【正文】 reasonable. We should identify the causes of our pany’s problems at first, and then carry out plans to solve the problem. 3 Staff Burnout From the previous report, we can see that, one of the important causes of our salespeople’s bad behavior is the old staff burnout. Staff burnout not only have a greater negative impact on the staff’s body and mind, reduce individual performance, but also have an negative effect on the whole team. to Solve Burnout (1) We should make our salespeople’s job responsibilities clear and make their objectives reasonable, tasks clear. That is to say, we should let them know what we want—improve customer service and our outlets’ sales performance, and what they do can achieve our standards and objectives—pay more attention to doit yourself market and behave good. (2) We can provide them effective training and opportunities to study. Then their skills and quality will be improved. And they can feel that our pany attaches great importance to their development and concern their sense of belonging to our pany. practical of Replace Old Staff To our current situation at Bloomfield Central, replace our old staff is not practical. Besides the old staff burnout, old staffs have more advantages than new employees. As we known, most of the old staff has been with our pany for more than 10 years. Of course, they are rough around the edges, but they know better about their stuff. They are familiar with our outlets’ business and environment. They have a strong corporate identity, sense of belonging and loyalty. They are all new employees can not pared. If we hire a new set of salespeople, they may have great manners but know nothing about our lumber business. Then, what could we do? 4 The Possibility of Use Training to Solve the Problem To our outlet, we can use training employees as the solution to our pany’s problem. Through training, we could finally achieve our home office’s objectives. Current Employees’ Training Need For current employees, performance analysis is the process of determining if the performance could be corrected through training or through some other means. There are several methods we can use to identify a current employee’s training needs. They are including supervisor, peer, and self performance reviews, jobrelated performance data, product quality and customer plaints。 observation by supervisors or other specialists. We can pare our salespeople’s actual performance to what it should be. Then we should distinguish between can’tdo and won’tdo. First, determine whether it is a can’tdo problem and, if so, find its specific causes. Such as in our outlet, our salespeople may don’t know what to do or what our home office’s standards are. At the beginning of training, we should let our salespeople know they should behave good, care about the doityourself market as contractor. Then, they can change can’tdo into cando. On the other hand, if it is a won’tdo problem, we may need to change the r