2. Agenda
1. Objective Of The Program
2. Observations On SM In Multiple Stores
3. Observations on Area Manager
4. Mentoring Process
5. Mentoring Steps By An Area Manager
6. Implementation
Splash – CPR 10
Splash – Olaya Street
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3. 3
Objective Of The Program
• Observe, analyze and document the process of Mentorship between Area
manager and his store manager
• Identify gaps in the process
• Suggest solutions to improve the gaps
6. Mentoring Process
• Respective store’s area manager will act as a mentor to his store manager
• Area manager will do analysis on store manager in finding areas of
improvement
• Both will discuss on challenges in improving skill set for improvement in
store manager
• Area manager will prepare himself on how to mentor his mentee
• In each area manager’s visit to store, he will give extra
time to develop those skill set in store manager
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14. Mentorship Topic
• Group discussion among Mr Sharim, Mr Narendra, Mr Prashant and me on
the current scenario
• Area manager based on his experience with store manager come to an
understanding of developing one skill set in store manager which is critical
in day to day operations
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“Planning & Organizing”
15. Planning & Organizing
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Actual tasks
according to SOP
Current
observations
Gaps to be
fulfilled
Prioritising
the tasks
Urgent Important
16. Planning & Organizing
Step 1
•Action plan :- To accomplish the tasks
Step 2
•Timeliness :- Accurately estimate time and effort required to complete a task
Step 3
•Review :- Check if the task is completed or not
Step 4
•Analyse :- The reasons for not completing the task
Step 5
•Coaching :- Giving specific coaching on the skill set required to complete the
task
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17. Splash – Olaya Street
• Mentor – Mr Sharif Jogee, Area Manager
• Mentee – Lateef, Store Manager
• Time spent on mentorship – 30 min
• Mentorship topic – Planning & Organizing
• Steps –
Explanation of how to do the planning – Urgent/important task
Allocation of staff to the task with specific deadline
Problems in adhering to deadlines & not completing the task
Store manager discussed his planning in afternoon briefing and
motivated his staff. Also told the consequences for not completing
the task
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Below are my observations on store manager in different stores
Improper planning in terms of staff
Less utilization of Saudi staff
Poor communication skills during EMB
No analysis of stock and DSR
Lack of interest in taking new initiatives
Every time blaming someone for not supporting instead of finding solution on that
Less focus on smart work than hard work
Don’t want to come out of comfort zone of daily routine
Less focus in managing the back store
Current scenario in stores when area manager visit’s the store :-
Area manager does analysis of store based on his check list prescribed by company
On job training to store manager
Training given on the basis of gaps found on the floor
Less focus on developing skill set of store manager
Suggestions on the gaps of store manager:
To follow SOP completely enough resources in terms of man power are required and he shuffling staff’s in his stores as per requirement
Suggestion on following daily planner and weekly rota is to first find out the staff productivity so that effective planning can be done and implementation should be observed and challenges will be overcome
For doing pre-retailing in back store
Step 1: arrange auto replenishment stock in front section of back store
Step 2: assign respective department staff to open his department carton
Main activity carried out:
store walk - Area manager and store manager
Main focus - front section, visual merchandizing, and stock density in each department/section
Instruction: to check on additional fittings, railings or table and keeping aisles/pathway clutter free
Discussion on gaps in floor walk done by store manager. Mentor only focussed on highlighting the errors without constructive suggestion / root cause analysis
Merchandising of products in terms of colour palette combination , category matching
COC norms and the violations which might commonly occur in store
Brief training on definition of Ageing stock and impact of non clearance of such stock to store business, given to one staff
Methods to ease carton unpacking process and not allow pileup of cartons on floor
Improper planning of the day
Communication with staff
Less focus on deep analysis of daily sales report
Prioritising the daily work
Lack of hold on the staff
No optimum utilization of Saudi staff
Below are required skill set in store manager set by company :-
Planning & Organizing
Leadership
Decision Making
Domain Expertise
Communication Skills
