Team Development – Case Study

Improved Hiring and Training Process Boosted Average Monthly Sales from $15K to $25K per Associate

A boutique clothing store struggled with underperforming hires, low sales per associate, and frequent turnover that disrupted team stability.

a group of people sitting at a table

PROBLEM

  • Only low-quality candidates were applying or showing up for interviews.
  • New hires frequently turned out to be a poor fit for the role.
  • Team members were frustrated by the low standards of new hires.
  • New hires underperformed and struggled to meet expectations.
  • Turnover was high, creating constant instability.
  • The repeated cycle of hiring and replacing staff drained time and energy from ownership.

PROBLEM

  • Only low-quality candidates were applying or showing up for interviews.
  • New hires frequently turned out to be a poor fit for the role.
  • Team members were frustrated by the low standards of new hires.
  • New hires underperformed and struggled to meet expectations.
  • Turnover was high, creating constant instability.
  • The repeated cycle of hiring and replacing staff drained time and energy from ownership.
  • The compensation structure didn’t appeal to high-performing candidates.
  • Job ads were generic and failed to attract serious applicants.
  • Interviews focused on personality and ignored key skills like sales and styling.
  • Hiring was done without input from the team, missing valuable insights.
  • There was no structured onboarding, leaving new hires unprepared.

DISCOVERY

  • The compensation structure didn’t appeal to high-performing candidates.
  • Job ads were generic and failed to attract serious applicants.
  • Interviews focused on personality and ignored key skills like sales and styling.
  • Hiring was done without input from the team, missing valuable insights.
  • There was no structured onboarding, leaving new hires unprepared.

DISCOVERY

SOLUTION

  • Improve the job description to attract stronger, more qualified candidates.
  • Restructure compensation to be more commission-focused.
  • Involve current team members in the interview and hiring process.
  • Assess relevant experience and job-specific skills during interviews.
  • Develop an onboarding and training plan to prepare new hires for success.

SOLUTION

  • Improve the job description to attract stronger, more qualified candidates.
  • Restructure compensation to be more commission-focused.
  • Involve current team members in the interview and hiring process.
  • Assess relevant experience and job-specific skills during interviews.
  • Develop an onboarding and training plan to prepare new hires for success.
  • Updated job descriptions with proven metrics that made the role more appealing—both in description and compensation.
  • Rolled out a new compensation model for all stylist roles that kept the base pay but doubled commission.
  • Used a refined interview question set focused on sales ability, styling experience, and team-player characteristics.
  • After the first interview, candidates met with team members for input and feedback.
  • Created a clear onboarding and training schedule, with structured steps—having current associates help train new hires to ensure focus and cultural alignment.

IMPLEMENTATION

IMPLEMENTATION

  • Updated job descriptions with proven metrics that made the role more appealing—both in description and compensation.
  • Rolled out a new compensation model for all stylist roles that kept the base pay but doubled commission.
  • Used a refined interview question set focused on sales ability, styling experience, and team-player characteristics.
  • After the first interview, candidates met with team members for input and feedback.
  • Created a clear onboarding and training schedule, with structured steps—having current associates help train new hires to ensure focus and cultural alignment.

RESULTS

  • The quality of new hires significantly improved.
  • Team members felt more involved, respected, and aligned.
  • Onboarding became consistent and effective.
  • Sales per stylist increased from $15K to $25K monthly on average.
  • The showroom built a stronger, more stable team and reduced the cycle of constant rehiring.

RESULTS

  • The quality of new hires significantly improved.
  • Team members felt more involved, respected, and aligned.
  • Onboarding became consistent and effective.
  • Sales per stylist increased from $15K to $25K monthly on average.
  • The showroom built a stronger, more stable team and reduced the cycle of constant rehiring.
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