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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
Competencies Description
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
Competencies Description
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
Competencies Description
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
Competencies Description
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!!!
