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How to Define Employee Performance and Create Individualized Consequences

Fourth in the ORS management communication series.

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How do I hold good people accountable for their results while maintaining workplace harmony? When is "close enough" good enough? These are the dilemmas managers and supervisors face daily. How can you change behavior without creating morale problems or unwanted turnover? In the final installment of the ORS Management series, Vince Rath and Dayna Brown discuss the methods supervisors can use to clarify their tolerances and create responses tailored to each individual employee that can improve performance and maintain relationships.

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Ready to Relocate? Wilkerson Makes Your Move Seamless

When Brockhaus Jewelry decided to leave their longtime West Main Street storefront for a standalone building elsewhere in Norman, Oklahoma, owners John Brockhaus and Brad Shipman faced a familiar challenge: how to efficiently reduce inventory before the big move. Their solution? Partnering with liquidation specialists Wilkerson for a second time. "We'd already experienced Wilkerson's professionalism during a previous sale," Shipman recalls. "But their approach to our relocation event truly impressed us. They strategically prioritized our existing pieces while tactfully introducing complementary merchandise as inventory levels decreased." The carefully orchestrated sale didn't just meet targets—it shattered them. Asked if they'd endorse Wilkerson to industry colleagues planning similar transitions—whether relocating, retiring, or refreshing their space—both partners were emphatic in their approval. "The entire process was remarkably straightforward," Shipman notes. "Wilkerson delivered a well-structured program, paired us with a knowledgeable advisor, and managed every detail flawlessly from concept to completion."

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