After realizing that its incentive-based plan was too generous for many warehouse workers, Pep Boys decided to introduce engineered standards at its 600,000-square-
The result? Pep Boys is paying top performers more, it's paying mediocre workers less, and the company was able to dump the slackers.
In the July issue of industry newsletter "Distribution Center Management,"
* Moving from team-based to individual incentives.
* Setting minimum standards for workers. Those who fall below the goals are fired, those who exceed them are paid incentives.
* Providing a grace period for new hires and coaching for workers who are lagging.
* Creating a culture of accountability by sharing data with workers throughout the day.
Details on each of these strategies appears in the July issue of "Distribution Center Management" newsletter.
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