- Data Scientist: As the No. 1 job in the U.S. this is a wise career path for those new to the job market or those wanting to make a change. This job requires skilled individuals that are capable of analyzing data and managing several systems simultaneously. Currently there are 1,736 job openings with a median base salary of $116,840.
- Solutions Architect: No. 3 on the Fast Company list is responsible for organizing the development process for team members on projects. This position requires strong leadership skills in order to carry out goals and execute the desired vision. Currently there are 2,906 job openings with a median base salary of $119,500.
- Mobile Developer: No. 5 on the list is a specialized IT job that involves using several programs and applications to complete a project. Most of these open positions prefer at least five years of work experience and they require a strong understanding of the mobile development lifecycle with experience using the agile methodology. If you are looking to start a career as a mobile developer, it is recommended that you receive as much experience as possible. Currently there are 2,251 job openings with a median base salary of $90,000.
- Software Engineer: No. 9 on the list is a position that requires a well-rounded person that is able to implement design, development, maintenance, testing and other skills that allow computers to operate effectively. While this position may seem like it is becoming old hat for the professional world, there remains high demand for these employees. Currently there are 49,270 job openings with a median base salary of $95,000.
- Software Development Manager: No. 12 on the list is responsible for keeping all of these IT employees on task and working toward a common solution. This position is perfect for those that crave responsibility and a leadership position. While it may not be easy to jump right into this position, gaining as much experience as possible is a key to long term success. If you are serious about this career opportunity, receiving official certification will increase your chances of landing a job as a software development manager. Currently there are 1,199 job openings with a median base salary of $135,000.
- UX Designer: No. 18 on the list is all about helping users gain a better experience through usability, accessibility and easy interaction with a product. Since social media has created a two-way communication between consumers and businesses, there is a stronger need to anticipate and recognize the user experience. Businesses are working harder and smarter to keep anticipate consumer needs and desires and this effort relies heavily on people in this field. Currently there are 863 job openings with a median base salary of $91,800.
- Software Architect: Topping off the list at No. 25, software architect positions are popping up everywhere because there is a growing need for individuals that are capable of creating technical design decisions. These often include skills like understanding multiple software languages and using various tools and platforms to complete many functions. Currently there are 653 job openings with a median base salary of $135,000.
What I mean is, training should be designed around what suits the learner, not the trainer. This is Training 101. Learners have different learning styles and different needs.
Some learners may live remotely, or work shifts and are unable to attend scheduled face to face sessions. Then again, other learners may not have access to computers or internet. Some learners are not computer literate, yet other learners (generation Y learners are a prime example) take to eLearning and social media like ducks to water.
Now there’s a point – the generation Y learners. Generation Y learners have different needs, expectations and learning styles from our past learners – are we going to step up to this challenge?
Sure, there is some bad eLearning out there. Just because someone can use eLearning authoring software, doesn’t mean they know anything about adult learning principles. The same applies to face to face trainers – just because someone knows their subject well, doesn’t mean they know how to transfer that knowledge into meaningful and engaging learning (telling isn’t training!). Good trainers also have training skills, and good elearning courses have been built around solid instructional design principles.
Don’t get me wrong, I’m a big fan of face to face training (I’m a trainer myself)! I attend many face to face training sessions and get great value from them, but I also do a lot of my learning online.
Over the last month I decided to upskill in social media, and have started blogging and tweeting. I have learnt by reading blogs and articles, online tutorials, Google search and feedback through discussion boards. Experts in the field (people I’ve not known before) have reviewed my work and given me constructive feedback. The reason that this worked so well for me was that I could access the information that I needed, when and where I wanted.
I’m glad you asked.
In a previous job I was the Staff Software Trainer, and one of my tasks was to provide IT induction training for new staff. So I would spend two hours with every new staff member, and then maybe some follow-up sessions, or group training. As you can imagine (it was a big organisation) this was repetitive and time consuming, and I looked at how I could streamline this, and still meet the needs of the new staff member.
My solution was to create an online module for the IT induction training. Staff could read and/or print information, watch video simulations with audio, and then try themselves. Quizzes tested their knowledge of each topic.
Staff would complete the online training, and then I would meet with them for about 30 minutes to answer any questions, ensure that they had learnt what they needed to know for their role, and fill any gaps in learning.
A small number of new staff preferred not to do the training online (because they didn’t feel confident using computers) so I would do the 2 hour face to face session with them.
The feedback that I got from this course was very positive. Many commented that they liked the online module because they could do it when and where they wanted, and they could go back to it again at any time in the future, when they came across that particular topic in the course of their work.
This is a blended learning solution – in this example, a combination of online learning and face to face training.
We need to think objectively about whether the needs of the learners, the content and the logistics (budget, location), fit better with face to face, eLearning or a blended solution.
The world as we know it is changing! Technology is and will continue to change how we deliver learning in the future. We need to step up and take the challenge!
The problem is we generally don’t train our managers to be great trainers and coaches. We have this assumption if a person can do a job they can train someone else. Nothing is further from the truth.
Training in industry is given most frequently by an experienced staff member. There is absolutely no reason for assuming that an experienced person is a good trainer. Often, experienced staff are not even capable of describing the method they use.
People who are excellent operators often cannot teach anyone else to operate machinery, the same applies to qualified carpenters, electricians and plumbers. It is necessary to train the experienced operator in training techniques before they can be put into a training task.
Research over the last 60 years as clearly demonstrated that the training of trainers results in better performance by the people being trained. The studies show that not only is the training time reduced but also the quality of the workmanship demonstrated by the trainees is much higher.
The ability to do a job and the ability to train not necessarily connected. There are plenty of examples around of people who are very good at a particular job, but completely inept as a trainer.
The key to training and coaching for productivity is to understand how people learn. When we know a job extremely well, we sometimes forget what it’s like to be a learner.
Think back to when you were learning the job. You probably learned it step-by-step, one stage a time, going through a process of trial and error, making mistakes until you finally mastered the whole job. At some stage during the learning process you would have probably reached a position called “information overload.” This is where your brain is unable to accept any more information.
The best preparation you can make to train somebody on-the-job, is to break down the job in to small manageable steps. Then to show the person how to do the job step by step.
Remember that people learn in three different ways basically. They learn through their eyes, they learn through their ears and they learn through their hands by doing things. In these three different learning methods we each have a different combination of strengths and weaknesses.
Knowing how people learn, is a huge advantage if you are training them. However, all good training covers the three ways equally. This ensures that people have the opportunity to learn using their strengths. If, for instance, you just told people how to do the job, then those that had strengths visually or with their hands would miss out. So when you’re training, tell, show and illustrate one important step at a time.
Then let the person have a tryout of doing the job. Correct errors until they are successful. Then get them to do the job again as they explain all the key points such as safety, quality and productivity to you.
During this training process make sure that the person is put at ease at the beginning of the process and kept at ease throughout the whole session. Remember not to try and do too much. It is better to train too little rather than too much because, as humans, we go into overload very easily.
Learners tend to remember
- 10% of what they READ
- 20% of what they HEAR
- 30% of what they SEE
- 50% of what they SEE AND HEAR
- 70% of what they SAY AS THEY TALK
- 90% of what they SAY AS THEY DO A THING
Effective training is a necessity for high productivity levels.
PLMitchell is a business entrepreneur who has helped many businesses to lift their labor productivity in the workplace at little or low cost.
Sales Assistant and the Customer
It is said that each sales assistant serves as the middleman between the company or product and the consumers. Their main aim is to make the two meet at some point where relationship is built and sales would happen. This objective is believed to be difficult if one is not patient enough to know and understand the needs and wants of the buyers or consumers. At some point, these employees would also advise or recommend to the prospected buyers products that can better benefit them and meet their needs. They can make or break the sales.
Sales Assistant and the Product
Since the sales assistant is engaged in selling different kinds of product, it is a must that they have full knowledge about the items they are promoting. They must always be ready for possible questions that might be thrown at them by their prospected buyers, and answer them with highlights on the features of the products. This is crucial especially for those products that require different specifications, and those involving technical terms. It is also essential that the employee is up to date regarding the promotions and discounts that the company may offer to the interested buyers.
Sales Assistant and the Store
As a sales assistant, the obligation of maintaining the cleanliness of the place is part of the job. Since they have a designated place and product to flaunt their products, one of their tasks is to make the place nice and presentable. A clean and organized place to showcase your products will definitely add to the market value of the product being displayed.
This might help put things into perspective. It is from the Besin Study “Bersin & Associates Announce Comprehensive Research Study of U.S. Corporate Learning Market”:
“Spending per employee varies widely, depending on industry sector and the company size. The spectrum ranges from $4,000 per employee in business services to $200 in retail. The average per learner expenditure is $1,412.”
While this provides a ‘snapshot’ of what training expenditures are average, the larger more important question is; does the training that is paid for actually translate into value for the company? Is there research that compares an organization with no training support versus another that has workplace training programs in place? If so, what is the comparison in job performance?
Think about that is being asked, there are two Loan Officers (I am writing the article and get to choose the position) doing the same job. One Loan Officer is trained properly and the other is not.
It is believable that a person is capable of doing a particular job after training. Doing the job with little or no training, now that is a stretch to believe. Unless the job is so simple that it does not require training. I personally cannot imagine that a Loan Officer could reliably perform their job, where ‘training is required’, with zero training.
How many within the mortgage and real estate industry get their training in this fashion: ‘follow Charlie, our Loan Officer de Jour, around and do what he does’. We often refer to this as OTJ, or on-the-job-training.
This type of training results in two primary outcomes:
First, we must assume that ‘Charlie’ may be (but we are not sure) fully versed in the position skills and will share a comprehensive presentation of what is required to correctly be a Loan Officer. What more like is the situation, the trainee is provided a set of Loan Officer experiences by Charlie, without structure, and whatever is learned is ‘at best’ incomplete. OTJ training also reinforces habits that may be counter-productive to business processes. Charlie says that ‘you don’t need to learn that or do that because Processor Jane will fix whatever you failed to provide’. The cost for the mortgage company could now be that they have two Loan Officers incapable of properly performing their job. We also now have bad Loan Officer habits, not being done by one but by two, and compounding these bad habits with each new hire.
A second outcome is that ‘Charlie” becomes distracted in performing his job, while he attempts to teach the new employee how to do it. This business costs for this situation is lower revenue production for ‘Charlie’. Worse, the new employee is frustrated by the learning experience, is incapable of performing in the position, and is left with unanswered questions on what the job is and the requirements necessary to actually perform in the position. The time of this training is never determined and there is no method as to testing for the new skill set. The business cost here is that both perform poorly during the period of training, and afterwards the new hire remains as a poor performer due to the inability to do the job. This disruption to the company’s pipeline can only be estimated.
Contrast that with a real trainer. The new Loan Officer is provided with a structured learning course, where all of the elements necessary to perform the job are taught. The learning is confirmed via testing. The speed at which the training occurs is shortened. Ideally, the coursework is reviewable, so that the new Loan Officer can refer back to it to insure accurate performance of their position. The business’s cost is that the new staff member is fully trained, capable of correctly performing in their position and the business process remains streamlined.
How would an owner calculate the costs associated with both styles?
What does the OTJ cost the business in terms of the possibly immediate disruption to revenue. Longer term, what does the incomplete training cost the company when you compound the disruption to the loan process while others (the loan processors) fix or perform the Loan Officer’s job to complete the file. I encourage any owner to estimate what this cost is.
Conversely, a mortgage company with a training system and budget, might have (choosing the medium training cost) a cost of $1,412 that results in the new Loan Officer being fully trained. Capable of originating a complete loan. Properly pre-qualifying the client and obtaining the correct documentation, prior to submission to processing. The loans submitted are streamlined and the processors are capable of processing the loan quickly and professionally.
Ronald Jacobs at Ohio State University cites his own research on structured training: “Employees who learn tasks thorough structured training make fewer quality errors than employees who learn through unstructured OTJ. The reduction in errors had been shown to have a substantial financial impact on organizations…… In addition, employees achieve training objectives faster and more completely through structured OJT that though unstructured OTJ. The increased efficiency and thoroughness have been shown to have financial benefits. For example, and organization that increased training efficiency by a factor of five times thought the use of structured training received twice the financial benefits in terms of employee productivity.”
So how much then should a mortgage company budget for training?
- Each company must analyze their training processes.
- Determine the economic impact that their decisions have on their business operations.
- Compare that with the benefits by having a fully and properly trained staff.
Then the answer is simple. A company should spend as much as necessary to properly train your staff so that the return on your ‘training investment’ translates into measurable increases in revenue.
Reasons why you should not rescind an offer: Discrimination. A sample of what would be considered is your new hire starts their job and informs you they are Muslim and need to wear their hijab to work. You can not rescind the offer at this point unless you want to fear being sued for religious discrimination. Another example is during the job offer the candidate informs you that they are diabetic but they have it under control. You become concerned about how this might impact your health insurance rates and you want to rescind the offer. Don’t rescind that offer unless you want to fear being sued under the ADA (Americans with Disabilities Act). Another more common example might be where you make an offer to a female, who informs you during the offer process that she is pregnant. Don’t rescind that offer unless you want to fear being sued under the Pregnancy Discrimination Act.
Let’s dig a little deeper into why you should rescind an offer. One of the reasons for rescinding an offer is the candidate informs you that they received a counter-offer from their current employer. If the candidate indicates they are going to accept the counter-offer wish them well and send a follow up email confirming that your offer will be rescinded due to candidate informing you they are accepting a counter-offer from their current employer. Do not engage in a financial/benefits tug-of-war between the candidate’s current employer and your firm. Do not inquire as to what the counter-offer contained. Unfortunately it is a fact of life that the occasional candidate will interview solely for the purpose of getting an offer and using that offer to prompt their current employer to ante up and provide them with a counter-offer. Most candidates don’t realize that when they accept a counter-offer their employer is now wise to the fact that they are out shopping around and will put plans into place to find a replacement for the candidate. The counter-offer often is just a way to keep the candidate with the firm a little bit longer while the replacement is found.
Another reason to rescind an offer is the candidate has unrealistic requests to make changes to the offer. By the time an offer is extended verbally both parties should have a realistic expectation as to what the offer will come in at. More than one person will have interacted with the candidate and confirmed what their skills strengths are and this too will drive the offer figure determination. When a reasonable offer is extended followed by unreasonable requests presented by the candidate you may want to cut bait and let the candidate go. Case in point, there was a candidate that received an offer from the company I was working for one year prior to them applying to a role I was now responsible for filling. Her skills seemed to be a match for my role so I called the recruiter that worked with her for the prior offer. I learned that the candidate turned down our offer a year ago as she was seeking a greater income. The role I had available had a greater salary range than the previous role she applied for. After consideration we progressed this candidate through our normal interview process and decided to extend an offer to her. Our offer was generous allowing for a significant increase in her current base; overall it was a much better offer than what she received from the company a year prior. After extending the verbal offer the candidate requested a generous sign-on bonus as well as increase in vacation time off. I told the candidate that I would look into her request and call her back within the hour. I called the candidate again and this time I had to leave a voice message to communicate that we could offer her a sign-on bonus but were not able to allow for additional vacation time as that was standard company policy which was not a negotiable item. The candidate emailed me back indicating they received my voice message (red-flag as #1 They knew I was calling back with results from their request and didn’t answer the phone. #2 They chose to email a response vs calling and talking to me directly.) and asked to be allowed to work via home because the offer was lower than what they hoped for so therefore they had to factor in the cost of gas to get to the job site which was less than 30 miles away from their home address. They asked for commuter assistance in terms of reimbursement options and then they requested the offer be written up formally. The candidate knew our offer process required verbal acceptance followed by the offer written up formally for review and written acceptance. Combined with her prior offer battle and subsequent downturn it was clear the candidate would have no end in site with requests moreover they expressed the need to be in control of the company’s policies and processes. This was a time when the company rightfully rescinded the verbal offer.
Following is a case in point for rescinding an offer for poor character or better put, lack of maturity. After a verbal offer was extended to our candidate, instead of asking for a higher base or bonus the candidate emailed me the following: ‘One question for you – Could you tell me a bit more about how raises work at CompanyX? I’ve heard that raises are few and far between at CompanyX.’ In addition to this question, that was more of a slam on the company’s reputation than a request for an increase in base pay, the candidate took the time to express dissatisfaction with how long the interview process took. The candidate signed their email, ‘Cheers, Patty’ The email wasn’t a total surprise as there were small red flags throughout the interview process that indicated Patty may have a negative outlook. The hiring managers chose to overlook the red flags since a company leader referred Patty to them. I later learned that the company leader didn’t know Patty. The leader bumped into Patty at a social event where she asked if he could assist her in finding a new position with our company. The leader simply passed along her resume to the team that he thought might be interested in her. The negative tone along with the continual topic of raises caused management to sensibly rescind the verbal offer.
A word about feedback when rescinding an offer. Provide as little detail as possible. Give an inch of feedback and expect a mile of arguing and potential lawsuits.
Lastly, let’s take a look at some common reasons why you many not want to rescind the offer. You might be a big softie and feel bad for the candidate. Your misguided compassion could very well be at the expense of the candidate. Imagine the candidate in their new position for 3 months only to find they can not rise to the occasion and are fired. Not only are they fired but they are fired-up at you for hiring them into such a rotten situation. They pester you to find them a new position of employment or to just listen to their sad story. Another common scenario is that you really need the hire and/or it will take too long to find another candidate. The obvious ideal situation is to always have a back-up candidate or a solid pipeline of candidates to refer to. You should be constantly conducting phone screens to keep your pipeline flowing. The worst case scenario is that the candidate is hired with a few months of effort put into on-boarding, training, mentoring and getting involved deeper and deeper with critical projects only to discover their immaturity or character flaws are eroding the team spirit and client confidence. The company has invested heavily in the candidate when they discover they need to let the candidate go or risk further harm to the department. Months go on with coaching, write-ups, frustration abounds all while trying to find a replacement. Valuable budgets are consumed with both the bad hire and the search for a new employee. The angry employee is let go and takes to social media to vent their perceived poor impression of your fine company. On occasion I’ve encountered the person that feels they are never wrong therefore if their gut says they need to hire this person by golly they will. Just remember pride cometh before a fall, in this case a great big expensive, time-consuming fall.
Knowing when to rescind can save you a great deal of drama ever happening in the first place. Do the smart thing and rescind the offer if you see dangerous red flags or recognize company policy, such as passing a background check, isn’t met during the offer process.
A word about verbiage in the offer letter to make rescinding the offer as smooth a process as possible. Sample protective wording:
This offer is contingent upon the successful completion of your background investigation and pre-employment drug testing (which must be completed within 72 hours of your acceptance to this offer).
This letter is intended to outline your offer and does not constitute an employment contract between you and CompanyX. Your employment will be at-will and not guaranteed.
Resolving people problems
All managers are faced with problem people from time to time. Counseling and training are always the first considerations in these cases but they do not always result in success and sometimes more radical action is required. This is covered in the Problem People and Positive Discipline modules.
Maintaining group standards
The management of people both as individuals and groups is a dynamic process as nothing remains static – problems are always arising. A good manager must be aware of this and be constantly ready to use counseling and training to maintain standards.
To achieve continuous improvement
The best way to avoid problems is to keep ahead of them by being proactive. You must have a plan for each individual in your group and for the group as a whole. In particular new and inexperienced group members need special treatment so that they can meet required levels of performance.
Counseling and training share many of the same skills and in many cases they are used together to achieve your results.
The following are typical signs of change to look for then you must decide to initiate the counseling or training (or both) initiatives.
TYPICAL SIGNS OF NEED FOR HELP
- Avoids difficult work
- No co-operation
- Lack of interest
- No initiative
- Making mistakes
- Avoiding contact
- No communication
- Poor quality
- Unsafe working
- Poor productivity
- Delegating to others
- Blaming others
The most important sign to look for is a change in behavior or performance. For example, if a an employee who has always been well behaved, with a pleasant disposition suddenly becomes aggressive you can bet on him having some problem that needs counseling.
On-the-job counseling is a process of talking about things that affect the performance of the work. It involves sitting down in some quiet place and getting job problems out in the open without hurting each other.
It’s all about talking, listening, and trying to understand the other person’s point of view. All supervisors are counselors whether they realize it or not. Sometimes a long heart-to-heart talk is needed to clear the air or a quick exchange will clear up a misunderstanding. Perhaps the supervisor does most of the talking; the next time it may be the other way around. However, counseling is more than a casual discussion resulting from an accidental encounter.
Counseling is a very effective management tool to increase productivity by solving problems and strengthening or repairing working relationships. Other kinds of problems of a personal or psychological nature should be avoided and left to professionals in that field.
On the Job training
Training is almost a natural human instinct. We all train our children without even thinking about it but when we have the job of training someone at work we find problems.
On the job training is often a one to one situation, usually involving the supervisor and one of the group. The supervisor uses the actual work as the training location, and works with the trainee to improve skills or introduce new tasks. This process is also referred to as coaching.
Advantages of on the job training
- It is cost effective
- It strengthens relationship within the group
- Feedback and support is easy
Nearly all the problems associated with on the job training are very simple to overcome. Like so many other parts of our work they require us to take a more systematic approach to the situation.
Most workers usually take pride in learning a new skill. The new skills gained are to our mutual benefit as it’s good for the worker to improve his future employment value and for us to have new capability in our groups. In addition, by making learning possible, you earn their respect and build enduring relationships.
Job seeker’s identity
False identities cannot be ignored in modern times. There are people who impersonate others or come up with a false identity to land their dream jobs without having their past dug out. A background check however, can help truly identify the individual. This is a process that can be done through Social Security traces, working eligibility in the given state and global homeland security database searches. Special forms filled by the applicant can also easily help identify his true identity or catch any falsifications.
Job experience and education of the job seeker
Apart from scrutinizing the real identity of the job seeker, background job searchers can help verify that the individual attended the schools listed on the resume and attained the licenses and degrees he or she claims to have attained. Past work experience can also be verified during the searches. Potential employers actually have the chance to find out how satisfactory the job seeker’s work was with past employers in terms of performance. The searches can also reveal career advancements and previous salaries.
The legal and criminal history of the applicant
This is probably one of the things that many employers want to be very sure of before hiring new employees. They are important in making sure the employers know exactly the kind of person they are hiring, the risks and whether they are comfortable and ready to give them another take to life in their businesses. The searches will reveal information on driving records, civil lawsuits, sex offenses and federal, state of county convictions. Those with alcoholism or substance abuse problems can also be identified through alcohol and drug tests.
Job seeker’s financial data
Even though employee history on collection data and paid tax liens are protected, you can still get the financial information you need on your employee through the help of a consumer reporting agency. Getting a credit report can help you know about any a potential bankruptcy on the part of the employee even though discriminating as a result is forbidden.
Find a job with flexible hours.
One of the keys to employee satisfaction is flexibility of hours, not a rigid work 9 to 5 work schedule. And when you do find that perfect employer, listen to your body before deciding on the work hours. Do you work better in the morning, afternoon, or in the evening? Different people have different biorhythms or body clocks. Some are able to get up early in the morning and work their way to the afternoon. Others find it more relaxing to start their day in the afternoon. And then of course there are people who prefer to work at night.
Employers usually set “peak hours” under these circumstances so employees still get to collaborate amidst their varying schedules.
Work for a company that lets you choose your teams.
It’s not easy to work with a team you’re not comfortable with. A team whose members lack chemistry, communication, and empathy won’t be a productive one. A company should at least allow its employees to choose their teams because in the end, it will be for their benefit.
Go with employers that are open to ideas.
It’s no fun to work with an employer who only sees things his way. And a company that is restrictive is usually bound for failure. If you want a bright future in your career, choose employers that have a reputation for being open to creative ideas. Companies like these promote healthy environments where employees can openly talk about solutions and new projects to embark on. Innovation is key to the success of any business, which is why you should work for someone who is bold enough to embrace it.
Consider economic incentive.
Money matters. It pays the bills and lets you enjoy a couple more things. If you want to be happy with your job, you should be at least paid what you deserve. The right employer will offer you financial incentives based on your experience, skills, and potential for growth.
Find a balance between your work and personal life.
This is probably the toughest challenge any employee will have to face in order to be happy with his work. But it’s also the most important. Despite the long hours you work in the office, you have to spend quality time with your family and friends, invest in hobbies and leisurely activities, and reduce stressors that may interfere with your productivity at work.
They also need to have the knowledge of horticulture. If a florist works for a large nursery or store they may be responsible for growing a particular type of plant but if they work for a small shop they may be in charge of a variety of jobs. These can include making the decision when the individual plants are to be sold or feeding and watering the plants.
Florists may also be designers who decorate venues such as churches or weddings or arrange them in bouquets or other arrangements. When working as a florist designer you have to know how the different plants fair in different environments and which type of flowers are in bloom during different times of the year. They have to know how to make the flower arrangements look colorful but also make sure that the flowers used will not deteriorate quickly. For example they have to know which flowers are not right for different weather conditions, humidity, or air-conditioned environments. They may also work as sales clerks because many times a customer will come into the floral shop to purchase floral arrangements that are custom designed.
A florist may also work as a manager of a floral shop. As a manager of a shop you would be responsible for securing contracts with event organizers like wedding planners for your shop to supply the flowers for various events. They are also the one who has to arrange contracts with suppliers to purchase seeds, soil, and plants for the store. Some also work as delivery drivers and this requires that you have some horticultural knowledge. You also have to have a reliable vehicle and valid driver’s license. Some drivers may also work in the shop doing other jobs such as sales, and tending the plants.