Chapter 638 Engagement (Twenty)

• Approaching the end of the year, Chadwick Fullner organized an evaluation activity for the company, recognizing the "Best Store" and "Best Employee". Upon selection, generous bonuses were awarded. Furthermore, the overall performance growth rate of all stores throughout the year, along with the complaint rate and customer satisfaction rate, were comprehensively assessed. According to Chadwick Fullner's judgment, the top three stores with the highest overall scores received additional bonuses on top of their year-end rewards, benefiting all store employees.
• Conversely, the bottom three stores saw their year-end bonuses either fully deducted or halved for all employees. The store manager of the lowest-ranking store had their year-end bonus revoked and was dismissed from their position. The manager of the second-to-last store had their bonus revoked and was placed under observation, while the manager of the third-to-last store had their bonus halved.
• This evaluation system had been announced well in advance, with quarterly assessments and a comprehensive year-end review. The evaluations primarily focused on performance growth rate, complaint rate, and the implementation of company decisions. While this system created pressure for both store managers and employees, it also served as motivation for them to enhance their store's performance.