Bad Boss Nightmare: How to Handle Stressful Situations in A Retail Environment
Submitted By: Catherine Bee, James Manzanares, and Julie Stinson
Salt Lake Community College COMM1010-F16-PACK October 31, 2016
TABLE OF CONTENTS
Table of Contents ………………………………………………………………………….2
Executive Summary ……………………………………………………………………….3
Project Description………………………………………………………………3
Case Study…………………………………………………………………………3
Identifying The Problem……………………………………………………….3
Why It’s Important……………………………….…………………………….3 Solution………………………………..………………………………………….3 Methods……………………………..…………………………………………….4
Project Description ………………………………………………………..5
Case Study…………………………………………………………………………5
Designing the Training Program……………………………………………………………….6 Developing the Training Program……………………………………………………………..6 Implementation of the Training Program……………………………………………………8 Evaluating the Training Program………………………………………………………………8
Methods…………………………………………………………………………………….10
Past Solutions…………………………………………………………………………………….10 Brainstormed Solutions……………………………………………………….11 Contingencies……………………………………………………………………11
How To Solve Contingencies…………………………………………………12
Solution Criteria………………………………………………………………..12
Solution Table…………………………………………………………………..13
Conclusion…………………………………………………………………………………15
Works Cited and Consulted……………………………………………………………..16
EXECUTIVE SUMMARY
PROJECT DESCRIPTION
CASE STUDY: The case study is an actual situation which unfolded on a busy Saturday afternoon in a local Salt Lake City Walmart Supercenter. It is a perfect example of a situation between two managers that was caused by bad reactions to stressful situations. This is the case we based our solutions and group project on.
IDENTIFYING THE PROBLEM: Walmart is a stressful place to work when the store is understaffed and associates can’t keep up with issues that compact on each other. Too often we become victim to the stress and pressure, and inadvertently lash out at other associates. We need to teach and train our associates how to cope with the stress of a busy, overwhelming work environment, and how to respond to other associates when they are treated with disrespect and hostility.
WHY IT’S IMPORTANT: It is important to find a solution to this problem because it is costing our company financially in turnover, hurting our morale, and tarnishing our company’s reputation. On average, turnover is 70%. Morale is low in stores that do not have respectful, open lines of communication, and many good associates who could promote in the company and eventually run their own profitable stores, quit to work for other companies that treat their associates better. Although Walmart has great policies in place to ensure respectful and open communication, such as Walmart’s Values and Behaviors and The Open Door Communications Policy, they aren’t always followed as Mr. Sam intended.
SOLUTION: We will build a PowerPoint Presentation to address this issue. In the PowerPoint, we will cover stress management, communicating with respect, and how to respond to another associate who is not communicating with respect and is being hostile to other associates. This PowerPoint will be presented by the Training Coordinator three times per day for a week, and three times overnight (may be presented by Overnight Assistant Manager). After the presentation associates will be given an assessment consisting of ten multiple-choice questions. The associate must pass with 80% or more, or will have to review the presentation.
This presentation and training will be mandatory for all hourly and salaried managers. The Training Coordinator will be responsible for ensuring completion of all associates. This will then be reported to the Market Human Resources Manager for training documentation and nationwide company compliance and certification.
METHODS: Our team used the reflective thinking process to come up with an easy to implement solution to a perennial retail problem. Using team building skills and brainstorming, we were able to 1) define the problem, 2) analyze the problem, 3) establish criteria for a solution, 4) generate possible solutions to the problem, 5) decide on a solution, and 6) implement the solution. We met every week for four weeks to work together and compose a solution to the issue presented. Each week’s methods and progress will be lined out.
PROJECT DESCRIPTION
CASE STUDY: The following situation is a real situation one of our group members observed firsthand at a local Salt Lake City Walmart Supercenter. At this particular store, they are shorthanded on associates, both cashiers and salesfloor associates, especially in service areas. Most cashier-trained salesfloor associates come in at 1, and the bulk of the cashiers come in in the afternoon/evening, with usually six beginning at 2:00 p.m. This situation happened on a Saturday afternoon at 12:30 p.m., before the afternoon associates were arriving and while most of the morning associates were on lunch.
This situation happened between Co-Manager “Joseph” and Assistant Manager “Katie”. Katie is responsible for managing the front end, meaning the cashiers, courtesy associates, and service desk associates. She was conducting an interview with an applicant, and the front end was extremely busy. The CSM’s (Customer Service Supervisors) repeatedly called for help over the radio, even though all available cashier-trained associates were up there, including 2-3 other Assistant Managers. Co-Manager Joseph began to get angry that Katie wasn’t up assisting the front end. He kept calling for her over the radio, but she didn’t respond because she was conducting her interview. He finally found her in the personnel office, and the following altercation occurred in front of the applicant, her guardian, and many associates that were either in the office or in surrounding areas:
Joseph: So, are you just ignoring your radio?
Katie: No, I’m in an interview.
Joseph: So, you didn’t hear us calling for you?
Katie: No, I took my earpiece out. I’m in an interview.
Joseph: Well ya coulda said that. We need you on the front-end RIGHT NOW. YA OWN THE FRONT END!
Katie: I don’t think I appreciate the way you’re talking to me in front of my applicant. Joseph: Well if you don’t like it then we can talk about it in the office later. (Storms off)
Walmart operates on 4 Basic Beliefs that Sam Walton, the company’s founder, created. They are 1) Respect for the Individual, 2) Service to the Customer, 3) Strive for Excellence, and 4) Act with Integrity.
Joseph was obviously trying to take care of the customers on the front end, but he will never get on a register himself, which violates rule number 2. He seems to think that because he’s a Co he doesn’t have to actually help someone, but rather call and delegate the task to someone else, even if the customer has to wait ten times as long as it would have taken for him to help them. He obviously violated rule number 1. The rule at Walmart is if you have an issue with someone, you take it off the salesfloor, preferably into an office where you can discuss the issue RESPECTFULLY. You never discuss it where customers can hear, and you don’t discuss it in front of other associates, coming back to rule #1. Katie was appalled at how he had yelled at her in front of her applicant and other associates. Those that observed the altercation were speechless.
Joseph was stressed and angry that the front end was so busy, and he perceived that able associates were simply choosing not to help. He didn’t stop to think that they were possibly working on something equally important. He didn’t handle the situation well, and offended many associates and a potential associate.
Our group will analyze the problem and through the reflective thinking process we will come up with a solution to help associates handle stressful situations, how to communicate respectfully, and how to handle an associate that is being hostile and/or disrespectful.
DESIGNING THE TRAINING PROGRAM:
The proposed training was developed with three objectives in mind:
Objective #1: Employee’s will learn methods to communicate effectively and respectfully, during busy and stressful times.
Communication is a powerful tool and encompasses many aspects to be effective. Learning to communicate effectively takes practice, skill, and an ability to listen.
Objective #2: Provide tips on how to manage and balance stress within the workplace
Objective #3: Conflict resolution methods
The course will be delivered as mandatory training to ALL employees at Walmart. The training will be delivered via PowerPoint. The training will run the span of a week at a time, where employees will be able to access it numerous times throughout each shift. Employees will have to re-take the PowerPoint training 1x every calendar year.
Managers and Supervisors will allow employees to participate in the PowerPoint training during their scheduled shift, and arrange for proper coverage during the training.
Management will maintain a list of all employees that have completed the PowerPoint training and will be required to see that each employee completes it within the specified time frame.
DEVELOPING THE TRAINING PROGRAM:
After completing the PowerPoint training, each employee will be quizzed on his or her comprehension and knowledge of the training with a 10-question multiple choice quiz. They must pass with 80% or better, or will need to retake the PowerPoint training. Once an employee has passed with a satisfactory score, a certificate of completion will be generated for them to present to their immediate Supervisor. The certificate of completion should be added to each employee’s yearly training log.
IMPLEMENTATION OF THE TRAINING PROGRAM:
- Develop the PowerPoint training module.
- Create the pool of questions, select the ten best questions that will test comprehension and knowledge.
- Design the certificate that will be generated, once PP training has been passed successfully.
- Include Log for Managers to track employee completion of training.
- Create employee feedback form for comments about the training, such as ways to improve it, was it informative and helpful, was it easy to understand and comprehend?
EVALUATING THE TRAINING PROGRAM:
Level 1:
- Evaluate employee feedback.
- Determine if employees obtained the knowledge, skills, and attitudes intended with our training.
Level 2:
- Determine if employees mastered the training material.
- Make any necessary adjustments, additions, or modifications to our training PowerPoint for subsequent trainings.
- Evaluate number of employees that didn’t complete the training and determine appropriate actions to take as this was a mandatory training.
Level 3:
- Follow-up with employees at a quarterly staff meeting to see if employees have been able to implement the training.
Level 4:
- Determine the value of the program. Was it beneficial as originally anticipated? Has it been effective in communicating the training we intended?
- Has it been cost productive?
METHODS
We are trying to find a solution of how Co-Manager Joseph could have handled this situation better. Should he have been written up for his behavior? How we can prevent it from happening again? There was a lack of communication between Katie and Joseph. Joseph was demeaning and rude to Katie, and embarrassed her in front of an applicant. Our team used the reflective thinking process to find multiple solutions to our problem. After evaluating the situation that needs to be resolved, we used problem solving and critical thinking skills to determine some of the best and effective solutions.
SOLUTIONS THAT WERE USED IN THE PAST:
- The Open Door Policy- Office door is open anytime for employees that have issues that needs to be discussed. It works very well to get problems resolved and keep lines of communication open. It’s one of the most effective policies.
- Sundown Rule- Management that has brought an issue to answer the issue or get back with the employee giving them an update by sundown that day. It’s a simple way to solve a problem. But, it’s not so efficient if it’s a more complex problem, one that will take sometime to research. It helps everyone and does not hinder anyone.
- Ethics Hotline- If an employee isn’t satisfied with an answer given after going though the local chain of command or if they want to report it anonymously, they can use this method. It can be more effective and efficient if the employee wants to remain anonymous or the situation warrants a solution outside the store. It helps employees who are afraid of retaliation. It does not hinder anyone. Sensitive issues have been resolved using the Ethics Hotline.
- Coaching for Improvement Policy: First step is a conversation about what needs to change. Second, third, and fourth steps are written coaching, and after the third written the employee is terminated if said behavior has not changed.
SOLUTIONS WE BRAINSTORMED:
- Immediate discipline for associate that behaved badly.
- Provide additional team training to enhance cohesiveness.
- Cut some of the middle management. Not everyone should be in charge.
- Offer additional training on handling stressful situations.
- Provide a second option for back up when someone else is unable to be located.
- Discover a way in which employees can notify others of their status.
- Allow for a third party mediator to discuss the situation with employees who are in the conflict.
- Monitor peak times and don’t conduct interviews during peak times.
- Handle insubordination issues in a timely manner.
- Give employee a $1,000 bonus for having to navigate a hostile work environment.
- Utilize the Ethics Hotline.
- Escalate incident swiftly but with proper chain of command.
CONTINGENCIES:
- Associates don’t take or complete the training in a timely manner.
- Training is not considered “Mandatory” therefore, there’s no reason to take it.
- Training is not understood or taken seriously.
- Power Point is too time consuming so productivity is falling and work load is increasing.
- Not enough staffing to allow for presentation training.
HOW TO SOLVE THESE CONTINGENCIES:
- Set a specific time frame in which training will take place: Either as a new hire, or if not completed by a certain date/time access is revoked until completion.
- Making training “Mandatory.”
- Change Power Point to computer based module (CBL) when employees can take it when they have extra time.
OUR SOLUTION SHOULD:
- Create a solution that doesn’t allow for a hostile work environment.
- Allow for upper management to be more accountable for their actions.
- Should facilitate communication in a non-confrontational manner.
- Should allow for employees to be able to report up/down the chain of command.
- Needs to apply effective communication principles we are learning from class.
SOLUTION TABLE:
|
Solution 1
Provide a second option for back- up when someone is unable to be located |
Solution 2
Provide additional team training to enhance cohesiveness |
Solution 3
Offer additional training on handing stressful situations |
Solution 4
Allow for a third party mediator to discuss the situation with employees who are in conflict |
Solution 5
Monitor peak times and don’t conduct interviews during those peak times |
Solution 6
Immediate discipline for associate that behaved poorly |
| Has to create an environment that doesn’t allow for a hostile work environment |
5 |
5 |
5 |
4 |
5 |
1 |
| Has to allow for upper management to be more accountable for their actions |
5 |
5 |
5 |
5 |
5 |
5 |
| Should facilitate communication in a non- confrontational manner |
5 |
5 |
5 |
2 |
4 |
1 |
| Should allow for employees to be able to report up/down the chain of command |
5 |
3 |
3 |
5 |
4 |
5 |
|
Needs to allow for implementation of effective communication principles learned in class |
5 |
5 |
5 |
5 |
5 |
4 |
| Totals: |
25 |
23 |
25 |
21 |
23 |
16 |
CONCLUSION
Retail life is always stressful. There are always too many customers, not enough associates, and too many tasks to complete. We all become overwhelmed and stressed, but we need to learn to deal with it effectively, and not take it out on those who are there to help us and work beside us. We need to communicate respectfully and effectively, and we also need to know how to respond to hostile and disrespectful situations without perpetuating the cycle.
Our group used a real-life case study of a hostile, stressful retail environment to propose a solution to teach employees how to handle stressful situations, how to communicate effectively and respectfully, and how to respond to hostility and disrespect in the workplace. Together over the course of four weeks we met, called, and e-mailed each other to keep our group project flowing well. Using the reflective thinking process, we were able to compose a brilliant solution to a perennial retail problem. We worked together very cohesively and constructively with constructive feedback to create the best possible solution. Luckily, we all worked equally hard and diligently, and we didn’t encounter any problems that groups typically encounter, such as members not doing their fair share of work, arguing, or not being able to decide on solutions or what member is assigned which part. We had a very constructive group, and this project has taught us many skills we will continue to use both in our personal and professional lives.
WORKS CITED AND CONSULTED:
Julie Stinson's ePortfolio 