System to monitor sales performance
It is the Supervisor’s role to promote excellence in customer service, achieve sales
targets and monitor performance of their Department. Supervisors should ensure
data is recorded correctly so customers receive quality service and your store makes a
profit. Supervisors need to monitor and evaluate selling systems in order to see the
big picture and improve the strategy where necessary.
A supervisor’s three key functions are:

Implementation of store sales policies and procedures

Monitor the achievement of sales targets

Provide feedback and rewards
Step 1: Implementation of store sales policies and
procedures
Identify store policies and procedures related to selling
It is the Supervisor’s responsibility to ensure all policies and procedures which relate
to selling are understood and followed. All staff members are to be trained
accordingly. Our store manuals which relate to selling are:

Customer Service Standards, which include dealing with customer complaints
and greeting the customer.

Selling, which includes approaching the customers, establishing the customers
needs, presenting of merchandise, dealing with objection, selling related items
(add on sales), closing the sale.

Store Security Procedures, dealing with preventing theft and apprehension of
shoplifters, point of sale transactions dealing with cash register procedures,
credit, cheques and EFTPOS, refunds, returns, exchanges and repairs.
Monitoring staff selling performance
To ensure customers are satisfied with our service, and sales targets are met, in
accordance with store policy and procedures, it is essential that the Supervisor
monitors staff members at point of sale area for:

Implementation of store sales policies and procedures.

Accurate data entry (incorrect information put into the system can affect the
stock processes such as ordering and stocktake results, as well as lead to poor
sales and adverse customer perception)

Efficient sale processing of goods through the point of sale area (service and
selling quality is essential)

Appropriately matching customer needs to product and services.

Processing returns should include the reason for the return to determine whether
the problem is with the stock (faulty), or staff member sold the inappropriate
stock to the customer.

Store customer service and selling techniques are implemented.
Monitoring customer service is a critical factor in identifying deficiencies and making
improvements.
Evaluating staff selling performance
Our store has devised two ways to evaluate staff selling performance. The evaluation
needs to look beyond the sales result and into the area of procedural performance.
The Supervisor should regularly monitor performance in this area and provide
necessary feedback to staff.

Point of Sale Questionnaire: to be completed by the Supervisor on individual staff
members at least once a month (see attached)

Customer Satisfaction Questionnaire: is an informative way of measuring service
quality. Place at information stands throughout the store and encourage
customers to complete and return to the store.
Remember the Point of Sale area is often the last contact a customer has with our
store and last impressions count. The Point of Sale area provides opportunities to
reinforce our store image, advertise services, sell add ons and display coordinates.
Just because the store is achieving sales targets, it doesn’t necessarily mean that
everything is working well. The target may have been achieved because of a hard sell
approach by some staff members. The impact of this can be detrimental on return
custom and sales will reflect this in future months.
Step 2: Monitor the achievement of sales targets
Monitor sales staff
It is the Supervisor’s role to report staff performance, evaluate areas and identify
where further training is required to maximise profit. A sense of balance is required
to keep staff members happy, customers satisfied, reaching sales targets and
achieving required profit margins. To carry out the above, procedures must be
followed.
Setting sales targets
It is the responsibility of an accountant to allocate sales targets, which are then
approved by Store Manager and passed onto Department Supervisors. Department
sales targets are formulated based on previous trading patterns of the store. Each
Department is given a monthly sales target and it is the Supervisor’s responsibility,
on a daily level, to ensure targets are being met.
Recording of sales targets
Supervisors need to evaluate sales results as well as selling systems. Our store has a
computerised system which updates all sales information based on daily sales.
Supervisors have computer password to assess the Department sales targets and any
individual sales targets. Sales results should be circulated by superiors during staff
meetings. It is the Supervisor’s responsibility to print out daily sale sheet, file in
appropriate folder and complete store sales target sheet. A Sales Performance Chart
is updated daily and displayed on a staff noticeboard. (see Department Sales Report
attached)
Measuring sales performance
Our store measures sales performance in dollar terms and customer satisfaction. An
indication of dissatisfied customers could be from returns and complaints.
Our Company’s procedure for informing staff members of their sales performance
are as follows:
Performance Reviews: carried out on a monthly basis. Supervisors will complete
Point of Sale Questionnaire.
Performance Appraisals: carried out every three months.
Staff Meetings: Supervisors are to hold monthly staff meetings to improve
communication with staff members and reinforce sales targets and achievements.
Recognising and monitoring good service performance reinforces their behaviour.
Good individual performance should be discussed with all staff members at these
meetings. Further staff meetings can provide a forum for open and positive
discussion of grievance.
Training Sessions: Our Personnel Department provides monthly training sessions to
enhance sales performance. Supervisors must attend as an opportunity of being able
to refine and improve any changes with staff members. The advantage of monthly
training sessions is to practise changes by using role plays, ensure understanding of
revised or new policies and procedures.
If sales targets are not being met by staff members, personnel will offer and carry out

Workplace coaching (one on one)

Individual counselling
To improve sales performance, staff members are encouraged to improve their
customer service skills with signage posted in various locations in the store.
Step 3: Providing feedback
Feedback to management
Supervisors are required to report to Management as follows:

Daily: Department Sales Sheet (takings)

Weekly: Sales Performance Report

Monthly: Sales Performance Report
It is of paramount importance that these reports are completed correctly and
indicate:

The Sales targets for the month

Reason for not achieving sales targets or reason for exceeding sales targets

Action you plan to take if an individual or your department’s sales targets were
not achieved.

Feed back and rewards to be provided to staff for exceeding targets.
The reasons for achieving or not achieving sales targets need to be indicated. Take
appropriate action if staff member or Department sales targets were not achieved
and provide feedback to staff members for exceeded targets.
Providing feedback to staff members on sales performance
Supervisors must review results staff members are achieving and give appropriate
feedback. Recognising excellence in achievement of sales targets is motivating for
staff members, and provides incentive to continue enhancing their sales performance
in the future.
Recognising achievements can take a number of forms. The simplest is by personally
congratulating individuals and teams on their performance. The biggest reward one
can sometimes get is a pat on the back for a job well done. Tangible forms of reward
our Company offers are bonuses, team dinners or gift vouchers.
Our Company offers a number of incentives for staff members who achieve sales
target. They are:

Sales Employee of the Month

Team Member of the Month

Award for Outstanding Customer Service.
As a Supervisor, please nominate your staff member for these awards to the
Personnel Department. Please see bonus schemes for more information.
Poor performance
Giving feedback on poor performance is sometimes harder to do than giving positive
feedback. We need to look not only at why sales targets were not met, but what
remedies we can apply to improve performance. There are a number of strategies we
can implement to support sales staff that are experiencing performance problems.
Some ideas are:

Counselling

Training

Coaching

Job aids
Remember, when giving feedback to enhance a staff member’s performance,
wherever possible, give them an opportunity to improve.
Furthermore, as a Supervisor, the Personnel Department’s Human Resources
Manager is your support. For any staffing matters, please do not hesitate to contact
them for assistance regarding any staff member especially in the area of poor
performance.