sm mentorship

2015

NILESH.PETHKAR

1/21/2015

STORE MANAGER MENTORSHIP PROGRAM

“People will forget what you said. People will forget what you did. But people will never forget how you make them feel.” .....Bonnie Jean Wasmund

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TABLE OF CONTENTS 1. WHAT IS MENTORING.............................................................................................3

2. WHO IS A MENTOR.................................................................................................4

3. IMPORTANCE OF A MENTORING PROGRAM...........................................................5

4. PROCESS OF MENTORING......................................................................................7

5. MENTORING STEPS................................................................................................8

6. STAGES OF MENTORING........................................................................................9

7. COMPETENCIES...................................................................................................10

8. DEFINING THE MENTORS COMPETENCIES..........................................................12

9. SKILLS TO BE DEVELOPED BY MENTOR..............................................................13

10. PROCESS TO EVALUATE COMPETENCIES OF MENTOR AND MENTEE................19

11. DOCUMENTATION................................................................................................21

12. IMPLEMENTATION................................................................................................22

13. REVIEW................................................................................................................27

14. IMPACT ON BUSINESS..........................................................................................28

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1. WHAT IS MENTORING

"Mentoring is to support and encourage people to manage their own learning in order that they may maximise their potential, develop their skills, improve their performance and become the person they want to be”

Mentoring is a fundamental form of human development where one person invest time, energy and personal know-how, assisting the growth and ability of another person.

Mentoring is a powerful personal development and empowerment tool. It is an effective way of helping people to progress in their careers and is becoming increasing popular as its potential is realised. It is a partnership between two people (mentor and mentee) normally working in a similar field or sharing similar experiences. It is a helpful relationship based upon mutual trust and respect.

A mentor is a guide who can help the mentee to find the right direction and who can help them to develop solutions to career issues. Mentors rely upon having had similar experiences to gain an empathy with the mentee and an understanding of their issues. Mentoring provides the mentee with an opportunity to think about career options and progress.

A mentor should help the mentee to believe in herself and boost her confidence. A mentor should ask questions and challenge, while providing guidance and encouragement. Mentoring allows the mentee to explore new ideas in confidence. It is a chance to look more closely at yourself, your issues, opportunities and what you want in life. Mentoring is about becoming more self aware, taking responsibility for your life and directing your life in the direction you decide, rather than leaving it to chance.

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2. WHO IS A MENTOR

A mentor is a person possessing vast retail experience and who can develop the career of a mentee. A mentor guides, trains, advises, and promotes career development of the mentee. He is not direct line manager.

A mentor is seen as someone who :

Is a loyal friend, confidant and advisor

Is a teacher, guide, coach and role model

Is entrusted with the care and advancement of another

Nurtures a person of talent and ability

Represents skill, knowledge, virtue and accomplishment

Wants to share knowledge, material, skills and experience

Are more knowledgeable but view themselves as equal to those they mentor

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3. IMPORTANCE OF A MENTORING PROGRAM

Organization may not always be able to hire the kind of employees they want, but they can develop the kind of employees they want. By developing and implementing a mentoring program, organization can pair inexperienced employees with seasoned ones, and accelerate the learning process for employees in important positions. A mentoring program may not only be good for organization, it may be essential. Mentoring can accomplish things that training cannot.

Filling Future Management Positions

If growth forecast shows a specific area of a business that will need managers in the near future, a mentoring program can be essential to company's plans. Organization should team up an employee with a manager, but not with someone who has direct authority over that employee. This allows the relationship to develop without the feeling that the employee is undergoing an extended performance review. The role of the mentor will be to help the employee master skills that will make her effective in the new management positions organization anticipate having.

Leadership Development

Leadership skills are difficult to teach on paper. Employees can best develop leadership attributes through observing a strong leader in action. A mentoring program can facilitate a relationship between an employee and a leader and encourage the use of leadership skills before the employee actually assumes a leadership position. Even seminars and training sessions cannot give an employee the kind of hands-on experience a mentoring relationship provides.

Staff Retention

A mentoring program creates a sense of progression through the company and an employee who grows with the business tends to identify with it. This creates loyalty and a sense of belonging. Mentoring shows employees they are valued and that you anticipate them being with your company for the long haul. An organizational culture of increasing opportunities can attract and retain the best talent because top talent seeks opportunities for growth.

Importance For Mentee

• Greater professional competence

• Change from Store Manger to Business Manager

• Accelerated career growth, from current position to higher level

• Increased job satisfaction, will enjoy the work

• Skills of handling Saudi staff and also other staff

• Decreased job stress and role conflict, always try to find out a way to do things

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Importance For Mentor

• Creates satisfaction from sharing knowledge and experience

• Enhances communication, coaching and advising skills

• Increase in his own knowledge while discussing some strategies with mentee

• Increases visibility in the organization and acknowledgement as role models

• Career enhancement

• Practice interpersonal & management skills

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4. PROCESS OF MENTORING

Process of mentorship will start from building relationship between mentor and mentee, getting know each other and then deciding on important goals to be developed in mentee. Further steps of the process are explained in detail:

Relationship : Mentoring process starts with building relationship with his mentee, so he will be open to discuss things. Having trust between mentee and mentor is very important to go ahead with the program. Mentee will be open to discuss his real issues when the relationship builds between them.

Goal setting – Once there is some relationship between mentor and mentee, mentee will discuss his problems, issues to run the business. Both will seat together and discuss on various issues. Mentor will guide him on important issues, both will decide on goals to achieve to run the business successfully.

Observation – once goal is set then both will work for the same, mentor will guide, help to achieve the same and observe each step of his mentee

Analysis – whenever needed he will analyse the situation to find out the solution and also guide his mentee to do the same

Providing feedback - giving feedback on the work his mentee has done

Action plan – along with the feedback mentor should seat and discuss with mentee to how to solve the problems/issue and create a action plan for the same

Review – at the end mentor will review mentee’s whole work and will check if the goal is achieved or not

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5. MENTORING STEPS

STEP 1: First step of the process is to find out the person who wants to be mentored, who has desire to grow & learn in the organization. An email will be sent to all store managers who wants to be part of this process. Once the nominations received they will be reviewed by HR personal and respective concept manager.

STEP 2: Nominations will be received from all area managers who wants to become a mentor. HR persona and respective concept manager will review and identify potential mentor, he should not be his direct line manager.

STEP 3: After the selection of mentor and mentee there will be joint meeting with mentor, mentee and supervisor (respective concept manager) who will oversee whole mentorship programme. Here concept manager can suggests on goals to be developed in his store manager.

STEP 4: Again mentor and mentee will meet and discuss the plan to go ahead, discuss the problems that mentee is facing. Mentor will share his experience, both will discuss on goals to developed in mentee.

STEP 5: Mentor and mentee will prepare action plan to achieve those goals and how to go ahead with the program.

STEP 6: Once the action plan is ready then they will work on implementing the action plan and mentor will guide the mentee throughout the process for achieving the set goals.

STEP 7: Finally mentor and mentee will evaluate the process and track the progress and redesign the action plan as per the requirement.

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6. STAGES OF MENTORING

• Initiation : Here mentoring relationship is established. Mentors and mentee introduce themselves, define goals, and begin sharing information. Two-way learning takes place in this phase. It is a shorter phase of the mentoring relationship

• Cultivation : Mentor starts his program by providing advice and guidance to mentee. The mentee starts developing skills and gains a broader understanding of his/her role, career path, and professional development. The mentee works toward a goal and the mentor supports him in his efforts

• Separation : Here Goals are reached, knowledge is shared. Now the mentoring relationship will to come to an end. During this phase, open and honest communication is critical and will help both move through this transition stage

• Redefinition : Lastly these two professionals will become more like peers. This last phase of the mentoring relationship aims to redefine the roles of the individuals into a new, professional relationship that may continue indefinitely

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7. COMPETENCIES

Mentor’s Competencies

• Coach - Mentor should be someone who motivates high performance, will motivate mentee to try for innovative things at store and improve the business

• Counselor - He should be good listener and should advice on problems faced by his mentee and work with him to find the solutions

• Teacher - He will share knowledge & skills of his own career and his earlier strategies in improving the business and how to grow up a ladder

• Role Model - Lead by example, mentee will aspire to become like him

• A Champion - He should be working on developing career of his mentee, find out the reasons for being at one designation for longer time

Mentee’s Competencies

• Learn – teach: The mentee must have a commitment to learning and a purpose for doing so which shapes their requests of the mentor and gives the mentor a sense of direction for the relationship

• Challenge – be challenged: The mentee must be willing and able to engage in constructive dialogue

• Open – questioning: Mentees must be prepared to be honest with themselves and their mentors, both providing an accurate description of issues they face and being willing to consider different perspectives and approaches

• Prepare – reflect: It is important that the mentee spend quiet thinking time both before the mentoring session (to prepare what they want to discuss & why) and after (to review what they have learned and extract further lessons from it)

Qualities of Mentor & Mentee A Mentor is someone who:

Listens

Is interested in mentoring

Uses non-judgemental questioning

Offers different perspectives

Has specific knowledge

Caring; warm; wants to help

Can relate to issues of the mentee

Has experience

Is trustworthy/ensure confidentiality

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A Mentee should possess these qualities:

Motivated

Hunger to grow/learn

Belief in the Value of Mentoring

Openness to Learning

Accepts feedback and acts on it

Listens

Self-aware

Open Trustworthy

Understands scheme objectives/process

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8. DEFINING THE MENTORS COMPETENCIES

In this program mentor plays a big role since he will be guiding the mentee to his career path. Mentor will be role model for mentee, whatever mentor is saying mentee will follow so mentor should be capable to guide in him right way. Some of the important things that mentor should posses are mentioned below -

• More experienced than the mentee

• Having vast experience in the field

• Hard working towards development of others and enjoy sharing his knowledge and experience

• His past record will be checked by supervisor of this process

• Has achieved growth in his life

• Soft spoken

• Key Role of Mentor should:

Support

Challenge

Guide

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9. SKILLS TO BE DEVELOPED BY MENTOR

Mentor will work on developing these skills in the mentee:

Planning and Organizing

Decision making

Domain expertise

Communication skills

Teamwork

Interpersonal Skills

1. Planning and Organizing -

Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their store and forecast future conditions. It also requires that managers be good decision makers.

Organizing involves the design of individual jobs within the store. Decisions must be made about the duties and responsibilities of individual jobs, as well as the manner in which the duties should be carried out.

a) Accurately estimate time and effort required to complete a task b) Identify and organise systems and required resources (availability of stock,

fast moving items) c) Organise personal time to carry out responsibilities (like BOE) d) Maintain adequate preparation time for scheduled meetings/deadlines e) Develop schedules and timetables with clear, specific milestones and

deadlines (ROTA, vacation planner) f) Establish how to measure results and milestones for self g) How to organize all available resources to fulfil all planned action

2. Decision Making-

Decision Making is the act of choosing between two or more courses of action. However, it must always be remembered that there may not always be a 'correct' decision among the available choices. Although decisions can be made using either intuition or reasoning, a combination of both approaches is often used. general steps used to make a decision are -

1) Listing all possible solutions/options 2) Setting a time scale and deciding who is responsible for the decision 3) Information gathering 4) Weighing up the risks involved 5) Deciding on values, or in other words what is important 6) Weighing up the pros and cons of each course of action 7) Making the decision

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3. Domain Expertise-

Understanding of his business, terms involved in retail. Understanding of below business terms to apply strategies and make effective decisions:

Two kinds of Sales – Gross Sales & Net Sales

Gross Sales = Total Sales without deducting any returns or allowances

Net Sales = Gross Sales – Returns & Allowances

Average Sales Per Day = Net Sales / No. of Trading Days

Average Sales Per Customer = Net Sales / No. of Customer

Average Customer Per day = Total Customer Per Day / No. of Trading Days

Average Sales Per Sq Feet = Average Net Sales per Day/Sq Ft of retail selling space

Average Sales per Sq Feet also called as Return Per Sq Feet

Year-to-date

Is a period, starting from the beginning of the Financial Year, and continuing up to the present day of the Financial Year.

Month-to-date

Is a period, starting from the beginning of the Month, and continuing up to the present day of the Month.

Event-to-date

Is a period, starting from the beginning of the Event, and continuing up to the present day of the Event.

LFL :Like for Like

4. Communication Skills-

Excellent customer service is all about communication. Demonstrating to our customers that we are listening to them and value their feedback, combined with the ability to convey clear messages with warmth and empathy will enhance our customers’ experience. Basic principles such as making your customer feel at ease, listening attentively or knowing when to say sorry can all make the difference and, more importantly, make our customers feel that they are important to us. Happy customers not only come back but also tell other people to come and try us out.

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Basic requirements for good communication skills

a) listening and understanding b) speaking clearly and directly c) writing to the needs of the customers d) negotiating responsively e) understanding the needs of customers f) persuading effectively g) establishing and using networks h) being confident

5. Teamwork- T (Together) E (everyone) A (achieves) M (more)

Effective teamwork is crucial in retail, and managers who understand the importance of teamwork can direct their subordinates more effectively. Teamwork is not always something that happens on its own, especially in retail stores. Savvy retail managers understand the value of using team building exercises to strengthen relationships within retail stores. Retail businesses who treat teams with respect can facilitate the team building process and make it easier for team members to form lasting friendships in addition to professional workplace relationships. some facts about teamwork

a) working across different ages irrespective of gender, race, religion b) working as an individual and as a member of a team c) knowing how to define a role as part of the team d) applying teamwork to a range of situations, e.g. future planning and

crisis problem-solving e) identifying the strengths of team members f) coaching and mentoring skills, including giving feedback

6. Interpersonal Skills -

Interpersonal skills are the life skills we use every day to communicate and interact with other people, both individually and in groups. People who have worked on developing strong interpersonal skills are usually more successful in both their professional and personal lives. Interpersonal skills are not just important in the workplace, our personal and social lives can also benefit from better interpersonal skills. People with good interpersonal skills are usually perceived as optimistic, calm, confident and charismatic - qualities that are often endearing or appealing to others.

A List of Interpersonal Skills Includes:

Verbal Communication - What we say and how we say it.

Non-Verbal Communication - What we communicate without words, body language is an example.

Listening Skills - How we interpret both the verbal and non-verbal messages sent by others.

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Negotiation - Working with others to find a mutually agreeable outcome.

Problem Solving - Working with others to identify, define and solve problems.

Decision Making – Exploring and analysing options to make sound decisions.

Assertiveness – Communicating our values, ideas, beliefs, opinions, needs and wants freely.

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COMPETENCIES DESCRIPTION

Competencies Group – Communication

Competencies Description

Listening Understands and learns from what others say

Reading Comprehension

Grasps the meaning of information written in English, and applies it to work situations

Speaking Conveys ideas and facts orally using language the audience will best understand

Writing Conveys ideas and facts in writing using language the reader will best understand

Competencies Group - Cognition


Analysis/ Reasoning Examines data to grasp issues, draw conclusions, and solve problems

Creative & Innovative Thinking

Develops fresh ideas that provide solutions to all types of workplace challenges

Decision Making & Judgment

Makes timely, informed decisions that take into account the facts, goals, constraints, and risks

Problem Solving Resolves difficult or complicated challenges

Researching Information

Identifies, collects, and organizes data for analysis and decision-making

Competencies Group – Personal Effectiveness


Accountability & Dependability

Takes personal responsibility for the quality and timeliness of work, and achieves results with little oversight

Adaptability & Flexibility

Adapts to changing business needs, conditions, and work responsibilities

Attention to Detail Diligently attends to details and pursues quality in accomplishing tasks

Customer Focus Builds and maintains customer satisfaction with the products and services offered by the organization

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Development & Continual Learning

Displays an ongoing commitment to learning and self-improvement

Ethics & Integrity Earns others’ trust and respect through consistent honesty and professionalism in all interactions

Results Focus & Initiative

Focuses on results and desired outcomes and how best to achieve them. Gets the job done

Safety Focus Adheres to all workplace and trade safety laws, regulations, standards, and practices

Self Management Manages own time, priorities, and resources to achieve goals

Stress Tolerance Maintains composure in highly stressful or adverse situations

Tact Diplomatically handles challenging or tense interpersonal situations

Competencies Group – Interaction with Others


Influencing Others Influences others to be excited and committed to furthering the organization’s objectives

Relationship Building

Builds constructive working relationships characterized by a high level of acceptance, cooperation, and mutual respect

Teamwork Promotes cooperation and commitment within a team to achieve goals and deliverables

Valuing Diversity Helps create a work environment that embraces and appreciates diversity

Competencies Group – Management Qualities


Business Alignment Aligns the direction, products, services, and performance of a business line with the rest of the organization

Coaching & Mentoring

Enables co-workers to grow and succeed through feedback, instruction, and encouragement

Leadership Promotes organizational mission and goals, and shows the way to achieve them

Fiscal Accountability

Follows fiscal guidelines, regulations, principles, and standards when committing fiscal resources or processing financial transactions.

Planning & Organizing

Coordinates ideas and resources to achieve goals

Staff Management Manages staff in ways that improve their ability to succeed on the job

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10. PROCESS TO EVALUATE COMPETENCIES OF MENTOR AND MENTEE

Competency evaluation will be done in two phases for both. One will be personal interview by Supervisor & HR person and other will be Competency evaluation Form

1. Behavioral Event Interview:

In behavioral event interview (BEI), mentor and mentee will be interviewed individually about what they did, thought, said, and felt in challenging or difficult situations. The aim is to obtain information about a candidate’s past behaviour and experience so that interviewer can effectively ‘score’ and compare candidates against each other. These competency based interviews give interviewer a brief idea as to how the individual performs. The answers to the competency based interview questions also provide a graphic portrayal of his or her attitude towards work, people and life in general. Competency based interview questions are much different. These questions are pre-determined ahead of time and in many cases there are hidden points you are given based on your response. Each question is targeting a specific skill set that the hiring manager believes is important to the job. They want you to offer specific examples to support your answer. The reason is that they want to better understand your behaviour patterns behind the questions. The competencies that were instrumental in their success are extrapolated from their stories

Some of the competency questions are explained below.

1. Your initiative to solve problems: The interviewer can ask about how you had

used your initiative to solve any difficult problem at the workplace. The question

may also ask you about any situation in which you were supposed to solve a

problem without being informed of the complete details.

2. Your achievements: The interviewer can also ask about the achievement which you

think was the most important for you, professionally and personally speaking. If you

think that there were two different achievements on the professional level as well as

on the personal level, the interviewer may ask you to elaborate on the reasons.

3. The most difficult incident and other difficulties: The Interviewer can also ask

about the most difficult incident you have ever had to handle. Also, the interviewer

may ask you about the person whom you have found to be the most difficult to work

with, in addition to the reasons why. The interviewer may also ask you whether your

differences with the person were resolved in an amicable manner or in any other

manner.

4. Your leadership: Depending on the job that you are seeking, you may also be asked

to give an example of a case in which you demonstrated any leadership qualities.

These questions are team leader interview questions but are often asked of any

individual.

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2. Competency Evaluation Form:

Below format will be used to get details about what mentor/mentee think of their own competencies and those will be rated.

After this supervisor will assess these in personal interview round.

COMPETENECY EVALUATION FORM Mentor Name

Mentor Title

Mentee Name

Mentee Title ***Please read the competency definitions carefully and rank each of them from a scale of 1-5 based on the merit and performance data.

Competency Not

Proficient Marginal Proficient Exceeds Expectations

Greatly Exceeds Expectations

1 2 3 4 5

1 2 3 4 5 6 7 8 9

10

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11. DOCUMENTATION

At the end of mentorship programme, mentee will prepare a report on whole mentorship programme.

Report will comprise of:

– Details of mentor and mentee (Name, designation, educational background, duration with Landmark group, store location, concept)

– Programme duration

– Goals set at start and achieved goals at the end of the programme

– Learning’s from the programme (mention skills/competencies before start of programme and after the programme)

– Implementation, how it is done, where it is done, what time frame it took to implement the same

– Problems faced during implementation

– Results of implementation

– Feedback on the programme

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12. IMPLEMENTATON

I am undergoing implementation of the program with Splash store manager at CPR 10 with the help of Mr Jogee who is a mentor. First meeting has been concluded and we have completed stage of setting goals for mentee and observation of the same.

Competency Evaluation of mentee:

COMPETENECY EVALUATION FORM

Mentor Name Mr Sharif Jogee Mentor Title Area Manager

Mentee Name Mr Narendra Shahi Mentee Title Store Manager

***Please read the competency definitions carefully and rank each of them from a scale of 1-5 based on the merit and performance data.

Competency Not Proficient Marginal Proficient Exceeds

Expectations

Greatly Exceeds

Expectations

1 2 3 4 5

Communication

Management Qualities

Personal Effectiveness

Interaction with other

Recognition

How To Develop The Competencies:

• Personal guidance

• Sharing personal experience

• Giving some reading materials and then having discussion on that

• Sharing video clips related to the topic

• Give examples of other store operations, how they are operating and how they are managing the issues which are common to mentee’s current issues

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Store Manager’s Observations:

Parameters SOP Observations

Morning Briefing

DSR sharing Stock delivery issues Maintenance of back store & replenishment Concern areas in terms of stock

Last day achievement Plan for the day Staff suggestions if any

Floor Walk

Noting gaps on the floor & rectifying the same

N/S areas mentioned needs to be rectified with name of person responsible with deadline mentioned

Name of person and deadline must be mentioned against each task pending

Gaps are mentioned & responsibilities is given to specific staff but no periodic check is done to see if the work is done or not

Deadline not mentioned

N/S areas not improved, carried forward and no particular staff assigned to that work

Store Make Up Policy

To ensure customer friendly shopping experience

Returning items from fitting room, cash counter and arranging on the floor size wise

Planning of weekly rota and daily planner to ensure enough staff during peak hours

Walk through after every 2 hrs and noting gaps and giving responsibilities to specific staff and checking status of the same after 15 min

Items are not returned to respective departments time to time, kept on rolling stands or in trolley which is lying unattended

No weekly rota and daily planner

Activities are carried out according need of the hour

No walk through observed

Back Store Process

Dedicated team to manage the back store

Trading stock must be segregated department wise and brand wise

Designated area for AIS & proper visibility ensured

Non trading items should be well organized

Processing area should be kept for pre-retailing

No dedicated person to arrange the back store and responsibility not given to anyone

Trading stock is segregated in some parts but majority of items are mixed and not kept brand wise, back store filled with cartoons

Non trading items are mixed with trading items and shopping bags with some random items in it

No space for doing pre-retailing so it is done on retail floor

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Gap Analysis:

• Store manager is not following the SOP

• Not following daily planner and weekly rota which helps in effective planning and prioritizing day to day operation

• It has enough staff [total = 27] but still requires casual staff

• Not able to manage human resource properly and also Saudi staff

• Not able to open daily delivery on time

• Back store is piled up with cartons consisting of daily delivery and Spring 15 stock

• There is no pre-retailing space in back store due to which it is done on retail floor

• All these hampering the process of maintaining retail standards

Three improvements identified :

1. Pre-retailing

2. Saudi Staff Development

3. Maintaining Retail Standards

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Pre-retailing can be divided in three parts

Stock management in back store and delivery coming

Time management to process the stocks

Staff management to process the stocks

Productivity of Saudi lady staff

Lady staff is involved in displaying the merchandize only

No store arrangement after business hours due to time constraint

Need to find out how much work one lady is doing in how much time

(productivity)

Maintaining retail standard

Once the above two steps are taken care of maintaining retail standards will be easy part to do

Action Plan :

A. Step 1 -

First step is to find out the productivity of each staff

Over a period of one week productivity will be observed and average

productivity of each staff will be calculated

Current rate of productivity is average 200 items per staff per hour (as per

store manager information)

Below format will be used to find out the productivity, where how much

quantity at what rate each staff is able to process is observed

Pre-Retailing Sr. No. Staff Name No. Of Cartons Time required to open Folding/Hanging

1 2 3 4 5 6 7 8 9

10

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Display Productivity Sr. No. Staff Name No. Of Trolleys Time required to display Folding/Hanging

1 2 3 4 5 6 7 8 9 10

B. Step 2 - Implementation

After knowing productivity of each staff, doing daily planning will be easy

and then depending upon number of cartoons in that day number of staff

can be allocated for that

Daily planner will be used and each staff will be given specific task based on

his productivity and this will be observed

For lady staff, display of merchandizing will be given with specific timeline

and that will be observed

C. For day to day operation -

Continuous hanging and folding of the merchandize throughout the day can

be done to maintain retail standard and also to make sure all sizes are

available on display

Continuously replenishing stock from Return counter since these are fast

moving items and there should not be any sale loss because of unavailability

of size on display

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13. REVIEW

To review the program and to see the improvements in store manager below parameters are considered since these represents store retail standards

Parameters Week 1

Observations

Week 2

Implementation

Week 3

Feedback & Improvements

Week 4

Results

Number of trolleys on the floor

18 avg.

Number to cartoon in the back store

75 (approx)

Number to people deployed for pre-retailing

5-7 avg.

Where pre-retailing is done Retail floor

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14. IMPACT ON BUSINESS

Development in store manager is indirectly helping the business since he is managing it. Transition from store manager to business manager will make him responsible, improves his management qualities which in result will help in improving the business. • Over time

Currently store is having average 825 hrs of overtime [calculated for last 4

months], due to lack of staff management

With effective staff management based on their productivity this can be

reduced, helping in cost cutting

Month OT hrs Amount (SAR)

September 931 12000

October 773 8501

November 930 10230

December 667 7337

Average 825 9517

• On Sales With daily planning of staff in opening cartons and displaying the same

instead of keeping in back store will help in getting sale on that

Arrangement of items with size wise will help in preventing loss of sales due

to non availability of sizes for the customers

Replenishing of merchandize from return counter will also help in preventing

loss of sales

All this will help in Maintaining Retail Standards & increasing sales!!!

sm mentorship

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