Prasanna Bhaskar Retail Competence Management

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Prasanna Bhaskar …

Prasanna Bhaskar
Regional director Salvatore Ferragamo HK
Retail Competency Management Reference
http://www.prasannabhaskar.com

More in: Business
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  • Intro: There are 10 competencies we believe are critical elements of a well-rounded a Dell HR professional. Let’s briefly review each. Details for each competency are under your 2 nd tab in the notebook. Note to Presenter : The detailed descriptions for each competency by stage are at the end of this presentation – in case your team needs to drill down into the content. Given the time constraints, we recommend you stay at the higher level overview. Build Instructions: This slide builds automatically with dissolve effects to introduce each of the competencies. The next 10 slides present an overview of each of the competencies. These slides will transition and build AUTOMATICALLY, at 5 second intervals. Do not click the next key until Slide 23.
  • Intro: Here’s how the stages are represented in our HR Competency Model Build Instructions: Click to advance to the next stage.
  • Build Instructions: Click to advance to the next stage.
  • Build Instructions: Click to advance to the next stage.
  • Intro: Here’s an example of a person early in their HR career. Key point: You see a lot of 1’s and 2’s. That’s perfectly normal. It does NOT reflect their potential. This person is probably performing at a very high level.
  • Intro: Here’s an example of a person late in their HR career. This person could be a VP. Key point: You see a lot more 3’s. You see one 4. That’s perfectly normal. This person is probably performing at a very high level. Net, net….the goal is to fully develop to the edge of the circle.
  • Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
  • Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
  • Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
  • Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
  • Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
  • Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
  • Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
  • Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
  • Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
  • Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.

Transcript

  • 1. Retail Competency Model Preference & Patience Action Oriented/ Drive for Results Technical Skills/ Knowledge Customer Focus Personal Learning & Self Development Negotiation Skills & Interpersonal Savvy Motivating Other & Developing Direct Reports Dealing with Ambiguity Business Sense / Acumen Creativity
  • 2. Career Stages 1 Stage 1 Helping and Learning Learn the Basics
  • 3. Career Stages Stage 2 Contributing Independently Apply Your Skills 2
  • 4. Career Stages Stage 3 Contributing Through Others Broaden Your Impact 3
  • 5. Career Stages Stage 4 Leading Through Vision Create a Legacy 4
  • 6. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Understands broad range of tools, processes and practices of Human Resources and their effective application in the Dell environment.
  • 7. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Relates to others effectively in one-on-one and group interactions.
  • 8. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Effectively conveys message in written and verbal form, listens and checks for understanding
  • 9. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Provides appropriate support and acts in the best interest of employee and business partners.
  • 10. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Gathers and explores information, finds patterns and solves problems.
  • 11. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Listens, asks appropriate questions, makes recommendations and facilitates a solution.
  • 12. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Assists people and the organization in moving to new ways of thinking and/or operating.
  • 13. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Effective at selecting, assessing and developing a talented and diverse workforce
  • 14. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Successfully executes all aspects of a project, from initiation to completion.
  • 15. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Has specific expert knowledge in area of operation.
  • 16. Early Career Example Functional Expertise HR Acumen Interpersonal Skills Communication Skills Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Organizational Diagnostics
  • 17. Late Career Example HR Acumen Functional Expertise Interpersonal Skills Communication Skills Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Organizational Diagnostics
  • 18. Technical Skills / Knowledge 1 Sales Associate
    • General knowledge of all product categories and operation guidelines.
    Senior Sales Associate
    • General knowledge of all product categories and proficient in at least one category and all operation guidelines.
    • Share product knowledge to sales as a "Coach".
    • Basic knowledge of MS Office.
    Sales Supervisor
    • Solid product knowledge of all product categories and expert of one particular product group.
    • Will provide product knowledge coaching to subordinates.
    • Possess MS Office skills .
    Asst Store Manager
    • Possess a solid understanding of all categories with more of a focus on actual sales performance of each product instead of actual technical product knowledge (In some cases they are the expert in one product category).
    • Possess solid computer skills in Word / Excel and Powerpoint.
    Store Manager
    • Possess a solid understanding of all products and luxury market trends, instead of specific technical product knowledge.
    • Possess computer skills in Word / Excel and Powerpoint for generating presentations for all levels.
    Global Store Manager
    • Possess a solid understanding of all Products and external luxury market trends, instead of specific technical product knowledge.
    • Possess computer skills in Word / Excel and Powerpoint for generating presentations for all levels.
  • 19. Customer Focus 1 Sales Associate
    • Serve customers in a friendly and timely manner.
    • Develop their own VIC clientele .
    Senior Sales Associate
    • Has a well developed VIC clientele and set an example to junior sales staff for c ustomer service skills.
    • Continue to improve customer service levels.
    Sales Supervisor
    • Lead by example by performing quality sales and customer service.
    • Monitor the level of customer service of the team and provide training and coaching as required.
    Asst Store Manager
    • Assist the Store Manager to monitor and evaluate the level of c ustomer s ervice from the staff.
    • Proactively build trust and respect and maintain good relationships with VIC clientele .
    Store Manager
    • Drive for the highest quality of c ustomer s ervice for the Store.
    • Serve as store ambassador and is dedicated to gain trust and develop and maintain relationships with the top VIC clientele.
    Global Store Manager
    • Drive for the highest quality of c ustomer s ervice for the Store.
    • Serve as store ambassador and is dedicated to gain trust and build and maintain relationships with a larger, more diverse profile of top VIC clientele.
  • 20. Motivating Others & Developing Direct Reports 1 Sales Associate
    • N/A
    Senior Sales Associate
    • Provide guidance and coaching to sales staff, lead by example on the sales floor .
    Sales Supervisor
    • Create a positive environment in which their team want to do their best .
    • Encourage team members to contribute.
    • Provide timely guidance and feedback to help the team strengthen specific knowledge and skills.
    • Conduct on the job training and coaching.
    Asst Store Manager
    • Assist the Store Manager in leading the team.
    • Encourage and motivate team members to share best practices to improve sales and customer service standards.
    Store Manager
    • Attract, develop and retain an excellent sales and customer service team.
    • Create a feeling of belonging and build a strong morale and team spirit in the sales force.
    • Provide guidance to Supervisors or Assistant Store Manager to ensure that coaching and staff development is on track.
    Global Store Manager
    • Attract, develop and retain an excellent sales and customer service team.
    • Create a feeling of belonging and build a strong morale and team spirit in the sales force.
    • Provide guidance to Supervisors or Assistant Store Manager to ensure that coaching and staff development is on track.
  • 21. Personal Learning & Self Development 1 Sales Associate
    • Committed and actively work to continuously improve oneself, and eager to learn.
    Senior Sales Associate
    • Committed and actively work to continuously improve oneself, and eager to learn.
    Sales Supervisor
    • Committed and actively work to continuously improve oneself, and eager to learn.
    Asst Store Manager
    • Committed and actively work to continuously improve oneself, and will initiate their own development plans.
    Store Manager
    • Set an example to subordinates by showing enthusiasm and eagerness to learn.
    • Adapt and learn from previous successes and failures, experiments and is able to apply new ideas and solutions.
    Global Store Manager
    • Adapt and learn from previous successes and failures, experiments and is able to apply new ideas and solutions.
    • Quickly grasp the essence of and underlying structure of anything and apply the new learning.
    • A passion for continuous individual and business improvement .
  • 22. Negotiation Skills & Interpersonal Savvy 1 Sales Associate
    • Communicate effectively and provide service to customers with sincerity and passion.
    • Patient and sensitive to customer needs.
    Senior Sales Associate
    • Communicate effectively to customers.
    • Patient and sensitive to customer needs.
    • Teach and coach sales in product knowledge and sales techniques and able to adjust their coaching style in line with different personalities.
    Sales Supervisor
    • Able to influence and communicate clearly sales and service objectives and company information to their team.
    • Patient and sensitive to internal and external customer needs.
    Asst Store Manager
    • Able to gain credibility with subordinates.
    • Able to influence them to carry out management directives.
    • Effective two way communication techniques. Able to present ideas confidently to others.
    • Patient and sensitive to internal and external customer needs.
    Store Manager
    • Communicate effectively to all levels, and build constructive and professional relationships.
    • Able to express sincerely in a diplomatic and tactful way.
    • Expert negotiator and able to exert influence with internal and external parties.
    • Able to build rapport across all levels from junior sales to senior management.
    • Demonstrate and take effort to earn the trust and respect from team members.
    Global Store Manager
    • Communicate effectively to all levels, and build constructive and professional relationships.
    • Able to express sincerely in a diplomatic and tactful way.
    • Expert negotiator and able to exert influence with internal and external parties.
    • Able to build rapport across all levels from junior sales to senior management.
    • Strive for continued self improvement and readily accept constructive feedback from others.
  • 23. Dealing with Ambiguity 1 Sales Associate
    • Adapt and adjust to a new environment.
    • Eager to learn new skills and product knowledge.
    • Able to adapt to a fast work pace.
    Senior Sales Associate
    • Willingness to adapt to changes in a positive manner.
    • Continues to seek more effective ways of achieving tasks.
    Sales Supervisor
    • Willingness to adapt to changes in a positive manner.
    • Continue to seek more effective ways of achieving tasks.
    • Adapt well to multiple demands, shifting priorities and ambiguity.
    Asst Store Manager
    • Demonstrate flexiblility and acceptance to changes in management direction and strategy.
    • Know when to initiate change in a proper way.
    Store Manager
    • Demonstrate strong ability to adapt to changes in management direction and strategies.
    • Will anticipate all positive and negative outcomes before initiating change s.
    Global Store Manager
    • Demonstrate strong ability to adapt to changes in management direction and strategies.
    • Will anticipate all positive and negative outcomes before initiating changes .
  • 24. Business Sense /Acumen 1 Sales Associate
    • N/A
    Senior Sales Associate
    • Has developed basic "Business Sense".
    • Understand the direction and strategies of the business.
    • Assist Supervisors in coaching and motivating the junior staff.
    Sales Supervisor
    • Continue to enhance their business sense.
    • Understand the overall results and objectives of store operations.
    Asst Store Manager
    • Possess business sense.
    • Has an understanding of business strategy and assist the Store Manager in developing and implementing the business plan.
    Store Manager
    • Possess business sense and entrepreneurial flair.
    • Knowledgeable in current and future business trends and is aware of how strategies and tactics work in the marketplace.
    • Create and implement the business plan for the store.
    • Able to adopt a long term view to the business and makes sound commercial decisions.
    Global Store Manager
    • Possess stronger business sense and entrepreneurial flair.
    • Knowledgeable in current and future business trends and is aware of how strategies and tactics work in the marketplace.
    • Create and implement a more aggressive business plan for the store.
    • Able to adopt a long term view to the business and makes sound commercial decisions.
  • 25. Analytical Thinking (Intellectual Horsepower) 1 Sales Associate
    • N/A
    Senior Sales Associate
    • Basic analytical skills.
    • Can understand various sales report s and assist Supervisors with some basic reports and analysis.
    Sales Supervisor
    • Utilize systems and data to analyze sales and service performance and assist in formulating action plans.
    Asst Store Manager
    • Relate information from different sources to draw logical conclusions.
    • Analyze the business of the store and makes valued added suggestions.
    Store Manager
    • Has rapid analytical skills, identify the root of a problem and propose appropriate solutions, in complex situations, come up with several alternatives.
    Global Store Manager
    • Has rapid analytical skills, identify the root of a problem and propose appropriate solutions, in complex situations, come up with several alternatives.
  • 26. Creativity 1 Sales Associate
    • Generate new ideas and try alternative approaches in all matters.
    Senior Sales Associate
    • Generate new ideas and try alternative approaches in all matters.
    Sales Supervisor
    • Generate new ideas and try alternative approaches in all matters.
    • Continue to seek new ways to add value to the company.
    Asst Store Manager
    • Generate new ideas and try alternative approaches in all matters.
    • Embrace sharing and implement their new ideas.
    Store Manager
    • Think outside the box, capable of thinking differently and laterally and generate fresh and original approaches.
    Global Store Manager
    • Constantly think outside the box, and generate innovative and unique ideas to improve sales and customer service.
  • 27. Perseverance and Patience 1 Sales Associate
    • Can work under pressure and meet targets.
    • Manage personal stress in a professional way.
    Senior Sales Associate
    • Can work under pressure and meet targets.
    • Manage personal stress in a professional way.
    • Remain calm in difficult situations .
    Sales Supervisor
    • Can work under pressure and meet targets.
    • Manage personal stress in a professional way.
    • Remain calm and comfort others during stressful situations.
    Asst Store Manager
    • Can work under pressure and meet targets.
    • Manage personal stress in a professional way.
    • Remain calm and resolve problems during stressful situations.
    Store Manager
    • Can work under pressure and meet targets.
    • Manage personal stress in a professional way.
    • Remain calm and resolve problems during stressful situations .
    Global Store Manager
    • Can work under pressure and meet targets.
    • Manage personal stress in a professional way.
    • Remain calm and resolve problems during stressful situations.