Progressive Grocer Independent

OCT 2016

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14 | Progressive Grocer Independent | October 2016 Department Managers Business I f employees are a retailer's greatest asset, what superla- tive is left to describe depart- ment managers? If department managers are so valued, why do we do so little in the way of providing specific training and developmental opportunities? No conferences are designed specifically for them, and they rarely attend industry conven- tions. No training courses or books are dedicated to becoming a better department manager. is extraordinary contradiction inspired the creation of the first-ever, industry-wide 2016 Supermarket De- partment Manager Survey, a collab- orative effort from Food Marketing Institute, e Retail Feedback Group and Harold Lloyd Presents. e survey sought to determine whether department managers love their jobs, and if not, what can be done to improve their job satisfaction, and ultimately their overall performance and their company's profitability. Methodology With few exceptions, the companies participating in the survey are of the highest caliber. Below-average com- panies tend not to want to know bad news. Good companies want to be- come better, and the great companies want to become greater. If retailers can gain some insight into their depart- ment managers' attitudes, they will make improvements. e web-based survey was open to all department managers from chain and independent supermarket retailers. Some 1,692 department managers 2016 Supermarket Department Manager Survey reveals degrees of happiness and frustration. By Harold Lloyd Department Managers Speak

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