Training in Retail

1. Case Study: Bringing Life to Sales Training Modules at Avon
LEARNING CIRCUITS, v7 n5 May 2006

     This article discusses how Avon uses character development in its training to make learning more engaging and compelling.

2. Retail Training
T+D, v60 n4 p52-58 April 2006

     Retailers have traditionally provided face-to-face training for customer service and product knowledge but experience 100 percent turnover annually. This article advocates creating a learning culture and using different learning delivery methods as ways to engage employees more fully and enhance customer service and satisfaction. If executed properly, employee training in retail can yield increased revenues, higher productivity, and motivated employees.

3. Flexibility Fuels Employee Development
T+D, v60 n4 p96-97 April 2006

     Solutions. Kum & Go, a Midwest family-owned convenience store chain, recognized the need to improve the skills and education of its employees. It has revamped its tuition assistance program and works closely with the Upper Iowa University to offer numerous undergraduate and correspondence courses.

4. A Higher Level of Learning
T+D, v59 n9 p32-36 September 2005

     At C Level. This interview illustrates the value Wegmans places on treating employees well and the importance of training. Sales growth is the key metric used by Wegmans. When sales increase according to Danny Wegman, it means the training employees received made the difference.

5. Wegmans, A Shared Vision
T+D, v59 n9 p37-44 September 2005

     This article describes the 'bubble charts' that define the competencies of the five job families at Wegmans. Using the five job families as the basis for all training enables employees to determine their personal career path at Wegmans. Wegmans employees are taught about the tools available to assist them with their career decisions. Staff use the chart to determine what career path to select and the learnings needed to develop in order to achieve their goals.