Every retail leader has faced it: a team member who is not meeting expectations, but who has real potential. Handled badly, performance conversations push good people out the door. Handled well, they build trust, lift results and strengthen your culture. Here is a practical approach. Get clear on the gap Before you speak to anyone, define exactly what is falling short. Is it sales conversion, punctuality, product knowledge or attitude? Gather specific examples rather than general impressions. Vague feedback such as "you need to step up" leaves people anxious and confused. Clear, observable facts give them something they can actually fix. Check the basics first Underperformance is often a symptom, not the cause. Ask yourself whether expectations were ever properly explained, whether training was adequate and whether the person has the tools and support they need. Sometimes a rostering clash, a personal challenge or an unclear role is the real issue. Starting with curiosity rather than blame leads to better outcomes. Have the conversation early and privately Waiting until frustration builds only makes it harder. Choose a private moment, open with what the person does well, then describe the gap using specific examples. Listen carefully to their response. Agree on a short, realistic plan with clear measures and a check-in date, and put it in writing so everyone is aligned. Coach consistently, then follow through One conversation rarely changes behaviour. Offer regular, short coaching sessions, celebrate progress and adjust support if needed. If improvement does not happen despite fair opportunity and support, follow your formal process and seek HR guidance where appropriate. Fair, documented, respectful management protects both the individual and the business. It also helps to look at your own role in the picture. Ask whether you give regular recognition as well as correction, and whether people know where they stand without waiting for a formal review. Teams that receive frequent, honest feedback rarely experience nasty surprises. When difficult conversations are part of normal, respectful communication, they feel far less threatening, and people are more likely to lift their game rather than quietly update their CV. Your performance conversation checklist Have I defined the gap with specific examples? Have I confirmed expectations and training were clear? Have I considered any barriers outside the person's control? Is the conversation private, calm and balanced? Have we agreed measurable goals and a review date? Am I following up on the agreed date? Your best people are watching how you treat those who are struggling. Fair, honest and supportive management keeps your high performers loyal and gives everyone a genuine chance to grow. Need to hire permanent retail talent who fit your culture and standards? Speak to the Retailworld team at www.retailworld.co.nz.

A new starter's first fortnight shapes whether they stay for two years or two months. In retail, where trade never pauses for training, onboarding is often squeezed between deliveries and busy Saturdays. The good news is that a simple, consistent process makes a real difference to confidence, service quality and retention. Start before day one The experience begins the moment an offer is accepted. Send a short welcome message confirming the start time, dress code, parking or transport details and who they will meet first. Prepare their uniform, system logins and locker in advance. Nothing undermines a good hiring decision faster than a new starter standing at the counter while someone hunts for a password. Build the first week around real tasks Avoid the information dump. Spread the learning across the week: product knowledge, point of sale, service standards, safety and store routines. Mix short training sessions with supervised time on the floor so skills are practised straight away. Set clear, achievable goals for each day so the new starter knows exactly what good looks like. Assign a buddy, not just a manager A trusted buddy answers the small questions people hesitate to ask their manager. Choose someone who models your standards, enjoys helping others and has the time to do it properly. Give them a simple guide so the experience is consistent across shifts and stores. Recognise the role too, because buddies often become your future team leaders. Check in early and often Schedule conversations at the end of week one, at 30 days and at 90 days. Ask what is going well, what is confusing and what support they need. Early feedback lets you fix small issues before they become resignations, and it shows new starters that their voice matters from the start. Finally, remember that onboarding does not end when the induction does. New starters learn the unwritten rules of your store by watching how leaders behave, so be consistent about the standards you expect. Ask recent hires what they would change about their first fortnight and act on it. Retailers who treat onboarding as an ongoing project, rather than a one-off event, build teams that are more confident, more engaged and far more likely to stay. Your onboarding checklist Welcome message sent before day one Uniform, logins and equipment ready and waiting Written first-week plan shared with the new starter Buddy assigned and briefed Check-ins booked for week one, 30 days and 90 days Feedback gathered to improve the process each time Strong onboarding is not about big budgets. It is about being organised, welcoming and consistent, so every new team member feels set up to succeed. Looking for permanent retail talent who are ready to hit the ground running? Speak to the Retailworld team at www.retailworld.co.nz.