Psychological Problems When Paying by Commission

from PetGroomer.com Magazine - Fall 2022

Leashing Back at Hip Pain

Psychological Factors When Paying by Commission

You may not be expecting a discussion of psychological factors amongst working groomers. You may think we are throwing curve balls unless you have worked in the grooming field for some time. There are psychological impacts 72 Copyright © 2013 Find A Groomer Inc. All rights reservedon pet grooming operations where Subscribe www.egroomer.com PetGroomer.com Magazine www.petgroomermagazine.com Subscribe Free © 2022 Find A Groomer Inc All rights reserved

commission is the primary or only form of compensation for pet groomers and bathers. Fortunately for us we have some proof based on surveys of pet groomers. Approximately 65 percent of employed (Continued on page 73)

pet groomers surveyed by PetGroomer.com between 2002 and 2019 indicated they prefer to be paid by commission. When asked why they prefer commissions the most popular answers were: ond answer hints at their desire to be self-employed, and not employed. The same surveys at PetGroomer.com indicate that over 70 percent of all employed pet groomers want to eventually be self-employed.

In the first answer respondents indicated they wanted “more control” and somehow they believe that commission offers them that benefit. Does it really? Is it not simply a method to calculate gross wages?

And finally the last answer alludes to motivational factors. It is true that if you are paid by commission you only get paid for what work you perform. Do they need to face earning nothing in order to groom? Is that what groomers means when use the term “groomer burnout?” Since when do employers paying hourly or salary allow employees to be less productive unless they are ineffective managers?

1. I have more control over my grooming. 2. It makes me feel more like being self-employed.

3. I earn better pay.

4. I am more motivated to groom.

The third answer stands out. It is a practical response involving nothing more than compensation. Even though there is no evidence to support that commission wages are always better than salary or hourly wages, it is true in some businesses.

Note there were no psychological factors related to employment in that answer. What do we mean? Consider the other three responses. They address mental states, even emotional ones. Have we made our case yet?

Three of the top four reasons for desiring commission wages were based on (Continued on page 74)

psychological factors, and not simply a desire to supposedly earn better pay.

We love the truth, and these surveys do reflect our field experience as well. We employed groomers for nearly three decades. The reason we went “from problems to profits” was by running a professional personnel management system.

Control was held by management and supervisors, yet everyone worked as a team. We maintained motivation through supervision and teamwork too. With job descriptions and agreements for productivity in place, and signed by each employee, we simply expected employees to perform in accordance to what they agreed to.

As a team quality was constantly being supported by all members and control was assigned based on level of experience and dedication to the position held.

How compensation was paid never had anything to do with control factors, motivation or reminding them they were not self-employed.

The problem with commissions is not their cost. Instead it is the psychological perceptions indicated by three of the answers above, one, two and four. Those three answers are deadly to teamwork operations.

We have visited hundreds of staffed grooming operations. It doesn’t take too long to perceive if there is one groomer, usually paid by commission, trying to overly control the operation compared to the other staff.

Typically the groomer earns the highest commission, claims first rights to new customers and has the most seniority. Sometimes they burden and share little with the least senior “new groomer.” It is more than supervision, it is dominance. Sometimes we refer to these individuals as “empire builders.” The lack of formal personnel management tends to support groomers wishing to build an empire for better or worse. It is not their fault. The problems lie with the lack of more formal management leading a team. It is quite difficult to groom well, productively and manage staff at the same time on an ongoing basis. Yet there are

groomers that desire these positions of influence in order to “feel” more self-

employed, have “more control” and to guarantee they meet their personal desired quota of grooming assignments before other staff get assignments.

Whether you are that groomer, or you work under one, groomer burnout takes its toll.

Staff paid by salary can share the same problems associated with commission house, but generally where salaries are paid there is a stronger presence of overall management. Salary workers must be supervised for productivity according to salary agreements. Supervisors control the daily direction of a team, and keep them motivated. Supervisors ensure that work assignments are fairly distributed without one or more employees being targeted with the most difficult assignments consistently.

When supervision is present employees realize they are not self-employed by any means. Perhaps in this short discussion you can better see the inherent forces preventing teamwork when paying commission wages. ◄