50 credits

7/29/2019 50 Credits

1/21

Stockloss-Advanced

Wh It Fr?ales Floor

Visual

tL t hELP YU.

Below are a list o tools and resources which you can fnd in or out o store to help you complete this module.

1

tock oom

Admin

EXPLrING thE tPIC

Talk to your team and use the resources listed in the tools to help Yousection to fnd examples, both

in and out o work, which bring the ollowing to lie. You will be asked to share these with your Mentor.

1 The impact Stock Loss can have on the proft your store makes

2The dierent ways Stock Loss can aect the product we get into store

3Dierent procedures that are in place to reduce stock loss in store4 Types o internal Stock Loss that can happen i procedures arent ollowed

5What support there is in the shopping centre/market place to help reduce Stock Loss

6What you should and shouldnt do i you see a shopliter in store

7How you would report an incident o loss i you needed to

8The types o actions included in the stores Stock Loss Action Plan

KILL rEhEArAL

Once you have talked your Mentor through the examples you observed whilst exploring the topic, spendthe next ew weeks practicing these skills within your role. Ask your Mentor to observe and give you

eedback to help you develop your new skills.

hW YU KNW

Once you have practiced your new skills and eel confdent, ask your Mentor to observe you delivering

the statements below to be signed o this module

That I know the dierent ways Stock Loss can aect the proftability o my store and I play a key part in

trying to minimise the risks

That I ensure the correct procedures are in place and ollowed by all members o the team to reduce loss

That I am vigilant when it comes to spotting and reporting internal loss

That I know what to do i either mysel or someone in the team sees a shopliter and i can report the

incident in the correct way

That I take an active part in delivering the relevant areas within our stores Stock Loss Action Plan and I

communicate the right inormation to the team

Your Mentor

Stock Loss Action Plan

Smart Files

Town/Centre Security

Local Police

Loss Prevention Folders

Stock Loss KPIs

The Word

Your Manager

50CrEd

Its

7/29/2019 50 Credits

2/21

2

tL t hELP YU.


EXPLrING thE tPIC



1 Dierent Health & Saety risks that could occur in store- both Front o House and Back o House

2Tools and procedures that should be in place to support Health & Saety in store

3Daily and weekly checks that need to be completed4 Fire Alarm checks that need to be done and who is responsible or these

5The latest risk assessment that was done or your store and the actions taken to resolve any potential risks

6Evacuation procedures including what should happen with the team, store and the customer

during an evacuation

7Dierent major and minor incidents and accidents that could occur in store

8How dierent incidents/accidents should be reported

9Why it is important to keep a record o all accidents and incidents

KILL rEhEArAL

Once you have talked your Mentor through the examples you observed whilst exploring the topic, spend thenext ew weeks practicing these skills within your role. Ask your Mentor to observe and give you eedback to

help you develop your new skills.

hW YU KNW

Once you have practiced your new skills and eel confdent, ask your Mentor to observe you deliveringthe statements below to be signed o this module

That I am aware o the Health & Saety risks that could occur in my store and am able to use available tools

and procedures to resolve these

That I can complete daily and weekly checks as well as fre alarm checks when needed

That I am aware o what was ound on the latest store risk assessment and I take an active role in helping

to resolve any problems

That I am able to manage an evacuation making sure that the team, store and customers are taken care

o in the correct way

That I am able to correctly report any major and minor incidents that occur in store

Your Manager

Health & Saety DVD

The Word

One Call

Smart Files

Health & SaetyWh It Fr?

ales Floor

Visual

tock oom

Admin

50CrEd

Its

7/29/2019 50 Credits

3/21

3

tL t hELP YU.


EXPLrING thE tPIC



1 A time when someone has used a training approach to help another person learn e.g. being more direct,

telling the person how to do something

2A time when someone has used a coaching approach to help another person learn e.g. being more open,asking the person how they think things should be done

3Useul, non judgemental, open questions which help people to think or themselves and come up with their

own answers

4 A role model who has natural coaching skills and uses them on a day to day basis

5A time when someone has tried to coach another person but has got it wrong in some way

6Situations in which it is useul to coach

KILL rEhEArAL

Once you have talked your Mentor through the examples you observed whilst exploring the topic, spend the

next ew weeks practicing these skills within your role. Ask your Mentor to observe and give you eedback to


hW YU KNW



That I understand the dierence between a training and a coaching approach and I know when touse each one

That I am able to ask non judgemental coaching questions which support my teams development

That I use my coaching skills consistently within my role to develop the team

That I can recognise when my coaching approach isnt working

That I know when to coach and I take advantage o these opportunities

Your Manager

The Coaching Role Model you identifed

Google- dierent approaches to coaching

Wider Reading- there are lots odierent books on coaching

Specialists and support unctions in

and out o store

CoachingWh It Fr?

ales Floor

Visual

tock oom

Admin

50CrEd

Its

7/29/2019 50 Credits

4/21

444

Being Commercial-Advanced

Wh It Fr?ales Floor

Visual

50CrEd

Its

EXPLrING thE tPIC



1 Examples o what it means to be commercial

2A person who you would consider to have excellent commercial skills3The tools and resources available in TOPSHOP TOPMAN which aid us to make commercial decisions4A commercial decision (whether this was successul or unsuccessul) and the process that was ollowed5A successul outcome ollowing a commercial decision and how the success was measured6A role model who involves their team and encourages ideas to drive salesKILL rEhEArAL



hW YU KNW


That I can identiy a range o commercial opportunities

That I am confdent when making commercial decisions in store

That I am able to provide ull, justifed reasoning when making commercial decisions

That I review the impact o the commercial decisions I have made

That I involve the team and encourage them to make suggestions to drive sales

tL t hELP YU.


Your Manager

Tools such as Best Sellers, the BS3, Stock Update etc

SMART fles explaining reports

The Word

Specialists and support unctions in and out o store

7/29/2019 50 Credits

5/21

5

Driving TheService VisionWh It Fr?

ales Floor

Visual

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC



1 A store/place that oers an amazing service experience

2A manager who leads by example, role modelling genuine service consistently

3Benefts o having a team who consistently deliver amazing service within a store/place4 When the service vision is delivered well and when it sometimes isnt

5Opportunities to improve the service oered within a store/place

6Dierent ways to reward and recognise the team or delivering exceptional service

7How communication to the team can aect the service oered within a store/place

KILL rEhEArAL




hW YU KNW



That I observe the service experience within my store objectively and identiy opportunities to improve

That I take responsibility or directing and supporting the team to deliver the service vision

That I give eedback and recognition to the team which enables them to deliver the service vision

That I contribute to building the teams confdence when connecting with the customer, knowing their stu

and being a ashion role model

That I take an active part in communication within my store to improve service at every opportunity

tL t hELP YU.


Your Manager

The Service Vision and supporting modules

The coaching and eedback modules


7/29/2019 50 Credits

6/21

6

Protecting ProftWh It Fr?

ales Floor

Visual

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC



1 Factors that may aect how proftable a business is

2A person or business who ocuses on protecting proft and gets results in innovative ways

3Costs which have the biggest impact on the overall proft o the business4 Costs which you can do something about

5Ways in which you can control these costs to give you more proft

6Costs which cannot be controlled

KILL rEhEArAL



hW YU KNW


That I can highlight the costs that aect my stores proft and take an active role in reducing these

That I can prioritise my time to ocus on the areas that will make the biggest dierence

That I can communicate to the team about ways to control costs and create iniatives which engage them

in protecting proft

That I always consider my actions and the actions o the team to actively reduce costs wherever possible

tL t hELP YU.


Your Manager

Branch Revenue Report

Smart Guides


7/29/2019 50 Credits

7/21

7777

Running A TeamWh It Fr?

ales Floor

Visual

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC



1 A team that appear to have a very slick operation in which each member is doing what they should and

seems to be happy doing it

2A day in store where everything runs smoothly and the team are engaged3A time when things dont run smoothly and the team are not as motivated

4 A person who delegates tasks in a way that is very clear and makes the person eel valued

5When it is important to prioritise one task over another

6How you can delegate tasks in a way which will develop the team

7When a person will need to adapt their style to get the best rom their team

KILL rEhEArAL


next ew weeks practicing these skills within your role. Ask your Mentor to observe and give you eedback tohelp you develop your new skills.

hW YU KNW



That I know why things run well on one day and not so well on another and I use this knowledge to makesure I get it right

That I am able to motivate the team I am running by giving clear direction, delegating eectively andproviding eedback

That I am able to prioritise which tasks need to be completed frst and that I can adapt when things need

to change

That I am able to take advantage o opportunities to develop the team by delegating tasks

That I am able to adapt my approach to dierent team members so I can get the best rom them

tL t hELP YU.


Your Manager

Feedback Module


and out o store

Wider Reader- there are lots o

books you can read about this topic

7/29/2019 50 Credits

8/21

8

Being A MentorWh It Fr?

ales Floor

Visual

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC



1 What it means to be a Mentor

2Benefts o being a Mentor

3The key skills needed to be a Mentor4 A person who is a great mentor that can develop team members and improve their skills

5Ways in which you can motivate someone to want to learn

6Things that need to happen or a person to be signed o a module

KILL rEhEArAL



hW YU KNW


That I know why things run well on one day and not so well on another and I use this knowledge to make

sure I get it right

That I am able to motivate the team I am running by giving clear direction, delegating eectively andproviding eedback

That I am able to prioritise which tasks need to be completed frst and that I can adapt when things needto change

That I am able to take advantage o opportunities to develop the team by delegating tasks

That I am able to adapt my approach to dierent team members so I can get the best rom them

tL t hELP YU.


Your Manager

Feedback Module


and out o store

Wider Reading - there are lots o

books you can read about this topic

7/29/2019 50 Credits

9/21

9

TeamCommunicationWh It Fr?

ales Floor

Visual

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC



1 A team that communicates really well & achieves their goals

2Team communication that comes through to stores daily/weekly

3How inormation is communicated to the team4 Dierent methods o communication you can use

5What inormation is essential or the team to know

6Times when the team have not received the communication they needed & the impact o this

7Ways you would improve communication across the store i it was your project

8How your communication style can impact on the message being delivered

KILL rEhEArAL



hW YU KNW



That I know what inormation needs to be communicated to the team

That I can adapt my approach to communication depending on the message being delivered

That I can use the right methods o communication to get the best out o the team

That the team are consistently up to date with key messages & communication

That I play an active role in improving communication in store

tL t hELP YU.


Your Manager

The Word

In store inormation


7/29/2019 50 Credits

10/21

10

Simply HHTWh It Fr?

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC



1 What happens at a stock take and how oten they take place

2Benefts o having a stock take

3Actions that need to take place beore/during and ater a HHT4 Things that need to be considered ront and back o house

5The number o sta needed or a stock take

6Dierent tasks that need to be completed during all stages o a stock take

7People who are there to support during a stock take and the documentation that is used throughout

8What a good result would be

KILL rEhEArAL



hW YU KNW



That I can plan a CPA or a HHT, involving all unctions

That I understand what documentation to use throughout

That I can work out stafng requirements or a ull HHT

That I can communicate with the Stocktaking team and I know how to support them

That I can support my manager in acilitating all elements o a stock take

That I know the procedures to ollow when cascading HHT result to managers and team

tL t hELP YU.


Your Manager

The Word

Smart Security and Smart Stock

LP Manager/Regional expert

7/29/2019 50 Credits

11/21

11

OrderingStationaryWh It Fr?

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC



1 The dierent items your store can order on stationary

2How oten you can order stationary

3Ways you can manage what stationary the store needs without ordering too much or too little4 How you would record stationary

5The budgets you need to stick to

6Ways you can involve the team in utilising the stationary you already have to avoid wastage

KILL rEhEArAL



hW YU KNW


That I can fnd and track budgets or stationary orders

That I can eectively gather stationary requirements rom all unctions o the store

That I can record stationary orders

That I can confdently place a stationary order

That I know what process to ollow i there is a discrepancy with a stationary order

That I can involve the team to reduce stationary wastage and control costs

tL t hELP YU.


Your Manager

The Word

Revenue Report

Model store pack

The Book (VM Tool)

7/29/2019 50 Credits

12/21

Financial AnalysisWh It Fr?

Admin50CrEd

Its

EXPLrING thE tPIC



1 The inormation given in the Daily Financial Analysis report

2Ways in which this inormation can be used

3Ways you could use the report to analyse and control discounts4 Risks that can occur i this report is not used

5Ways in which you can investigate anomalies and give eedback to the cashier involved

6How you can use the report to control stock and cash loss

7The escalation processes involved

KILL rEhEArAL




hW YU KNW



That I can use the report to analyse and control discounts

That I can use all back ofce unctions to investigate

That I understand the risks involved i the report is not used

That I can confdently investigate anomalies and give eedback to the cashier involved

That I can use the report to control stock and cash loss

tL t hELP YU.


Your Mentor

IPOS

Receipts (business wear, petty cash, write os, sta purchases)

Electronic journal/ IPOS enquiry

Cash loss tracker

IPOS training manuals

12

7/29/2019 50 Credits

13/21

13

Reund ControlWh It Fr?

Admin50CrEd

Its

EXPLrING thE tPIC



1 Ways you can check all reunds are accounted or using the daily reund report

2The procedures that should be ollowed to check reunds have been witnessed and processed correctly

3Things you would look or while doing reund checks4 Risks involved i you didnt do reund checks

5Times when its vital that reunds have been fled correctly and kept accessible or uture reerence

6How the Data Protection act can eect how you manage reunds

7Benefts to the business o having eective reund control

KILL rEhEArAL




hW YU KNW



That I can check all reunds are accounted or using the daily reund report

That I can ollow the outlined procedure to check reunds have been witnessed and processed correctly

That I can ocus on the things that are important to look or when completing reund checks

That I can correctly fle reunds so they are accessible or uture reerence

That I act within the guidelines o the Data Protection Act

That I can take proactive steps to manage reunds, showing that I understand the risks to the business

tL t hELP YU.


Your Mentor

Daily Reund report

Daily Financial analysis report

IPOS

Receipts

Smart fle/Reund Control

7/29/2019 50 Credits

14/21

14

Uniorm &

Sta PurchasesWh It Fr?Admin

50CrEd

Its

EXPLrING thE tPIC



1 Places you can go to check uniorm daily

2The type o things sta can buy within the most recent Uniorm guidelines

3The dierences in procedure or internal and external sta when it comes to uniorm and sta purchases4 Security expectations surrounding business wear and purchases

5Ways you should fle business wear and sta purchases

6Times when there are discrepancies and ways in which you can resolve these

7Things you need to report on when it comes to uniorm and sta purchases and who needs to know

KILL rEhEArAL




hW YU KNW



That I proactively check the correct procedure has been ollowed when processing both uniorm and sta

purchases during a window

That I can give both internal and external sta guidance on what they are allowed within their uniorm

allowance

That I can correctly fle inormation relating to uniorm and sta purchases, keeping accurate records and

adhering to security procedures

That I can investigate discrepancies when it comes to uniorm and sta purchases and take steps to

resolve these

That I can report the right inormation to the right people around my fndings

tL t hELP YU.


Your Mentor

Daily Financial analysis report

IPOS

Receipts ( business wear, petty cash,write os, sta purchases)

Dockets

Business wear fle

7/29/2019 50 Credits

15/21

15

Payroll

SchedulingWh It Fr?Admin

50CrEd

Its

EXPLrING thE tPIC



1 The benefts to the store o getting scheduling right

2The risks involved i you get scheduling wrong

3How the scheduling system works and what you can utilise it or4 Ways you can use it to orecast so you can work out productivity

5Deployment requirements across the store

6How to read and accurately input scheduling into payroll

7The dierent ways sta are paid dependent on their contract including holidays and absence

8The consequences o missing cut o dates or incorrectly inputting changes into the system

KILL rEhEArAL



hW YU KNW



That I understand the benefts and the risks involved with scheduling and I ocus on getting it right

all o the time

That I know the SSA requirements o scheduling and payroll

That I can utilise the scheduling system including how to read, input, make changes and orecast

to work out productivity

That I can advise sta on the dierent ways they will be paid dependant on contract including

holidays and absence

tL t hELP YU.


Your Mentor

IPOS Store Admin

Smart payroll control

Holiday Diary

Sta Handbook

Rotas

7/29/2019 50 Credits

16/21

16

BSAWh It Fr?

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC



1 The benefts and risks to the store o not utilising and acting upon inormation in BSAs

2How to read the delivery paper work

3The dierent jargon used on BSAs and what it means4 How you can use a HHT gun to fnalise stock movement correctly

5Ways you can sort out stock variances, which to log and how you would do this

6How to read and complete a BSA with the correct reports to cross reerence

7How to ollow up on discrepancies

KILL rEhEArAL




hW YU KNW



That I can put the daily paper work together

That I understand the jargon used on BSAs

That I can use an HHT gun and I understand the HHT system

That I can sort out stock variances and log correctly where appropriate

That I can read and complete a BSA with the correct reports to cross reerence keeping an accurate stockfle including processing BSAQs

That I can ollow up on discrepancies

tL t hELP YU.


Your Mentor

Delivery summary

DFA

BSA fles

Smart Files

Word/E-orms

HHT system

7/29/2019 50 Credits

17/21

17

ChallengingStockroom LayoutWh It Fr?

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC



1 Why it is important to challenge your stockroom layout

2Times when you would want to challenge your layout

3The reports you would use to justiy reasons or moves4 Moves you would make in your stockroom tomorrow i you could and the rationale or these

5Moves you would make in the uture based on actors such as time o year and trade

6How you would action a stockroom move with team rom start to fnish (including how you would justiy it

to your manager, communicate to the team, get their buy in, plan and evaluate the success)

KILL rEhEArAL




hW YU KNWOnce you have practiced your new skills and eel confdent, ask your Mentor to observe you delivering


That I understand when and why I would consider changing stockroom layout

That I can use reports to justiy reasons or changing stockroom layout

That I can plan stockroom moves considering the support needed and time scales

That I can manage a stockroom move with the stockroom team

That I can evaluate the success o the stockroom moves I make

tL t hELP YU.


Your Manager

Key activity Planner

The word

Sales Plans/Brand orecasts

Linear plans/Phased space plans

Scheduling

7/29/2019 50 Credits

18/21

18

VisitManagementWh It Fr?

ales Floor

Visual

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC



1 The types o visitors that might come to your store

2The dierent things they would like to know dependent on their role

3The things you can control and prepare or i you know you are having a visit4 What you can do i you have an unannounced visit

5Ways you can involve the team in a visit

6What role you can play in dierent visits

7How you would know i you had a good visit

8How you would know i you had a visit that hadnt gone so well

9Things you should do ater a visit

KILL rEhEArAL



hW YU KNW



That I know what types o visitors might come to my store and can tailor the inormation I give based ontheir role/what they are interested in

That I am always ully prepared to deliver my role in each visit we have

That I know what to do when we have an unannounced visit and can access any inormation I might need

That I communicate to and involve the team in visits wherever possibleThat I am able to gauge how the visit has gone and I know what steps to take ollowing a visit

That I am able to complete the relevant ollow up actions once a visit has taken place

tL t hELP YU.


Your Mentor/Manager

YFeedback rom visitors

YThe Word

7/29/2019 50 Credits

19/21

19

Recruitment &InductionWh It Fr?

ales Floor

Visual

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC

Talk to your team and use the resources listed in the tools to help Yousection to fnd examples, bothin and out o work, which bring the ollowing to lie. You will be asked to share these with your Mentor.

1 Ways other businesses attract people to come and work or them

2Dierent types o recruitment that you might be involved in

3The type o person we are looking when recruiting or dierent roles

4 Why it is so important to get recruitment right and leave the candidate with a good impression

o the business

5The tools that are available to help you recruit and the procedures you need to ollow

6What needs to happen once you have interviewed someone

7How you can make sure you give eedback in the right way

8What you need to do beore you invite someone to an induction

9The tools that are available to help you deliver the induction and what you need to cover

10What needs to happen ollowing the induction

KILL rEhEArALOnce you have talked your Mentor through the examples you observed whilst exploring the topic, spend the



hW YU KNW



That I am able to use the tools available and ollow the procedures in place when recruiting

That I can choose the right person or our team

That I can provide helpul eedback to all candidates making sure they have a positive impression o thebusiness, despite the outcome

That I am able to use the tools available and ollow the procedures in place when completing an induction

That I am able to support new team members ollowing the induction

tL t hELP YU.


Your Mentor/ Manager

The Word

Sta Handbook

Recruitment Guidelines

Sales Advisor Induction

7/29/2019 50 Credits

20/21

20

Building YourNetworkWh It Fr?

ales Floor

Visual

tock oom

Admin

50CrEd

Its

EXPLrING thE tPIC



1 Reasons why you would need to build your network

2A role model who is great at increasing their network and maintaining those relationships

3Dierent people, both inside the store and outside, that it would be useul or you to network with4 Times when you can utilise networking (or other relationships you have built) to help you within your role

5The dierent orms o communication you can use when networking

6What you can do to make sure that you network in the right way

KILL rEhEArAL



hW YU KNW


That I actively try to increase my network both inside the store and outside

That I work hard to maintain these relationships

That I use the relationships I have built to help me deliver my role in store

That I take advantage o dierent orms o communication when networking

That I network in the right way, getting people on side and making sure there is something in it

or both parties

That I share what I have learnt rom networking with my team

tL t hELP YU.


Your Mentor/ Manager

The role model you identifed

Google- Dierent ways to network

Experts/key people in your local area

7/29/2019 50 Credits

21/21

21

Driving DensitiesWh It Fr?

ales Floor

Visual

50CrEd

Its

EXPLrING thE tPIC

Talk to your team and use the resources listed in the tools to help Yousection to fnd examples, bothin and out o work, which bring the ollowing to lie. You will be asked to share these with your Mentor.

1 Ways you can describe linear ootage to others

2Reasons why we calculate linear ootage

3The consequences o getting linear ootage wrong

4 Ways you can describe driving densities to others

5A role model who is great at driving densities

6Other retailers who drive densities well

7The dierent tools available to help calculate linear ootage and drive densities

8Ways you can use linear ootage and densities to make commercial decisions

KILL rEhEArAL



hW YU KNW



That I can utilise the dierent tools available to help calculate linear ootage and drive densities

That I can calculate linear ootage and know where to fnd linear ootage plans

That I can use linear ootage to make commercial decisions and improve densities on departments

That I am able to use a range o dierent tactics to drive densities and improve perormance

That I involve the team wherever possible in driving densities

tL t hELP YU.


Your Mentor/Manager/Specialists

Commercial Reports

Brand inormation on key lines

Linear Footage Plans

The Word

50 credits

Documents