1. What is the average salary of an Order Picker III?
The average annual salary of Order Picker III is $48,315.
In case you are finding an easy salary calculator,
the average hourly pay of Order Picker III is $23;
the average weekly pay of Order Picker III is $929;
the average monthly pay of Order Picker III is $4,026.
2. Where can an Order Picker III earn the most?
An Order Picker III's earning potential can vary widely depending on several factors, including location, industry, experience, education, and the specific employer.
According to the latest salary data by Salary.com, an Order Picker III earns the most in San Jose, CA, where the annual salary of an Order Picker III is $60,635.
3. What is the highest pay for Order Picker III?
The highest pay for Order Picker III is $59,125.
4. What is the lowest pay for Order Picker III?
The lowest pay for Order Picker III is $38,931.
5. What are the responsibilities of Order Picker III?
Order Picker III is responsible for filling customer orders using a pick list and preparing orders for shipment according to company standards. Obtains merchandise from bins or shelves and ensures the completeness and correctness of all orders filled. Being an Order Picker III may operate materials handling equipment. Requires a high school diploma or equivalent. Additionally, Order Picker III typically reports to a supervisor or manager. The Order Picker III works independently within established procedures associated with the specific job function. Has gained proficiency in multiple competencies relevant to the job. To be an Order Picker III typically requires 3-5 years of related experience.
6. What are the skills of Order Picker III
Specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Customer Service: Customer service is the provision of service to customers before, during and after a purchase. The perception of success of such interactions is dependent on employees "who can adjust themselves to the personality of the guest". Customer service concerns the priority an organization assigns to customer service relative to components such as product innovation and pricing. In this sense, an organization that values good customer service may spend more money in training employees than the average organization or may proactively interview customers for feedback. From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. From that perspective, customer service should be included as part of an overall approach to systematic improvement. One good customer service experience can change the entire perception a customer holds towards the organization.
2.)
Packaging: Preparing products through wrapping or bottling to protect the goods from damages during transportation and storage.
3.)
Leadership Development: Leadership development expands the capacity of individuals to perform in leadership roles within organizations. Leadership roles are those that facilitate execution of a company’s strategy through building alignment, winning mindshare and growing the capabilities of others. Leadership roles may be formal, with the corresponding authority to make decisions and take responsibility, or they may be informal roles with little official authority (e.g., a member of a team who influences team engagement, purpose and direction; a lateral peer who must listen and negotiate through influence). Leadership development is thought to be key to business success. A study by the Center for Creative Leadership holds that 65 percent of companies with mature leadership development programs drove improved business results as compared to 6 percent of companies without such a program. Similarly, 86% of companies with leadership development programs responded rapidly to changing market conditions whereas only 52% of companies with immature programs were able to do so.