Memo
Re: “QuikTrip” – Business Summary
2009 represents several years in a row that QuikTrip, the 24‐hour convenience store operating stores in the Midwest, Southeast, and Southwest, has been named in Fortune …show more content…
They are recognized by employees for their commitment to providing employees the opportunity to grow and succeed.2 All full‐time store employees qualify for a monthly store bonus, based on store profits and a customer service assessment score. The customer service score is based on a “mystery shopper” program. The bonus can amount to 20% to 25% of pay. Managers receive a small (10% of pay) additional bonus based on employee retention. Designed to reward those who work more hours, part‐time employees receive a tenure bonus, with an additional 25 cents per hour for each six months still on the job, plus a 25 cents per hour raise. Professional training is offered at 30 hours a year to hourly employees, and 24 hours a year to salaried. 3 With acquiring and developing human capital QuikTrip has a more of a traditional approach in making and not just buying talent. Two‐thirds of its corporate management personnel started at the entry job level in a store, including the CEO – Chet Caideux. Many others started in entry levels jobs in the corporate office. Employees are listed for promotion on the recommendation of supervisors. An action plan is developed for those who are not listed noting what …show more content…
If an employee drops off the list, they can earn their way back if recommended. When opportunities are slow for promotion, QuikTrip builds more stores.4 Upon hiring, all employees including administrative personnel are immediately orientated and enter a two‐week training cycle at QuikTrip. The intent is for everyone to accept the QuikTrip culture of being in business for its employees and to understand the business and what store personnel go through, regardless of whether they need that specific knowledge for their job. With staff development planned in a performance context,5 the result created is a great respect at the company for those working the stores.6 ,7 and an extreme high loyalty among the people to the company and to the Caideux family.8 QuikTrip caters significantly to its socially responsible employee base of Generation Yers9 by training employees on its volunteer SafePlace project at the same time they train for positions in the company. QuikTrip stores are pickup sites for youth in trouble. QuikTrip has been honored for its
Re: “QuikTrip” – Business Summary
2009 represents several years in a row that QuikTrip, the 24‐hour convenience store operating stores in the Midwest, Southeast, and Southwest, has been named in Fortune …show more content…
They are recognized by employees for their commitment to providing employees the opportunity to grow and succeed.2 All full‐time store employees qualify for a monthly store bonus, based on store profits and a customer service assessment score. The customer service score is based on a “mystery shopper” program. The bonus can amount to 20% to 25% of pay. Managers receive a small (10% of pay) additional bonus based on employee retention. Designed to reward those who work more hours, part‐time employees receive a tenure bonus, with an additional 25 cents per hour for each six months still on the job, plus a 25 cents per hour raise. Professional training is offered at 30 hours a year to hourly employees, and 24 hours a year to salaried. 3 With acquiring and developing human capital QuikTrip has a more of a traditional approach in making and not just buying talent. Two‐thirds of its corporate management personnel started at the entry job level in a store, including the CEO – Chet Caideux. Many others started in entry levels jobs in the corporate office. Employees are listed for promotion on the recommendation of supervisors. An action plan is developed for those who are not listed noting what …show more content…
If an employee drops off the list, they can earn their way back if recommended. When opportunities are slow for promotion, QuikTrip builds more stores.4 Upon hiring, all employees including administrative personnel are immediately orientated and enter a two‐week training cycle at QuikTrip. The intent is for everyone to accept the QuikTrip culture of being in business for its employees and to understand the business and what store personnel go through, regardless of whether they need that specific knowledge for their job. With staff development planned in a performance context,5 the result created is a great respect at the company for those working the stores.6 ,7 and an extreme high loyalty among the people to the company and to the Caideux family.8 QuikTrip caters significantly to its socially responsible employee base of Generation Yers9 by training employees on its volunteer SafePlace project at the same time they train for positions in the company. QuikTrip stores are pickup sites for youth in trouble. QuikTrip has been honored for its