need solution urgently

Debbie's Dreamscape is a bed linen and accessories store which focuses on providing extensive selections of sheets, duvets, blankets, pillows and other bedroom related accessories for their customers located in Victoria, BC. They have two locations - one in Sidney and one in Esquimalt. Both locations are in outdoor malls. The store has been operating for six years and both locations are profitable, but each has some human resources issues that need addressing. Each location has eight (8) staff consisting of a store manager, two shift supervisors, two full-time customer service reps, and three part-time customer service representatives. All customer services representatives now make $16/hr and there is no budget for increasing wages. The Esquimalt Store Manager, Bettina, has called you to inquire about a number of issues at their location: A. Debbie's Dreamscapes offers employees hourly wages and a 20% staff discount on products. Of course, they also cover mandatory legislated benefits. The last employee engagement survey indicates that employees do not feel the compensation model is fair. Some employees are selling over $1000 in product a day, while others are only selling $300. Regardless, all employees are paid the same hourly wage. Head Office has indicated they will consider an adjustment to the compensation plan provided it aligns with company profits. Meaning, the company will only introduce changes if they can afford it. Note that, Debbie's Dreamscapes is not publicly traded and has no stock. B. Bettina met with 2 supervisors who resigned recently and conducted exit interviews. Both Supervisors resigned after only 6 months in their role. The Supervisors expressed frustration that they didn't know the basics of management and didn't feel supported with training. Examples provided included developing the employee shift schedule and ordering the appropriate inventory for the store. Bettina would like to develop supervisor training and has heard something about the ADDIE model, but doesn't know how to go about it. C. Another concern raised through the employee engagement survey is that employees feel that performance expectations are unclear. There are no employee sales targets or store sales quotas that have been shared. Management doesn't seem to care if the store is tidy and well maintained or messy and disorganized. Lastly, the Sidney location staff were recognized last quarter in the Debbie's Dreamscapes newsletter, even though it was widely known that there were multiple customer service complaints. There are no formal performance reviews and ongoing feedback is sparse. Employees have requested feedback as they would like to know how their boss, teammates and customers think they are doing. Bettina would like to introduce performance management but is unclear on the steps involved in the process. Management doesn't seem to care if the store is tidy and well maintained or messy and disorganized. Las the Sidney location staff were recognized last quarter in the Debbie's Dreamscapes newsletter, even thou it was widely known that there were multiple customer service complaints. There are no formal performance reviews and ongoing feedback is sparse. Employees have requested feedback as they would like to know how their boss, teammates and customers think they are doing. Bettina would like to introdu performance management but is unclear on the steps involved in the process. In consideration of the course content you have covered in Training & Development, Performance Management, an Rewards & Recognition, please answer the following questions: 1. What advice would you provide to Bettina regarding adjustments to the compensation program? 2. What advice would you provide to Bettina regarding the steps to develop Supervisor training? 3. What advice would you provide to Bettina regarding the steps involved in a performance management approach? a Debbie's Dreamscape is a bed linen and accessories store which focuses on providing extensive selections of sheets, duvets, blankets, pillows and other bedroom related accessories for their customers located in Victoria, BC. They have two locations - one in Sidney and one in Esquimalt. Both locations are in outdoor malls. The store has been operating for six years and both locations are profitable, but each has some human resources issues that need addressing. Each location has eight (8) staff consisting of a store manager, two shift supervisors, two full-time customer service reps, and three part-time customer service representatives. All customer services representatives now make $16/hr and there is no budget for increasing wages. The Esquimalt Store Manager, Bettina, has called you to inquire about a number of issues at their location: A. Debbie's Dreamscapes offers employees hourly wages and a 20% staff discount on products. Of course, they also cover mandatory legislated benefits. The last employee engagement survey indicates that employees do not feel the compensation model is fair. Some employees are selling over $1000 in product a day, while others are only selling $300. Regardless, all employees are paid the same hourly wage. Head Office has indicated they will consider an adjustment to the compensation plan provided it aligns with company profits. Meaning, the company will only introduce changes if they can afford it. Note that, Debbie's Dreamscapes is not publicly traded and has no stock. B. Bettina met with 2 supervisors who resigned recently and conducted exit interviews. Both Supervisors resigned after only 6 months in their role. The Supervisors expressed frustration that they didn't know the basics of management and didn't feel supported with training. Examples provided included developing the employee shift schedule and ordering the appropriate inventory for the store. Bettina would like to develop supervisor training and has heard something about the ADDIE model, but doesn't know how to go about it. C. Another concern raised through the employee engagement survey is that employees feel that performance expectations are unclear. There are no employee sales targets or store sales quotas that have been shared. Management doesn't seem to care if the store is tidy and well maintained or messy and disorganized. Lastly, the Sidney location staff were recognized last quarter in the Debbie's Dreamscapes newsletter, even though it was widely known that there were multiple customer service complaints. There are no formal performance reviews and ongoing feedback is sparse. Employees have requested feedback as they would like to know how their boss, teammates and customers think they are doing. Bettina would like to introduce performance management but is unclear on the steps involved in the process. Management doesn't seem to care if the store is tidy and well maintained or messy and disorganized. Las the Sidney location staff were recognized last quarter in the Debbie's Dreamscapes newsletter, even thou it was widely known that there were multiple customer service complaints. There are no formal performance reviews and ongoing feedback is sparse. Employees have requested feedback as they would like to know how their boss, teammates and customers think they are doing. Bettina would like to introdu performance management but is unclear on the steps involved in the process. In consideration of the course content you have covered in Training & Development, Performance Management, an Rewards & Recognition, please answer the following questions: 1. What advice would you provide to Bettina regarding adjustments to the compensation program? 2. What advice would you provide to Bettina regarding the steps to develop Supervisor training? 3. What advice would you provide to Bettina regarding the steps involved in a performance management approach? a