Does the idea of setting up and running a business page on Facebook seem intimidating, or too time-consuming? It’s easier than you think! And it’s time to get over that reluctance—because really, can your company afford to ignore the 800 million consumers who are using the world’s largest social network?

Putting a page on Facebook is about more than slapping up your company logo and asking your Facebook Friends to become Fans. Facebook can be a terrific tool for business promotion. So how can you use it best? Here are 5 easy steps that will have you acting like a Facebook pro in no time:

1) Decide what you want this page to accomplish. What is your primary purpose for it? Do you want to

• raise brand awareness
• enhance customer service
• build your email list
• drive traffic back to your blog
• build community

or any combination of the above? You may have multiple objectives, and that’s fine—just be sure to prioritize them.

2) Now it’s time to create a Content Strategy. Your strategy should include a plan for publishing a mix of updates, photos, videos and links. You can use a platform like HootSuite to pre-schedule your content. You can publish a mix of your own content and content from other sources, such as

• AllTop
• Technorati
• Listorious (a directory of Twitter Lists)
• your favorite blogs

3) Are you ready to set up your page? When you do, make sure you choose the right classification. Why? Because your classification will help you rank in more relevant searches and provide the right information fields on your page.

Facebook provides six different classifications:

• Local business or place
• Artist, band, or public figure
• Company, organization, or institution
• Entertainment
• Brand or product
• Cause or community

You’ll probably choose option 1 or option 3, unless you want a page simply for one of your brands or products. Now continue adding information as requested. A few things to note:

• If you’re a local business, add your hours of operation.
• You can also add a description, which is different from your ‘about’ section. This is where you can share more in-depth information about your business.
• Be sure to add an email address.
• If you have interesting, relevant pictures that relate to your business or your image, be sure to add them to the photos tab.

4) Now you’re almost ready to go! But it’s not enough to put up a page and let it sit there. You’ll need to make sure your Facebook page is being monitored and moderated—if not always by you, then by your team. And remember your objectives. So if one of them is to enhance customer service, be prompt in responding to fans’ comments and use a personal, approachable tone.

5) Now it’s time to take advantage of the various features Facebook business pages have to offer. When you click on the “Get Started” button under your default image, you’ll see several options you can choose to make the most of your page. Here are five of the best:

• Invite your friends.
• Tell your fans.
• Post status updates.
• Promote this page on your website.
• Set up your mobile phone.

And once you have your first 25 fans, be sure to register your own unique username (or “vanity URL”) for your Facebook page at http://facebook.com/username

Congratulations, you have a brand-new, effective and interactive Facebook page and a great way to interact with customers! That wasn’t so bad, was it?

First, it was social media. Now, it’s digital technology. Both of these trends have forever changed the retail industry. In 2011, brands and retailers reached a tipping point, digital innovations decentralized commerce, and real-time consumer demand for designer merchandise altered retail production cycles.

Now, in 2012, luxury fashion brands are leading the way, innovating and profiting from their online marketing strategies. All retailers looking to connect with their customers and build online revenue channels can follow their example.

Fashion Brands and Social Commerce

Last year, there was an explosion of experimentation in social media. Luxury brands earned an immediate connection with consumers through streaming runway shows and creating Facebook and Twitter personas. In the coming months, luxury brands will be looking at how to capitalize on this immediate interface with consumers by connecting social media to digital commerce.

Many brands have rolled out new e-commerce sites, social media campaigns and mobile applications. Now the digital revolution is changing how luxury and premium fashion brands market themselves, connect with their consumers, and sell their products.

Seek New Technologies

Twitter and Facebook have become established, trusted social communities, but brands are looking for new ways to communicate with online audiences. Recently, DKNY partnered with BigLive, a new streaming/chat room technology, to bring viewers a preview of the spring collection before it hit stores. Certain items featured in the live fashioncast were made available on dkny.com for purchase during the show. More than 1,200 viewers actively participated in the fashioncast, which was hosted by DKNY’s Twitter persona, DKNY PR Girl.

BigLive gave DKNY a new tactic for connecting with a range of customers across its different brands. By adding digital media tools to its already established social media outlets, they were able to communicate in a way that made the most sense for their clientele.

Seek Social Media Channel Integration

Luxury fashion brands are now capitalizing on the social media foundations they laid in the past three years on Facebook, Twitter, Meetup and Foursquare. Marc Jacobs Intl, for example, leveraged its established social media channels to create an online experience of New York Fashion Week for its fans.

MJI live streamed two shows in high definition, then made the shows viewable via their website, smartphones and the iPad. The company’s Facebook page featured a tab that users could click on and, using Facebook Connect, were brought to the show video player where they could “Like” or comment on it. Users mentioning @MarcJacobsIntl or using the #MarcJacobsLive hashtag could see their updates in real-time while watching the show online.

Digital media allows retailers to create participatory media experiences for customers and give them a perspective on what the brands are all about.

Mobile Has Decentralized E-Commerce

In 2010, social media decentralized online commerce. Now, luxury retailers are fixated on mobile commerce more than ever. It gives them an instant strategy to connect with consumers through a still growing, still popular media.

Mobile allows customers to shop with brands on the go. Technologies like image recognition (Google Goggles), barcode scanners (Amazon Barcode Scanner) and barcode apps (Red Laser) are making the process even easier. “Any product a [consumer] sees can become an instant sale.

When it comes to digital media, luxury brands have given great examples on how to effectively leverage all the options available to them, giving the consumers more access to the brand and then communicating to those customers.

As the new year begins and retail companies are looking ahead to the next 12 months, what will the challenges be?

According to CBRE, the world’s largest commercial real estate services firm, the Canadian retail market’s fundamentals are very strong. There is relatively high demand and low vacancy rates across Canada for most retail formats. Foreign retailers, like Target, have taken up residency in Canada and will have an impact on the retail market in 2012 as landlords adjust their tenant mix.

However, despite the strength of property fundamentals, Canadian consumers are showing some weakness for the first time in years. Retail sales are growing with little momentum at a marginal rate. Canadians have become weary and are reducing their spending on non-essential items.

So what can a retailer do? How can you operate more efficiently in order to achieve growth and profitability targets?

Innovation and knowing how, where and when to engage customers will likely be key attributes for success in the months ahead.

New economic realities have resulted in buyers who are more price-conscious and careful about the purchases they make. Retailers are going to have to deliver a compelling in-store experience.

In order to stay competitive, retailers should develop a store strategy that aligns talent, physical space, processes and technology to meet the changing demands of their customers. When consumers can easily shop online, with instant answers to their questions about inventory, accessibility and delivery, retailers need to try to replicate that experience in store. To help mimic the extensive information and accessibility offered by virtual stores, brick and mortar retailers can try:

• unified inventory systems that provide transparency into product availability
• digital technologies that deliver a more immersive customer experience
• more training for in-store associates so they can provide instant assistance

Retailers will also have to determine how best to embrace the technology that exists in consumers’ hands. More and more people are using smart phones, which give them instant access to prices, consumer reviews and merchandise that might be available in competitors’ stores. In 2012, it is critical for retailers to harness technology and social media to deliver more personalized relationships.

What are high-performing companies doing to promote innovation and growth?

High-performing retailers are

• offering desirable goods and services that consumers want to buy, effectively managing inventory and exploring new markets to extend the reach of their products. For example, some leading retailers have successfully launched private label offerings, resulting in higher profit margins and a more loyal customer base. These private label goods are only available at those retailers’ stores, which generates return customers.
• investing in their people. By offering training and development programs, store associates are likely to be more equipped to not only deliver, but exceed customer expectations.
• collecting data through point-of-sale systems, loyalty programs and credit cards to gather actionable insights. Advanced analytics will continue to help uncover demand patterns, improve inventory assortment and determine how pricing elasticity will impact purchase behavior.

Retailers should also try to capture non-transactional data such as interactions with customers, call center logs and social media connections to gain a better understanding for what drives customer engagement and buying decisions.

In today’s economic environment, it is imperative for retailers to maintain their competitive advantage through new product innovation and unique service-delivery models. A compelling value proposition that focuses on price, quality and convenience is especially important as consumers determine where to spend their hard-earned income.

Your responsible, hard-working short-term or temporary employees deserve appreciation for their efforts, as much as your permanent employees do. The good news? Most workers don’t need a high-priced award to feel appreciated. Research has showed that “frequent recognition of accomplishments” is the most effective form of non-monetary compensation named by full- and part-time office workers.

Even if you don’t have a lot of money to go around, there are still ways to treat your short-term employees right and show them that you appreciate their efforts:

• Hold an event for no reason and include your temporary employees. Come up with a themed event if there isn’t a holiday to celebrate. Some examples: Crazy Hat Day, Favorite Sports Team T-Shirt Day. Have full-time employees bring in some goodies from home and treat everyone to a few pizzas on the company’s tab.

• Allow short-term employees to take family days if you allow your full-time employees to do the same. For those days when kids may be off school, but parents may not be off of work, allow them to work from home. Or allow them to leave early without penalty for school events like conferences or concerts.

• Create a contest. Hold a contest that everyone can get involved in – post a trivia question on the company intranet or fill a jar full of thumbtacks and place it on the receptionist’s desk. Let everyone guess the answer and give a small prize to the winning guess.

• Celebrate small achievements with small tokens of appreciation. Give a set of movie tickets or a coffee shop gift card to short-term employees who go above and beyond or complete a project successfully.

• Give temporary employees a small discount on the products or services you sell.

• Bring in a few dozen bagels or muffins on occasional mornings. It’s a small gesture that everyone will enjoy and a simple, low-cost way to show your appreciation.

• Create a VIP parking spot. Reserve one of the best spots in the parking lot for short-term employees who have done something outstanding. Offer the spot to a different temp each month.

• Say “thank you.” Leave a handwritten note at a temp employee’s desk telling them ‘thank you’ for a job well done. Then be sure to follow up with a letter to their agency. This will give the temp a personal and professional boost.

Making sure that your short-term employees feel noticed and appreciated can be inexpensive but effective. Even the most simple employee incentive ideas can be just as effective as other high-priced options when you want to show how much you care.

 Every workforce is diverse, even if most of the workers come from similar backgrounds. Diversity comes from not only culture, race or ethnicity but from different personality traits, characters or workers with different psyches.

Everyone on a team also has a different personality, different talents and experience, and brings something different to the table. They also have different approaches:

• change vs. tradition
• vision vs. practicality
• the big picture vs. the details
• a fast-pace vs. a slower pace
• risk taking vs. caution
• creativity vs. structure
• process focus vs. content focus

Managing a diverse workforce is fun, but not easy. You must adjust your management style differently for every person, because you cannot administer two different personalities in a similar manner. The first step towards better management is to understand your subordinates and their psyches, and then try to accommodate all types in your management style.

You may find it helpful to perform personality assessments on the members of your team. Assessments such as the DiSC, which analyzes personality traits including dominance, influence, steadiness and conscientiousness, are common methods used to help managers understand and manage personality differences. Other useful tools include the Myers-Briggs Type Indicator, which rates employees on scales such as extraversion vs. introversion and thinking vs. feeling, and the Keirsey Temperament sorter, which examines similar personality traits.

You should arrange to take the tests yourself – the results can help you strengthen your management style as well as understand why you manage some employees better than others.

You may also want to take a conflict management program. Conflict management courses are designed to help participants understand the nature of conflict and provide them with skills to get better results from such situations in the shortest possible time. These skills usually include effective communicating, problem solving, negotiating, listening, and decision-making. Typically taught by business consultants and psychologists, conflict management training is available through in-house seminars and workshops in most cities.

However you handle the inevitable conflicts in your organization, by successfully managing them, you will see an improved bottom line from reduced turnover and absenteeism alone—not to mention stable working relationships, organizational loyalty and the retained knowledge of experienced employees. Any significant improvement in conflict management will far outweigh the cost of most personality assessment testing or conflict management programs.

Obviously, not everyone is going to be happy all the time, but employees with conflicting personalities can work together effectively when properly managed. Supervisors must manage behaviors rather than personalities and not allow personality differences to affect employees’ ability to work together as a productive team.

The Canadian retail sector has witnessed major economic growth. In Canada, retail sales were $425.3 billion in 2008, following gains of 5.8% in 2007 and 6.4% in 2006.

The retail industry is the largest employer in Canada, providing work for over 2 million people (1 out of every 8 Canadian jobs). There are more than 220,000 retail establishments in Canada, and the retail trade represents close to 10% of all Canadian business establishments.

Annual sales in this sector of the economy are fast approaching $1 trillion. Unfortunately, over the past two decades the wages of retail and wholesale sector workers have not kept pace. After adjusting for inflation, wages have actually declined by 4 per cent since 2000.

Here are salary ranges for typical jobs you’ll find in retail:

• Storekeeper/Stock Clerk: The annual wage range for full-time positions at this level run from the low $30,000s to the mid $40,000s, depending on your experience and size of the employer.
• Sales Associate: For the most part, Sales Associates get paid their province’s minimum hourly wage, plus a small commission (a percentage of the sales they make). In some higher end stores the annual wage may range from the upper $30,000’s to the low $50,000’s a year with the possibility of bonuses.
• Merchandiser: Salaries for this position range from about $30,000 – $48,000 a year. Compensation packages for positions at higher salary levels also tend to offer bonuses, plus discounts on merchandise the company sells:
• Retail Store Manager: Starting salaries range from about $47,000 – $57,000 a year, a figure that could rise significantly in higher end outlets and large department stores, up to $90,000+ annually.
• Buyer III: On average, yearly salaries at this level range from $50,500 to $80,000.
• Retail Analyst: While annual wages for this position may start at $40,000 with entry level jobs, experienced Retail Analysts can earn upwards of $65 – $80,000 a year, particularly for larger retailers and higher end stores.

People who work in the retail industry face as many health hazards as people employed in jobs that are generally believed to be more dangerous. Retail workers need to be aware of the risks they face on the job and how to avoid them.

1. Indoor Air Quality and Pollution

Most retail stores are in closed buildings, where windows can’t be opened and exits to the outdoors are often in remote areas.

Indoor air pollution is caused by the buildup of vapors, particles, molds, fungus and bacteria in building air. These pollutants can come from building materials, furnishings, cleaning products, store consumer products, asbestos and pesticides. Molds, spores, fungus and bacteria can accumulate in furnace water and air ducts. Polluted outdoor air can be drawn into a building via the air intakes.

If unchecked, these pollutions can cause severe respiratory ailments. All workplaces where these risks are present need an effective mechanical ventilation system. This system must bring in fresh outdoor air, mix it with the air that is already circulating inside the store and distribute the conditioned air to all areas, including stock rooms, via ducts.

2. Ergonomics

The basic idea of ergonomics, the study of workplace design, is to create a workplace that fits the worker. Work stations must be adjustable to be able to accommodate the wide variety of heights and strengths of retail workers.

The best height for a working surface depends on the employee and whether or not he stands or sits. The ideal height is generally between 2 to 4 inches below the elbow for delicate work and between 6 to 18 inches below the elbow for heavy work. The solution for working surface height is to make the surface adjustable to accommodate each worker.

A workstation that allows for alternating between sitting and standing is important, as is room to move around without awkward motions and decent lighting.

3. Repetitive Motion Illnesses

Many retail workers perform jobs that require repetitive bending and twisting of the hands, wrists and upper body. These tasks often place excessive stress on muscles, tendons, blood vessels and nerves and frequently result in conditions such as carpal tunnel syndrome, tendinitis, ganglion cysts and tenosynovitis. These conditions are serious, causing pain, loss of use of the hands and wrists and permanent damage.

Correct ergonomic design is one of the most important ways to avoid these kind of illnesses. Eliminating the twisting and bending caused by poorly designed tools and workstations is the only way to reduce the risk.

4. Lifting, Carrying and Standing

Lifting is an important part of all retail store work. Cashiers lift groceries, stock clerks put products on shelves, and department store staff stock and retrieve products from stockroom shelves frequently. These tasks contribute directly to high rates of back injuries, lower back pain, hernias, heart and circulatory problems among retail store workers.

Use a mechanical lifting device to lift loads that are too heavy. Store products at least 18 inches above the floor and not above shoulder height. Use a ladder to reach high items or a table to bring products up to comfortable heights.

Standing can cause varicose veins and back fatigue, aching feet and muscle strain, among other ailments. Anti-fatigue mats made of a soft material, foot rests, stools and chairs can help.

5. Fire Prevention

Fire hazards often exist in retail stores due to flammable and combustible materials, electrical malfunctions, sparks, hot surfaces, smoking and unsafe storage of chemical products. Your employer must have an emergency plan for how to evacuate the store. Exit paths should not be blocked and must be clearly marked with exit signs that are lighted.

Fire extinguishers must be available, and workers should be trained in how to use them. They must be inspected regularly to ensure that they are in good working order. Sprinklers must be installed and inspected at least once a year.

Good housekeeping and proper storage and disposal of combustible and flammable materials are the most important steps in preventing fires in a retail store.

6. Floors

Slips, trips and falls are common causes of injuries in all retail stores. Wet, slippery floors around produce, meat, fish and freezer areas are especially hazardous in supermarkets. Similarly, aisles that are cluttered with boxes, and uneven cracked flooring are all hazards commonly found in department stores.

All spills need to be cleaned promptly, and time needs to be allowed to clear clutter and waste from the aisles.

7. Electricity

Employees in department stores, supermarkets and other retail stores may face hazards from exposure to live electricity. Contact with energized equipment can cause shock, burns, startle accidents and even death.

Electric shock injuries are a danger when retail workers are exposed to live wiring, temporary wiring and damaged electrical equipment.

Retail workers should visually inspect all electrical wiring regularly to check for breaks, fraying, and other defects. All electric outlet boxes should be covered. All switch boxes and circuits should be labeled.

People who are employed in retail face a surprisingly high number of hazards on the job. It is important for them to be aware of those dangers, as well as their employers’ responsibilities in ensuring a safe workplace.

Many of us have been in this position: a job opens up at your company, and you happen to have a friend or relative who is looking. You recommend him because you want to do a good deed, or be a good friend, or maybe because your company offers a bonus for referrals who are hired.

Or, maybe you’re starting or running a business, and you feel compelled to hire friends or family members, either because they need a job, or you need to feel that you have employees you can trust.

All of the above motivations are perfectly understandable. They can also lead to complications. If you hire a friend or family member at your organization, or even recommend one for a position, here are a few things to keep in mind.

What if the person you recommended doesn’t perform the job well? Do you have first-hand experience with this person’s work ethic and habits?

Consider how you would feel if the business caused problems with your friendship or the closeness with your family. Would you be comfortable offering a work critique to a relative or person you normally know only socially? How would your friend or family member feel if you had to let them go, whether due to financial issues, downsizing or simply a conflict between the two of you?

Even assuming that you know this person is a loyal, hard-working and talented employee, it’s best that both you and the new hire are clear on the expectations for your new role as coworkers. List the skill sets that are expected, what kind of turnaround time is expected and the hierarchy of the office and where you both fit in.

If you have helped this person get hired, explain that you’ll probably have no say in whether he keeps the position, especially if layoffs occur. Even though you opened the door for him, you won’t be responsible for what happens within the building going forward.

Also, set rules on work behavior: for example, in the office, you don’t want to be called by any undignified nicknames or have tales of your off-duty social life being shared with coworkers.

If you are the owner of the company or the manager, be open about nepotism. In a small or family-run business, it’s okay to give some employees special treatment because they’re related — as long as the other employees know that this is your business culture. The beauty of a family business is that you get to make your own rules, but you need to set expectations for all employees and make sure they are communicated clearly.

There is no one-size-fits-all method on how to work best with friends and family. If you go over expectations at the beginning, set up defined roles and meet regularly to discuss whether those expectations and roles are being followed, you may find that working with friends or family is no problem at all.

If you didn’t include holiday hiring plans in your yearly projections, now is the time. According to ShopperTrak — the world’s largest provider of retail foot traffic counting, managed services and business analytics — national retail sales, when compared to the same period last year, will rise 3.0 percent during November and December. Is your business ready to take on the crowds? Will you have enough employees on staff to give holiday shoppers excellent service?

How Many People Will You Need?

Your first step should be to perform a workforce planning schedule that covers the season. Seasonal employees brought on for the holidays generally begin in the fall and work until a few weeks after the holidays end. Remember that your stores may change operating hours and stay open longer. You might need to bring on staff to cover longer shifts, multiple shifts or additional help for weekends, and possibly the holidays themselves.

Next, think specifically about your recruiting and hiring needs. How flexible will these temporary employees need to be? Will they have regular shifts, or will they need to be available on an as-needed basis? Will they be expected to “float” from store to store? Be sure to mention this in your job posting or any other communications you send out, so potential seasonal employees will know what you expect. Students, homemakers, retirees and other people who are often drawn to seasonal help positions will appreciate knowing what they can fit into their schedules.

Where Can You Find the People You Need?

The fastest and easiest way is to use a qualified temporary staffing agency. Contact colleagues and other professionals with whom you network to get references or recommendations for agencies who specialize in the retail industry. They can quickly provide prescreened candidates with the experience and flexibility that you need. Make sure you ask questions about their ability to meet your employment needs. If you need to hire a large number of employees for seasonal employment, for example, ensure the agency has the necessary resources and expertise to fulfill your order.

If you’re obligated to conduct the search for seasonal employees yourself, here are a few ideas on how to find them:

• Take out an advertisement in the local newspaper — not in the classifieds, but in the most popular section of the paper. Even a small ad with your logo and a short but bold headline will attract reader attention. Be sure to include all of your contact information, including your website’s URL.
• Use your website. Your website is one of the most effective ways to attract qualified job candidates because visitors are already interested in your company. Capitalize on visitor traffic and promote your seasonal job openings today.
• Use social media. Promote your openings on any social media network or forum you participate in. Social media sites are a terrific way to quickly and readily reach out to those looking for part-time, seasonal jobs
• Encourage walk-ins and referrals. One of the most effective ways to recruit hourly workers year-round is through walk-ins. Your best customers might make good employees. Put up large signs in the window and throughout the store, to alert passers-by and shoppers that you are looking for seasonal help. Also encourage your staff to refer job candidates. They may have friends who are looking to make a little extra cash during the holiday season.

One of the best reasons to set up an employee referral program is to strengthen your recruiting pipeline. Employee referral programs can also increase morale and lower turnover.

How?

• Employees know what it takes to succeed at your company, and they understand its culture, so they can refer appropriate candidates.
• Employees know others with similar skills, such as former coworkers, schoolmates and members of networking groups.
• Employees have seen former coworkers under actual workplace conditions, not just at a job interview.
• Employees know individuals who are not actively looking for a job but are poised to move.
• Employees who are careful of their reputations recommend only highly skilled candidates.
• Employees in a good referral program can earn referral bonuses and feel an investment in the success of the company.
• Employees hired through referrals tend to stay with your company longer because they’re brought on board with already-established social connections and a better understanding of your company’s culture.

Here are some basic best practices for building a successful employee referral program.

1) Motivate Your Employees
To encourage participation, offer incentives or such as cash or equivalent rewards.

How much should a cash bonus be? Base the amount on your industry, your company size, and the position for which the candidate is being referred. For example, you may want to offer a higher incentive for hard-to-fill positions that require extensive experience or highly specialized skills. You can pay out incentives in two stages, offering an initial payout when the referral is hired and a second bonus once the referred employee has reached a certain number of days of employment.

If cash rewards aren’t feasible, offer benefits such as an extra paid vacation day or other non-monetary prizes like reserved parking spaces or a cubicle by the window.

2) Keep Your Employees in the Loop To ensure your employees are always aware of your referral program, designate one dedicated person to manage the program. Making it just one person’s responsibility to oversee the program ensures that the program is constantly prioritized and monitored.

This person should clearly communicate how your employee referral system works, why your employees are an integral part of its success, and what’s in it for them. They should also keep everyone updated about what jobs are available, make your referral process simple and easy to understand and remember to give status updates.

3) Measure and Assess Your Success As with any business initiative, you’ll need to create metrics that allow you to measure the success of your employee referral program. So first, set a goal, such as getting a 75 percent participation rate or a certain number of referrals per employee by year’s end.

Develop a system to track your progress to see if you are meeting your goals or need to change some things. Once you’ve assessed?your program, you can identify areas for improvement. At the least, you’ll want to tweak it occasionally to keep up with technological innovations, changes in the economy, employee demand and business performance.

There are plenty of ways to incorporate an employee referral program, from the most informal bonus program to a full-blown system that tracks, identifies and rewards the employees who make the greatest contributions.