Bob's Bath & Body (located in B.C.) is a bath product specialty store which focuses on providing extensive selections of soaps, bath accessories and body creams to their customers. They have two locations - one in Oak Bay and one in Esquimalt. Both locations are in outdoor malls. The business is non-unionized and has been operating for 8 years and both locations are profitable, but each imas some human resources issues that need addressing. Oak Bay and Esquimalt stores both have 7 staff each that include: store manager, two shift supervisors, two full-time customer service reps, and two part-time customer service representatives. All Shift Supervisors make $20 per hour and customer service representatives make $17 per hour. Lately, Elton, the store manager of the Esquimalt location has been increasingly worried about performance. The Esquimalt location sales revenue reports are down 20% for the past 2 quarters when compared with the previous year. Meanwhile the Oak Bay location has been experiencing sales revenue growth of 10% each quarter. Elton asked the Oak Bay Store Manager, Betty, what they were doing differently and found out that they introduced a performance pay plan. Betty confirms that the owner approved performance pay as long as it was risk managed - and linked to store revenue. She said her employees have become way more productive and sales oriented since launching the program. Elton is also concerned that the new 3 newer employees (less than 2 months) don't seem to have the basics down on some of the day to day responsibilities. When Elton asked the 3 newer employees about their first couple of months, Elton learns that none have had any on the job training with the shift supervisors or orientation to the store processes, policies and practices. the program. pivuuctive and Elton is also concerned that the new 3 newer employees (less than 2 months) don't seem to have the basics down on some of the day to day responsibilities. When Elton asked the 3 newer employees about their first couple of months, Elton learns that none have had any on the job training with the shift supervisors or orientation to the store processes, policies and practices. Lastly, when Elton talks with his 2 shift supervisors about his disappointment with the lack of orientation and training for the 3 new employees, he is met with defensiveness and resistance. Both shift supervisors say Elton's expectations are unfair because they never knew that training new staff was a performance expectation. Elton doesn't have a performance management system - but he assumed that Supervisors would just know" this is an expectation. The Esquimalt Store Manager, Elton, has called you as an HR Consultant to seek advice on the following: In consideration of the course content you have covered in Training & Development, Performance, and Rewards & Recognition. Please answer the following questions: 1. Based on the feedback from the new employees and Elton's observations, what do you recommend regarding orientation, training and development? 2. Based on the feedback from Betty about performance pay, what do you recommend regarding performance pay and incentives at the Esquimalt location? 3. Based on the feedback from the shift supervisors regarding not knowing training new staff was a performance expectation, what do you recommend for performance management systems