest on our staff and far below the store average of 68 percent.

I explained to this employee that though the national average is 29 percent, and thus she would be a superstar in many other stores, the bar has been raised in our store by the results of others. Therefore, her goal for the year is to improve against her own numbers.

Giving no consideration whatsoever to the results of others, I was able to turn a seemingly negative fact into a positive one by incorporating what I had learned about the national average. And, I took the pressure off of her to not have to compete with others.

This line of thinking was followed with every employee. The messages? Focus on yourself; improve in areas discussed; prepare; listen; demonstrate; acknowledge; learn; evolve; and, have fun. If you are good at what you do, the results will follow.

As for your responsibility as a manager or owner, have fun with your staff members. Create a friendly sales competition. Have teams and invent fun names for them.

For example, start by picking just one or two categories. Call it “Store Wars” or something else creative. Give out some small prizes or other sought-after rewards, such as time-off with pay. Do something you have never done before.

And, if you’re not already doing it, begin tracking the numbers from every sale. It pays off. EB

If you have questions regarding setting up Sales Statistics logs, contact Gary Kaschak at gkaschak@comcast.net.