The Brattleboro daily reformer. (Brattleboro, Vt.) 1913-1955, 1920-12-11
FINDING GOOD sALEsPEOPLE.
How One New York Sore Selects It's
~ Efficient Helm.

Why certain speciality stores are able
ITO secure the services of efficient sales
people when others are deplering the in
efficiency of theirs may. perhaps, be due
to a variance in the systems under which
they work, as outlined in the New York
Times.
The first principle that governs the
hiring Of an employee, in a store which is
noted for its quality of service, is that
the cost of hiring is too high to make it
pay to have mistakes that result in "un-
hiring" Through tests the employment
manager is assisted in judging the worth
of the applicant. These tests. a general
sizing up and a quick following up of
references, enable him to get the infOr-
nation be desires concerning the Charac-
ter and the qualifications of the prospec-
/ tive enplOye.
Once his favorable decision is made
comes a most important step in the syS-
tenn. In this store the introduction of
the employe is one that embraces a com
plete description of the store and what
almost might be called a social function.
First of all, the employment manager
places in the hands of the person he has
engaged folders which explain the pen
sion plan of the store and the mutual
benefit association organized to maintain
a fund to provide for its members in case
of sickness or death.
Following a full explanation of the
store and its methods. the newcomer is
Y StHINtfhH II ii man. III II iHth ANtiulttd
to pass a physical examination. When
the new employe has been given a com-
prehenSiVe idea of the store and his or
her place in it, the host or hostess of the
department to which the person is as
signed is called in TO provide introduc-
tions in that department. BY that time
it is the luncheon hOur and the stranger,
who in reality is no longer a stranger.
is the guest of the house at midday
meal.
So far. the effort has been made to-
make the newcomers arrival in the Or-t
yanization just as friendly and as warm I
as possible. From that point on it has
been the object of the store executives to
prove that the real opportunities await
those who will do their work well. Three
methods, of payment are used. Salaries |
with two or three per cent commissions
paid above the quota of the various de-
partmentS, salaries and commissions
and straight commissions with drawing
accounts.
The quota, for those departments in
which they are operated, are based on
the sales record over five years. But
they are not infexible, which is con-
sidered an important point. Each
month these figures are carefully exam
ined to discover if the quotas still repre-
sent fair goals not so difficult to reach.
In considering these quotas the employ
ment manag who is in charge of this
work bears in mind the condition of bust
ness. the kind of merchandise sold and
all factors that might influence the sale
of goods. As the final check on such in
veStigatiOn, employees are encouraged to
report any inequalities that may crop
up from time to time. SO far the adj
justments made by the employment man
ager seem to lave been thoroughly done.
because few complaints have been re-
ceived from the salespeOple.
For new departments where the store
has no way of determining the basis for
establishing quotas a straight salary
coupled with a commission of One-half
Of one per cent on sales is the system
used. (
From the foregoing description of the
services which the employment manager
performs. it is evident that his position
is a very important one in the OrganiZa-
ton. Beginning with a centralized en-
ployment plan where he is the sole arbi-
tor Of an applicants fitness, his work is
not only to hire people but to keep them
hired. Every agency for holding the en-
ploye, once that emplOyP is obtained, is
in his hands. so that no department die
tator can undo his work. For the dis
charge of an employe the O.. X. of three
executives is required-that of the su-
p~erintendent, the department head, n
the employment manager. The last IS
frequently able, by a transfer from one
department to another, to help the en-
plove to do better.
The salaries paid in quota, as we'll as
in other departments, begin. for sales
people, at So n week, with commissions
added. Junior statesmen and salesWOmen
are paid S14 a week and commissions
NOn-Selling help on stock are started at
S12 a week. The minimum for the en-
tire store. which includes messengers, is
so a week.