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Research Critiques and PICOT Question Guidelines – Final Draft Use this document to organize the content from your four studies into your final draft. Quantitative and Quantitative Studies Background 1. Summary of studies. Include problem, significance to nursing, purpose, objective, and research question. How do these two articles support the nurse practice issue you chose? 1. Discuss how these articles will be used to answer your PICOT question. 2. Describe how the interventions and comparison groups in the articles compare to those identified in your PICOT question. Method of Study: 1. State the methods of the articles you are comparing and describe how they are different. 2. Consider the methods you identified in your chosen articles and state one benefit and one limitation of each method. Results of Study 1. Summarize the key findings of each of the studies into a comprehensive summary. 2. What are the implications of the four studies you chose in nursing practice? Ethical Considerations 1. Discuss two ethical consideration in conducting research. 2. Describe how the researchers in the four articles you choose took these ethical considerations into account while performing their research. Outcomes Comparison 1. What are the anticipated outcomes for your PICOT question? 2. How do the outcomes of the four articles you chose compare to your anticipated outcomes? © 2019. Grand Canyon University. All Rights Reserved. 2 SIMULATED BUSINESS – Sim’s Hardware 2 | P a g e Table of Contents BUSINESS PROFILE ..................................................................................................................... 5 Organisational Overview ............................................................................................................ 5 Vision Statement ...................................................................................................................... 10 Vision Statement ...................................................................................................................... 10 Australian Hardware Organisation Chart ................................................................................. 11 Risk Management Plan ............................................................................................................ 12 POLICIES, PROCEDURES, PROCESSES ....................................................................................... 18 Armed Robbery Procedures ..................................................................................................... 18 Customer Feedback Questionnaire ......................................................................................... 20 Customer service standards..................................................................................................... 21 Dealing with customer complaints .................................................................................. ...

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Research Critiques and PICOT Question Guidelines – Final Draft Use this document to organize the content from your four studies into your final draft. Quantitative and Quantitative Studies Background 1. Summary of studies. Include problem, significance to nursing, purpose, objective, and research question. How do these two articles support the nurse practice issue you chose? 1. Discuss how these articles will be used to answer your PICOT question. 2. Describe how the interventions and comparison groups in the articles compare to those identified in your PICOT question. Method of Study: 1. State the methods of the articles you are comparing and describe how they are different. 2. Consider the methods you identified in your chosen articles and state one benefit and one limitation of each method. Results of Study 1. Summarize the key findings of each of the studies into a comprehensive summary. 2. What are the implications of the four studies you chose in nursing practice? Ethical Considerations 1. Discuss two ethical consideration in conducting research. 2. Describe how the researchers in the four articles you choose took these ethical considerations into account while performing
their research. Outcomes Comparison 1. What are the anticipated outcomes for your PICOT question? 2. How do the outcomes of the four articles you chose compare to your anticipated outcomes? © 2019. Grand Canyon University. All Rights Reserved. 2 SIMULATED BUSINESS – Sim’s Hardware 2 | P a g e Table of Contents
BUSINESS PROFILE ............................................................................................... ...................... 5 Organisational Overview ............................................................................................... ............. 5 Vision Statement ............................................................................................... ....................... 10 Vision Statement ............................................................................................... ....................... 10 Australian Hardware Organisation Chart ................................................................................. 11 Risk Management Plan ............................................................................................... ............. 12 POLICIES, PROCEDURES, PROCESSES ....................................................................................... 18 Armed Robbery Procedures ............................................................................................... ...... 18 Customer Feedback Questionnaire ......................................................................................... 20 Customer service standards.................................................................................
.................... 21 Dealing with customer complaints .......................................................................................... 22 Department Sales Report ............................................................................................... .......... 24 Department Sales Report ............................................................................................... .......... 25 Safety ............................................................................................... ........................................ 26 Fire and evacuation procedures .............................................................................................. 29 Staff and customer accidents ............................................................................................... ... 30 Employee behaviour standards ............................................................................................... 32 EEO policy..................................................................................... ............................................ 37 Incident Report Form ............................................................................................. .. ................ 39
Opening and Closing the Premises .......................................................................................... 40 Work Attendance ....................................................................................... ........ ...................... 41 Pay rates and bonus schemes ............................................................................................... ... 42 Performance appraisals ............................................................................................... ............ 44 Performance Appraisal Form ............................................................................................... .... 46 3 | P a g e Policies dealing with Theft ............................................................................................... ........ 53 Customer's property ............................................................................................... ................. 56 Dealing with cash, credit, cheques and EFTPOS ...................................................................... 60
Dealing with cash holding and banking procedures ................................................................ 64 Returns policy ............................................................................................... ........................... 64 Staff general security ............................................................................................... ................ 66 Stock control policy and procedures ....................................................................................... 67 Stock handling ............................................................................................... ........................... 69 Store pricing policy ............................................................................................... ................... 70 Coordinating stocktake ............................................................................................... ............. 74 Stocktake sheet ............................................................................................... ......................... 79 Shrinkage sheet ..................................................................................... .......... ......................... 80 Discrepancy sheet
............................................................................................... ..................... 81 Mark-down Worksheet ............................................................................................... ............. 82 Store Safety Policy and Procedures ......................................................................................... 83 Store Security Policy and Procedures ...................................................................................... 93 Staff Induction Checklist ............................................................................................... ......... 113 Recruitment and Selection Policy .......................................................................................... 115 Procedure: To make a complaint ........................................................................................... 116 Grievance Policy ............................................................................................... ...................... 117 System to monitor sales performance .................................................................................. 118 COMPANY DOCUMENTS ............................................................................................... ......... 126
Head Office Financial Management Policies and Procedures Manual .................................. 126 Financial Performance 2016-2017 ......................................................................................... 139 Statement of Financial Position Ending FY2017 .................................................................... 140 Australian Hardware Marketing Plan 2017 ........................................................................... 141 4 | P a g e Business Plan ............................................................................................... ........................... 165 5 | P a g e BUSINESS PROFILE Organisational Overview1
With 138 stores and approximately 10,000 staff across the country, Sim’s Hardware is one of Austraila's largest hardware retailers. Sim’s Hardware provides a wide range of products at competitive prices for the purpose of home improvement Sim’s Hardware has been a part of the Australian retail landscape from last many decades. What is now known as Sim’s Hardware opened its first store under the name of Sim's Home Goods in George St Sydney. Sim’s Home Goods initially specialised in the manufacturing and sale of small household furniture. The business quickly expanded from one to four stores across Sydney's northern and western suburbs. The stores employed the equivalent of 60 full-time staff by the beginning of 1928. All of which were either family members or friends. In 1930, the midst of the Great Depression, the demand for Sim’s Home Goods began to
decline. Over the next three years, the business closed three of the big stores. In 1941, declining consumer demand in conjunction with the onset of World War II again brought Sim’s Home Goods to the brink of closure. The business immediately initiated a 6 | P a g e change process that included re-training the existing manufacturing and sales staff and modifying the company's supplier relationships and equipment to cater for new contracts. This sustained the business through the war years. In the early 1950s, the business was repositioned; this time to benefit from the housing boom by supplying wood and other hardware items. The business was re-named Sim’s Hardware and an expansion program commenced that took the business into all states over the next 10 years.
The business has continued to expand to now have 138 stores and approximately 10,000 staff across the country. Products Employment We aim to be innovative with the benefits we offer to help staff achieve the right balance between work and life. These benefits include: off-site work, transition to retirement and career break be purchased through salary sacrifice for sick family members 7 | P a g e
grows activities in the community and study leave to assist further education and development for people and their families development programs structures and income protection insurance owners of Sim’s Hardware. Community Sim’s Hardware works in partnership with local community groups and sports clubs to help fundraising activities. We provide opportunities for local clubs and organisations to run
produce stalls on Saturday mornings outside our stores. We also provide discounts for materials being purchased for the construction or maintenance of community facilities by community organisations. 8 | P a g e Environment Sim’s Hardware has a commitment to minimising our environmental impact by: ng our suppliers operate sustainably and ethically; friendly alternatives; and, We consider social, economic, cultural and environmental risks and benefits into our
business decision-making. Stores With over 130 stores nationwide there is bound to be one near you. 9 | P a g e 10 | P a g e Mission Statement Sim’s Hardware provides the best quality hardware, homewares, garden supplies and building materials from Australia and the world. Sim’s Hardware is committed to providing customers and tradespeople withvalue through
everyday low prices, product quality, expert service, community engagement and environmental responsibility. Vision Statement Within five years, Sim’s Hardware will lead the hardware and home-improvement market in Australia. 11 | P a g e Sim’s Hardware Organisation Chart 12 | P a g e
Risk Management Plan Sim’s Hardware is committed to the effective management of risk, which is central to the continued growth and profitability of the company. The purpose of this policy is to ensure that: ● appropriate systems are in place to identify – as much as is reasonably possible and practical – risks that the company faces in conducting its business ● the potential impact of identified risks are understood and appropriate limits are set to assist in the management of exposures to those risks ● responsibilities are delegated to manage the identified risks ● assurance is provided as to the effectiveness of the risk management system and risk controls ● any changes to the company’s risk profile are monitored and disclosed. This policy covers all risks that could have a material impact on the company, including
those related to: The Chief Financial Officer (CFO) is accountable for: ● identification and management of risks including risks in relation to all significant investment decisions ● appointing the system owners, through whom appropriate systems and procedures for the identification, reporting and management of risks are developed, implemented, maintained and reviewed 13 | P a g e
● provision of reports to the board on performance in relation to identification, assessment and management of risks, including environmental risk. Risk Management Store managers are accountable for: ● the development, implementation, maintenance and review of appropriate policies, procedures and systems for the management of all risks within their area of responsibility ● providing assurance that the systems of risk management and internal control within their area of responsibility operate effectively in all respects. The Chief Risk Officer at each store is accountable for: ● demonstrating, through a program of assurance and review, the effectiveness of, and compliance against, those systems used to identify and manage risk ● providing an effective system for assurance, at six monthly intervals, from employees with specific delegated responsibilities under this policy
● the provision of an appropriate insurance program ● the identification of material changes to the company’s risk profile and recommending their disclosure All managers, supervisors and employees are responsible for: ● taking all reasonable and practicable steps to perform their responsibilities delegated under this policy and the related systems and procedures. Reporting For the approval of Sim’s Hardware annual financial reporting, the Chief Financial Officer states to the board in writing that: ● the declaration provided in accordance with s295A of the Corporations Act 2001 is founded on a sound system of risk management and internal control and that the system is operating effectively in all material respects in relation to financial reporting risks.
14 | P a g e The CFO provides a report to the board indicating: ● the effectiveness of the company’s risk management and internal control systems in relation to business risks ● the effectiveness of the company’s risk management and internal control systems in relation to environmental and triple bottom line related risks. Risk Management Strategy and Plan Introduction Sim’s Hardware recognises that risk management is an essential component of good management practice and is committed to the proactive management of risks across the organisation. The strategy is designed to: ● identify, evaluate, control and manage risks, including environmental risks ● ensure potential threats and opportunities are identified and managed
● inform store management, partners and staff members about their roles, responsibilities and reporting procedures with regards to risk management ● ensure risk management is an integral part of planning at all levels of the organisation. Guiding Principles Sim’s Hardware is committed to achieving its vision, business objectives and quality objectives. This will be achieved through the proactive management of risk at all levels of the organisation. Sim’s Hardware acknowledges that embracing innovative ideas and practices carries with it risks, but that these are identifiable and measurable and therefore capable of being subject to realistic risk mitigation processes. Responsibility and Authority Store managers/partners have responsibility for ensuring that risk management is in place. Managers/partners have the responsibility of reviewing the Risk Action Plan (outlined in the table at the end of this document) on a monthly basis.
Staff support and implement policies approved by the partners. 15 | P a g e Key risk indicators will be identified, closely monitored and action taken where necessary, by all employees of Sim’s Hardware. LRES Training Management Pty Ltd Risk Management Framework This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling Sim’s Hardware to respond to a variety of operational, financial, commercial and strategic risks. These elements include: ● Policies and procedures: A series of policies underpin the internal control process. ● Reporting: Decisions to rectify problems are made at regular meetings of the partners and store management. ● Business planning and budgeting: The business planning and budgeting process is used to
set objectives, agree on action plans and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the partners. Contingency planning is undertaken as required. ● Risk management review: The partners are required to report monthly. ● External audit: The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the partners. Definitions Risks are identified on a scale of likelihood of occurring in the next 12 months and assigned an impact or consequence of the risk as high, medium or low. High includes either a significant shortfall of around 40% in achieving budget or a significant reduction in ability to function. Medium includes either a shortfall of budget of between 10% and 20% or some reduction in function, and low indicates minor reductions in achieving budget or minimal reduction in performance.
Risk Management Action Plan 16 | P a g e 17 | P a g e 18 | P a g e POLICIES, PROCEDURES, PROCESSES
Armed Robbery Procedures Our company policy is to provide a safe and healthy working environment. Do not attempt to be heroic: your life is worth more than any amount of money. However, in the event of a hold up the following procedures must be followed: spoken to What to do immediately after the offender has left the scene: your self at risk. ring the police 000 and contact head office
the police arrive and you will be allowed to your notify parents and family, should you be required to remain in the store Store safety tips e dress and physical appearance of the offender doorway 19 | P a g e soon as they leave you are safe have spoken with the police.
possible shock affecting you ce could be destroyed management 20 | P a g e Customer Feedback Questionnaire Dear customer, We value your comments about the kind of service you received while shopping in our store. To help us to serve you better, your responses and suggestions guide us in making key decisions regarding store operations. 1 Are our sales staff always friendly and helpful?
If No, please suggest some changes you would like to see in the future. _____________________________________________________ __ _____________________________________________________ __ _____________________________________________________ __ 2 Are you satisfied with how our sales are processed in terms of speed, accuracy and the handling of credit or debit cards? If No, please suggest some changes you would like to see in the future. _____________________________________________________ __ _____________________________________________________ __
_____________________________________________________ __ 3 Are you impressed with the store's presentation in terms of access in aisles and at stands, cleanliness, lighting and signage? 4 Are you sati 1-5 -10 -15
21 | P a g e -25 -35 -45 Thank you for taking the time to help us to try and improve our service to you. Your name (Optional): ___________________________________ Postcode: _______ Customer service standards Customer service policy Excellent customer service is our number one priority and we expect customers to be treated with respect. Staff members at all times should do whatever it takes to create a
happy and satisfied customer. Remember the first impression is very powerful. Once this has been formed, it takes a long time to change it. Greeting the customer Welcome all customers with "Good morning/afternoon" and with a genuine smile and a spontaneous approach. Call customers by their name wherever possible. Always use eye contact, good body language and use facial expressions. Then leave the customer to view store merchandise for a short while before re-approaching. 22 | P a g e Making the customer welcome In a friendly professional manner, always let the customer know you are there to help. If you are busy with another customer, advise the customer you will attend to them shortly or ask another staff member to assist them. By starting a genuine conversation with a
customer you are showing an interest in them and their needs. Asking open questions is a positive way to keep the conversation flowing. Product knowledge All staff members will be correctly trained in all product knowledge, as customers expect us to educate them and inform them. It is crucial to understand the features and benefits of each garment and explain to the customer how to care for the item e.g. dry clean only, hand wash, the need for a water proofing spray. Farewell the customer Your farewell statement should be warm, friendly and genuine. You should always include the words "Thank you. Let me know how the outfit went. Enjoy your day." Always invite the customer back to the store. Your excellent customer service will always make a difference. If you reinforce the customer's purchase and make the customer feel good about the item they have purchased, then the customer will leave feeling satisfied
with their purchase instead of wondering did they really need it. Good customer service is about doing a lot of little things better and about providing something different and fun to experience. Dealing with customer complaints It is a challenge to convert an unhappy customer to a satisfied customer. Most customer complaints can be resolved at store level, and by following our Company's three step procedure, it can be done. 23 | P a g e Step 1: Manage the emotion Listen to the customer Show that you are listening by using eye contact. If need be, take notes. Never interrupt the customer while they are explaining the problem. Assure the customer you can help them. Empathise with the customer. Put yourself in the customer's shoes and show you
understand and support them. Use statements such as "I understand your frustration sir/madam and I am sure we can resolve the problem." Apologise Always apologise for any inconvenience and assure the customer that you or another staff member can help them. If you do not feel confident, call for your Supervisor. Do not make a scene. Step 2: Negotiate a solution Identify the problem by agreeing with the customer's complaint. It is paramount all staff members are correctly trained and have a sound knowledge of store policies and procedures, specifically the returns and refund policy. Assist the customer or refer the matter to the Supervisor, who will take the customer to the Supervisor's desk. Ask what they would like to see happen, rather than what they want you to do about it. Don't let the customer force you into a quick decision. Step 3: Commit to action
Be positive when resolving a customer's complaint. Focus on the problem and don't dwell on what went wrong. Determine a solution which is acceptable to both customer and the Company. Some solutions available are refund, exchange or a credit note. If a resolution cannot be found at your level, it is Company Policy that a Supervisor attends to the customer. 24 | P a g e Points to remember when dealing with angry customers are: ective while a customer is being abusive and away from other customers Department Sales Report Department: ____________________Month: ___
Monda y Tuesda y Wednesda y Thursda y Frida y Saturda y Sunda y Tota l Week 1
Targe t Actual + / - Week 2 Targe t Actual + / - Week 3 Targe t
25 | P a g e Actual + / - Week 4 Targe t Actual + / - Supervisor: ________________________________________ Equipment security Our store has purchased equipment to make the company more efficient and professional. Equipment is a valuable asset and it is the Supervisor's responsibility to ensure the
following rules are adhered to: All staff are appropriately trained in the use of equipment and associated occupational health and safety issues use ld by the Supervisor at all times 26 | P a g e Safety Occupational Health and Safety Commitment At The Store, working together, we aim to provide both our staff members and our customers with a safe and healthy environment. A safe working environment is not
something that just happens -we all have to make it happen. What is Occupational Health and Safety (OH&S) Legislation? Occupational Health and Safety Legislation aims to protect the health, safety and welfare of people at work. It lays down general requirements, which must be met at all workplaces. The Legislation covers self-employed people as well as employees, employers, students, contractors and visitors. The company will at all times provide a safe working environment To do this we will provide: employees, contractors, visitors and customers ers and employees to help maintain and improve the health, safety and welfare of all employees -going safety training for all employees
g methods, including appliances, tools and a safe system of work transport of equipment and substances The supervisor's role Your supervisor will: 27 | P a g e overall safety off employees and company property under his/her control standards are compromised at all times The employee's role
As an employee we expect that you will: ace health and safety of yourself or others Safety Committee Our Safety Committee meets the first Tuesday of each month. We have found this is one of the most effective ways of involving employees in maintaining and improving health and safety standards in the workplace. Our committee guidelines adhere to the OH&S Act. The basic company guidelines are: or more people ast one department manager or supervisor should be a member of the committee
each department on a set day discussed during safety meetings and acted upon to meeting 28 | P a g e If you want to join the Safety Committee, please contact your store manager. OH&S Resolution Strategy If you become aware of an issue within your work environment that is unsafe, you should try and rectify the problem if safe to do so before it causes an injury. You should assess whether you can fix the problem yourself safely. Never endanger yourself or others under any circumstances.
If you cannot fix the problem report it to your OH&S representative, Supervisor or Manager. Fixing safety issues as they arise will provide a safe environment for our employees to work in and our customers to shop in. Accident prevention To prevent accidents we must always maintain: equipment for faults before use. If unsafe, tell the appropriate person or spillage of liquids or produce, and stack shelves safely. Clean all spillages and use appropriate signs trained to use. Never endanger yourself, customers or other employees Workers compensation All employees are entitled to claim workers compensation if they suffer a work related illness or injury. If an injury occurs you must:
arrange medical treatment an incident or accident report and get your supervisor to sign it 29 | P a g e Workers compensation forms are available from your manager Fire and evacuation procedures If you see a fire or emergency: the situation problem and request all customers to leave goods and purchases and vacate the store in an orderly manner ### Show a map of emergency exits.
Fire wardens or a responsible member of staff should: t down computers emergency Company responsibility: dures department Your responsibility: 30 | P a g e Know the fire drill procedures Be aware of the location of portable fire extinguishes, hose reels, emergency exits and the
location of your store's assembly area First Aid facilities and assistance As part of our commitment to promote a safe and healthy working environment, we encourage staff members who would like to become a first aid attendant to do so. To apply you need to have been in our employment for more than 3 months. For more information please contact your manager. Staff and customer accidents If you have an accident at work you should: whether you are injured or not ### Refer to Incident and Accident report If you see a customer who has had an accident you should:
possible Arrange for first aid assistance to attendant the accident immediately 31 | P a g e be shopping with the customer dent was the fault of the store or make promises to any customer 32 | P a g e Employee behaviour standards
Our aim is to look professional for our customers and make them feel comfortable when they visit our stores. Employees' dress code All staff are required to present themselves in a professional manner for their employment roles. Staff member's appearance is a reflection of our company's image. Uniforms will be supplied but it is up to the staff member to make sure all uniforms are cleaned and pressed prior to commencement of shift. In some circumstances protective clothing is supplied and must be worn according to company policy. Cleanliness Normal standards apply including bathing, the use of deodorant and keeping fingernails and hands clean. ### For more information refer to Food Handling and Hygiene manual. Hair Should be neatly trimmed and combed hair. Long hair must be tied back
Moustaches are permitted, but must be neat and clean; sideburns should be neatly trimmed. Footwear All staff must wear blue/black solid, closed footwear to protect their feet from injury. Caps and aprons Caps and aprons must be worn at all times for hygiene purposes. Name badges 33 | P a g e Name badges must be worn during your shift. Jewellery and cosmetics We appreciate that everyone is an individual but we as a team need to give a professional image to our customers. When at work, please do not wear anything that might offend our customers such as loud hair colour, body piercing, etc.- Conservative use of cosmetics is
permitted, however nail polish and false nails are not allowed. For safety reasons jewellery must be minimal and conservative. Body piercing and tattoos must be covered during your shift. This is for health and safety and food safety reasons. Smoking Smoking is not permitted in any area of the store. A smoke free policy covers all buildings at all times. Alcohol and other drugs Under no circumstances must you start your shift under the influence of drugs, alcohol or any illegal substances. While on the premises it is also unacceptable to sell or consume alcohol or other drugs, or illegal substances. Breaking of this rule will result in instant dismissal and possible police notification. Grievances and discipline Our store promotes the idea of open communication in a non- threatening atmosphere. However in a corporate environment a certain level of conflict
is inevitable. The key to effective resolution is that any grievance should be dealt with as close to its source as possible. 34 | P a g e Grievance resolution procedures The employee's role Everyone in the store has the responsibility and the right to solve any problems or grievances if they occur. Create open communication channels and ensure that the workplace is free from discrimination. Discuss any complaint or grievance in a clear and logical way by following the correct procedural steps: manager in writing and state the remedy sought
supervisor level of authority al work must continue The supervisor's role As a supervisor you have a responsibility to develop trust and mutual respect, therefore all matters concerning grievance and discipline should be treated in a professional manner and in the strictest of confidence. Procedural steps: matter; be fair, non- discriminating and make sure you have all the facts before discussion commences actively to employee complaints and grievances in an empathetic manner and reassure the employee that complaints will be resolved with all parties close to the
dispute party to state the problem and have both parties work together to find a solution 35 | P a g e grievance if the matter has not been resolved If a resolution is not achieved refer the matter to the Manager The manager's role Arrange for a further meeting between all parties to try to resolve the dispute. If the dispute can not be resolved at this level, as a last resort the following options are available: Procedural steps: ll employees and employers have the right to be represented by an industrial organisation
Disciplinary action Termination of employment Misconduct by an employee will result in 2 verbal warnings being issued, then a written warning, which will be signed by Management and the employee. The written warning will be kept on file for a period of twelve months and should the company need to issue another warning, the employment will be terminated. On termination of employment and within 7 days of the termination date, you will receive your wages, along with any holiday pay that you are owed. Misconduct Once employed with the store you must comply with our conditions of employment. If you fail to do so you may be terminated or issued with a verbal or written warning. Acts of misconduct are:
36 | P a g e Instant dismissal In some circumstances, unacceptable behaviour may include wilful misconduct. In such situations employees will face instant dismissal without notice. The following actions may result in instant dismissal: discrimination of customers or employees
customers Under no circumstances may you start your shift under the influence of alcohol or other drugs, or any illegal substances. While on the premises it is also unacceptable to sell or consume alcohol or other drugs, or any illegal substances. The store will not tolerate theft of any kind, whether it be money or stock. If you are caught with any of these in your possession you will be dismissed immediately and police action will be taken. 37 | P a g e EEO policy Our aim is to create a harmonious and enjoyable work environment for all employees. We all have a duty to prevent discrimination in the workplace. Our aim is to identify and eliminate discrimination. Failure to obey this policy could mean instant dismissal.
Anti-discrimination and equal opportunity We have a commitment to prevent discrimination in the workplace. The Anti-discrimination and equal opportunity laws make it generally unlawful to discriminate against a person because of: nd Under Federal and State laws, sexual harassment in the workplace is unlawful. Our company will not tolerate harassment of any kind. Failure to obey this can lead to instant dismissal.Conduct doesn't have to be deliberate or
intentional to amount to sexual harassment if it is unwelcome. Sexual harassment is verbal, written or physical behaviour of a sexual nature that is unwelcome and uninvited. Some examples are: 38 | P a g e ate life Affirmative Action Our affirmative action program is to seek the right person for the right job. We strive to ensure equal access to promotion, training and development opportunities, and all other
aspects of employment to all classes and groups of individuals. We have a number of affirmative action programs.-For more information please contact your supervisor. 39 | P a g e Incident Report Form When did the incident occur? Date: _____ / ___ / 20____ Time: ____: _______ AM /PM Who was involved? (Please tick one or more boxes) Office staff Store staff Customer Contractor Other Was anyone injured? Yes No Name of person injured:__________________________________________ Address: __________________________________________________ __________________________________________________ Phone: Day: _____________ Night: ____________ Mobile: ____________
Was there a witness? Yes No Witness details (Please tick one box only) Office staff Store staff Customer Contractor Other Name of witness: _____________________________________________ Address: __________________________________________________ __________________________________________________ Phone: Day: _____________ Night: ____________ Mobile: ____________ What type of incident was it? Minor injury Assault Trauma Vandalism Break and enter Robbery Theft Other Were the police contacted? Yes No Where did the incident occur?_______________________________ What happened? _____________________________________________________ _______ _____________________________________________________
_______ Describe the injury or damage _____________________________________________________ _______ _____________________________________________________ _______ What type of treatment was used? _____________________________________________________ _______ 40 | P a g e _____________________________________________________ _______ What immediate action did staff members take? _____________________________________________________ _______ _____________________________________________________ _______ I agree that this information about the incident is true. Signature of injured party _________________________ Date____________
Who is reporting this incident? Name: ________________________________________________ Position: ________________________________________________ Follow up actions taken: _____________________________________________________ _______ _____________________________________________________ _______ Signature of reporting party________________________ Date: _____/____/_____ Opening and Closing the Premises For the safety of yourself and others please follow these opening and closing procedures. Opening the store On arrival, please enter through staff entrance and sign in. office
entrances are open and clear of obstacles Closing the store All staff must leave before closing procedure is started 41 | P a g e No friends or relatives allowed during closing procedure Alarms will be activated by the Supervisor and security officer and all keys to be handed in to the security officer and signed off in the key register make sure no one is left in the store ws are closed
conditioning Note: If your car is parked in a dark place make sure a security officer accompanies you to your vehicle. Cash office security After hours security is responsible for managing and maintaining building security Keys to the office are provided to all executive staff and to other staff members, as the occasion requires Doors must be kept locked at all times Two people must always be present when opening the safe and counting money. Work Attendance Punctuality All staff are required to be in their working area ready to commence at the start of their shift. Please use the toilet, put your bags away and have a drink before commencing your shift.
42 | P a g e Public holidays If you are rostered on a shift the day before or the day after a public holiday and you call in sick, a doctor's certificate must be supplied. This means if a public holiday falls on a Monday and you call in sick on either the Friday or the Tuesday a certificate will need to be supplied. Probation period All new employees will be on a three-month probation period. During your probation period there will be monthly reviews. At the end of the probation period a meeting will be organized for the employee, Dept. manager/supervisor and branch manager to discuss your progress. Absence forms If you know you are going to be absent, you are obliged to phone in or have someone else
phone in before your start time on each day of non- attendance.Absence of more than three consecutive days without notification may be considered abandonment of your job and may result in instant dismissal. Pay rates and bonus schemes Pay rates All staff members will be paid the award wage as stated by the Department of Industrial Relations and covered under the award in each State. Furthermore, all staff members are entitled to the following penalty rates: For more information regarding awards, refer to Industrial Relations website in your State. 43 | P a g e
Staff members requiring additional hours A memo will be distributed to all staff members one month prior to peak trading e.g. Christmas, Easter or extended trading hours, to advise staff of additional hours available. Please advise your Supervisor in writing if you are interested in additional hours. Staff members who require a variation to the forthcoming roster e.g. annual leave, rostered day off, or sick leave, should complete a Roster Variation Form, which is available from your Supervisor. The Supervisor who allocates the roster will take all requests into account, but it is not always possible to please everyone. Preferences are given to employees who have been with the company the longest. Bonus schemes The store recognises excellence in sales achievement and offers incentives to continue enhancing sales performance in the future. Bonuses will be awarded to staff members who achieve individual sales targets.
Monthly targets Staff members are set achievable sales targets. Bonuses are paid as follows: Sales assistants 2% After 2 years of service 2.5% Supervisors 3% Bonuses are calculated as follows: Employee A: Sales target for the month was $25,000. Achieved amount was $30,000. Therefore $5,000 x 2% = $250.00, less the appropriate tax. 44 | P a g e All bonuses will be paid on the seventh day of the following month. Performance appraisals Motivating the Sales Team One of the keys to motivate your team is to identify their individual strengths and
weaknesses. This is done by way of a Performance Appraisal conducted by the Supervisor every three months. Once individual strengths and weaknesses are identified, the Supervisor can: reward staff members strengths. When the Performance Appraisal has been completed, it is reviewed and kept by Personnel Department. Performance Appraisal begins with the job description, tasks and competencies. Use these as the criteria against which key objectives will produce a performance judgement. The job description provides the clear and definitive standards required for objective measurement. Key points to successful performance appraisals Staff need to be made aware of the appraisal system. It should never be a surprise. They should know:
45 | P a g e What use is made of the result? appraisal should produce a positive, creative and learning situation. plans and goals need to be set. sor in conjunction with the Personnel Department to provide help in setting new goals to gain commitment from staff to work towards achievement of the agreed goals.
to identify strength and weakness as well as prepare a training strategy to enhance and address the development needs of staff members. 46 | P a g e Performance Appraisal Form Employee's name: _______________________ Supervisor ____________________ Position Held: ___________________________ Time in Position: ________________ Period Appraised: ________________________ Position Status: FT / PT / CAS Key: O = Outstanding H = Highly Proficient S = Satisfactory N = Needs improvement
Instructions: Rate yourself on each of the areas by circling the applicable appraisal key letter. Make any necessary comments in the space after each section. The appraisal covers all areas of your job function. The form has been designed to bring out your strengths and development needs. It will be discussed with your Supervisor. This appraisal is personal and confidential. Future Objectives (complete this part in the discussion phase of your appraisal) A ____________________________________________________ Action Date: ______/_______ /__________ B ____________________________________________________ Action Date: ______/_______ /__________ 47 | P a g e
C ____________________________________________________ Action Date: ______/_______ /__________ D ____________________________________________________ Action Date: ______/_______ /__________ A Sales, service and promotion of products and services Employee Supervisor Shows a friendly nature and provides efficient service to customers O H S N O H S N Provides accurate and helpful advice on products and services available O H S N O H S N Actively sells and promotes all products and services O H S N O H S N Actively sells additional merchandise at every opportunity O H S N O H S N
Comment: _____________________________________________________ __________ _____________________________________________________ ___________________ B Processing of sales transactions and procedures Employee Supervisor Follows procedures for all transactions O H S N O H S N Operates register correctly O H S N O H S N Maintains cash security and follows cash handling procedures O H S N O H S N Comment: _____________________________________________________ __________ _____________________________________________________ ___________________ C Complaint handling Employee Supervisor 48 | P a g e
Handles complaints confidently and effectively O H S N O H S N Knows level of authority O H S N O H S N Comment: _____________________________________________________ __________ _____________________________________________________ ___________________ D General Employee Supervisor Maintains a neat and tidy appearance at all times O H S N O H S N Shows punctuality and reliability O H S N O H S N Requires little supervision with work assignments O H S N O H S N Demonstrates decisive, practical and reliable decisions O H S N O H S N Shows good listening skills and speaks clearly and concisely O H S N O H S N Demonstrates awareness of others' needs and is a good team player
O H S N O H S N Willing and able to accept greater responsibilities O H S N O H S N Awareness to show regard for health and safety issues O H S N O H S N Always looking to improve procedures and processes O H S N O H S N Takes every opportunity to develop own skills O H S N O H S N Comment: _____________________________________________________ __________ _____________________________________________________ ___________________ Major strengths What areas of my job description do I excel in? _________________________________ _____________________________________________________ ___________________ Development needs What specific areas of my job should I work towards improving my understanding or level of skills? _____________________________________________________
_____________ 49 | P a g e _____________________________________________________ ___________________ Particular training or retraining I need to complete_______________________________ _____________________________________________________ ___________________ _____________________________________________________ ___________________ Supervisor's comments ____________________________________________________ _____________________________________________________ ___________________ _____________________________________________________ ___________________ Employee's signature: ________________________________ Date: __/____ /____ Supervisor's signature: _______________________________ Date: __/____ /____
Point of Sale Questionnaire Department: _________________________ Staff Member: ____________________ Date: ________________ Conducted by: _____________________________ Level of service What time period elapsed before the salesperson acknowledged the customer? - - What was the salesperson's first communication? first contact Did the salesperson apologise for any inconvenience as customers lined in a queue? 50 | P a g e Was the correct amount charged for the goods purchased?
Did the salesperson offer any additional merchandise or service? Did the salesperson mention any promotion or specials? Did the salesperson enter the sale into the system without error? Cash sale only: Did the salesperson call the amount tendered by the customer? get change before placing amount tendered in cash drawer? count back the change to the customer? pass the change directly into the customer's hand?
51 | P a g e Card sale only: Did the salesperson process the sale efficiently using electronic or manual methods? give the customer the correct copy of the receipt? pass receipt (& pen if appropriate) directly into customer's hand? pass back the card using the customer's name? Were the customer's goods placed in a bag or wrapped appropriately? What was the salesperson's farewell? parting comment
Staff appearance Is the salesperson wearing approved uniform or appropriate clothing? 52 | P a g e Is the salesperson clean and tidy? Is the approved name badge being worn? General Are promotions current? Have all old promotional materials been disposed of? Are all store facilities operational? (If not, report immediately)
Are customer complaints handled accordingly? Comments and overall impression: _____________________________________________________ ___________________ _____________________________________________________ ___________________ _____________________________________________________ ___________________ Signature: ____________________________________ Date: _____________ 53 | P a g e Policies dealing with Theft Preventing theft Shop lifting is a huge cost to our business and must be reduced where possible. It is our company policy that with the proper training you can prevent shoplifting before it happens.
Keep an eye on anyone acting suspicious, be alert and watch out for the signs. All staff must be on the lookout for all acts of dishonesty and all incidents must be reported to the Manager. Our company policy is to prevent theft by the RGD method R: Recognise suspicious behaviour G: Good customer services D: Danger spots and times Recognising suspicious behaviour contact th large bags Good customer service prevents theft Through good customer service there are ways to reduce the risk of shoplifting. The preventive measures our company follows are:
change room (company policy is no more than three items) leaving the change rooms 54 | P a g e Check customer and staff bags around them ned on and working them
aff lockers locked Danger spots for theft Always maintain a clear view across the shop and have no hidden areas that may provide an easy opportunity to conceal merchandise. Areas of the store which are most likely to attract thieves are: ays near exits Danger times for theft Shoplifters are most likely to steal during danger times so be alert and remember RDG. Keep your mind on the job during these times: t and Saturday mornings
55 | P a g e -bys, changing displays, restocking and while using a ladder As a preventive measure, the store safety policy states that three limbs must be on the ladder at all times and a second person must support the ladder. That way they can also be keeping an eye out for any suspicious behaviour. Apprehension of shoplifters Be aware as shoplifting can happen unexpectedly. Apprehension of shoplifters should be the last resort. Our store policy is prevention is easy and a far more effective approach. False accusation or wrong apprehensions may leave our store open to charges. If you suspect a customer of stealing, try to encourage them to purchase the item by using statements such as:
item if you know what they have taken) for that item at the register when you are ready -by system? goods, use the following statements: item possession? Procedure if apprehension must occur Alert another staff member to contact security by calling extension 71 Inconspicuously follow the accused if it is safe to do so Never accuse the customer of stealing or touch them in any way Ask the customer to accompany you to the security office 56 | P a g e
If customer refuses to wait for security to arrive, inform security of the following details: ent that stands out, eg tattoos, facial markings, hair colour and length If they drove away, give a good description of the car, egcolour or registration if possible Inform your Manager of all the details of the event and fill out a loss or apprehension report immediately Reporting theft Our company policy is to follow all legal obligations so remember, when filling in a report, never exaggerate. Never accuse or use discriminatory language (age, race, sex, etc) and don't make judgements about why they have stolen or the situation they are in. Shoplifting is a criminal offence and has to be dealt with according to the
law. When filling in the report, stick to the facts and keep all answers simple and clear. Describe the facts, what you saw, where it happened, when it happened, what you did, what happened then and what was said. Customer's property What is the Bag Check Code of Practice? The Bag Check Code of Practice is a joint initiative of retailers and the Department of Consumer Affairs and has been developed as a compromise between the interests of privacy, retail and consumer groups. 57 | P a g e The purpose of the code is to provide principles and practices in relation to property checks so that shoppers and retailers can approach the situation with knowledge of their rights and obligations.
Our customer property policy adheres to the principles of the Code of Practice. Our policy Our store conducts property and bag checks in an attempt to control theft. All staff are to be trained in the property and bag check procedures and be aware of the store's legal position. Legal position The store must notify customers of its intention to conduct property checks. A prominent notice that clearly sets this out must be displayed at a point where customers can see it prior to entry. Store policy Signage is prominently displayed at entrances to our stores establishing entry conditions, which includes: All bags and property will be checked when leaving the store All school bags will be checked when leaving the store. All shopping trolleys and prams will be checked upon leaving the store Staff are encouraged to ask students to leave their school bags
with security at the front entrances. The store's right to conduct property and bag checks Legal position 58 | P a g e A customer who enters our store does so under licence. The shopkeeper may make that entry conditional upon showing bags, trolleys, prams, cartons, parcels and containers for checking. Store policy Personal handbags will not be checked unless larger than a sheet of A4 paper. Legal position Staff members who forcibly conduct a property or bag check against a customer's will, may have committed an assault. Store procedures
All customers upon leaving the store should be requested to open their bags or property for inspection either at the register or the customer exit point. Requests should be courteously made so as to minimise the degree of intrusion. The employee should request that the customer personally open the bag. There should be no direct physical interference by the employee. Where a view of the bag is obstructed by a large parcel, trolley, pram, coat or similar item, the employee may request the customer to remove the obstruction but should not touch the obstructing item. Dispute Procedures Legal Position - A Shopper can refuse to allow a property/bag check. Employee's needs to be absolutely certain that the shopper has committed an offence in order to detain or search the shopper's processions. Store Procedures
59 | P a g e The employee should not under any circumstances enter into a dispute with the customer over a request to check bags or a suspected theft Under no circumstances will the employee attempt to forcibly restrain the customer or interfere with bags or property If any dispute arises the employee should immediately summon the store Supervisor The Supervisor will explain the conditions under which the customer entered the store. If the customer again refuses to offer the bags and property for checking, the Manager may ask the customer to leave the store and not return or summon a Police Officer In summary, it is paramount that all Supervisors understand the rights and obligations of customer's property. Rights and Obligations of Customers Rights
Customers have the right to know before entry that the store conducts property/bag checks Right to refuse interference with your person, property or with your bags. Checking means that staff can look and not touch. Under the Property Code the store has agreed not to check a personal handbag unless it is larger than the size of a sheet of foolscap paper Obligations Having entered the store knowing that property/bag checks are conducted, customers have accepted the store's right to ask you to open you bags for checking. IMPORTANT NOTES 60 | P a g e Customers whom refuse inspection of their property/bags can be asked to leave the store and not return. The Supervisor/Security Officer will only hold a customer and
call the police where the employee is sure that an offence has been committed. If an employee forcibly detain you or forcibly searches your goods, and you have not committed an offence, you are entitled to complain to the management or the police or consult your solicitor to determine what legal rights you have. If you feel that the Property Code has been breached, you should contact the Retail Traders Association in your state. Dealing with cash, credit, cheques and EFTPOS Correct handling of payments during sales transactions (cash, cheques, credit cards and EFTPOS) is important to minimise losses through fraud or theft. Errors by staff can include: We realise that occasionally people make mistakes and the possibility of a shortage in our
cash registers does exist. For this reason you will not be required to make up shortages. However, this is a serious matter so if you regularly have significant cash shortages, you will be notified and cash register procedures will be reviewed. Cash register procedures ys cash up your own register 61 | P a g e It is essential that you enter the amount the customer gives you to ensure the change required is recorded and shown on your register. ace the notes or chequeson the cash drawer. Do not put in the register at this stage.
of the drawer. wer. Failure to follow cash register procedures will result in disciplinary action Cash handling security procedures are staff who use the no-sale button often or are working out of the drawer and have excessive over-rings. customer complains about change given, record customer details. At end of day if the till does not balance, the supervisor will contact the customer. Never take the customers word. No unauthorised persons are permitted behind the counter for any reason. any reason. Notify the cash office when you require a cash pick up. ver to be counted in view of the public. Office staff
and a security member will collect cash and it will be counted in the cash office. with anyone other than the Manager. Cheque transaction procedures Bounced cheques cost our company valuable profits. A cost is incurred to the company when a cheque is returned. The following procedures are important for our store: 62 | P a g e . correct date and amount Our store does not except post-dated or 'cash'cheques (that is,
cheques made out to 'cash'). telephone. res match. identification used. Identification can be either passport or drivers license Record on the reverse side of the cheque address, phone number, license number and identification used. Credit card transaction procedures The risk of credit card fraud is on the rise as over half the store transactions are paid for using credit cards. Although we have an electronic system in our store, sometimes there may be a system failure or default with the card from a damaged card. Manual procedures must then be used. Manual credit card procedures Ensure sales voucher is filled in correctly.
Check card has not expired. Check the name on the card matches the person using the card. Verify the signature. Ensure all information has been entered on all copies of the sales voucher. 63 | P a g e Ensure the correct amount is written on the docket. Credit card purchases must be over $20. No cash out can be given on credit card transactions. For all transactions over the $150 floor limit, you must phone for authorisation. Check the card against the stolen card list. If the number appears on the list, retain the card and telephone the bank. They will advise what to do. Electronic EFTPOS and credit card procedures
Cash out can be given on EFTPOS but cannot exceed $200. Purchases must be over $20. End of shift procedures Fifteen minutes before your shift ends, a Supervisor will complete a reading on your register and EFTPOS machine. At the end of each shift, it is your responsibility to take your cash drawer to the Cash Office. In the presence of Cash Office staff or a Manager, the sales assistant will count and reconcile takings. The float amount will be left in the cash drawer. All takings and reconciliation from register are to be placed in a security pouch with a seal a signed by the sales assistant. 64 | P a g e
All takings and floats will then be deposited into the safe. Cash Office staff will re-count all takings and float. Dealing with cash holding and banking procedures Cash holding security procedures combination to the safe is kept confidential. is kept in the safe at all times safe. There must always be two people present. closing the safe. Ensure the safe register is filled in correctly with date, time, and reason. Manager's key. reconciliation forms or banking slips.
Banking procedures ff handle all banking procedures. Returns policy Our returns policy means customers can shop at our store, knowing that with a receipt, we can offer convenient repairs, exchanges and refunds, provided goods are: -new order and condition 65 | P a g e Identification must be supplied. Acceptable ID includes any document or card with the customer's name, address, signature and preferably a photograph, eg a driver's licence. With a receipt
Customer can easily bring the goods back with a receipt to the service desk for a repair, exchange or refund. Without a receipt If a customer has misplaced the receipt, the store can offer a repair or exchange if the goods were purchased in-store, with acceptable ID. However, the store is not obliged to give a refund if proof of purchase cannot be provided. This service is in addition to customer's statutory rights to return faulty merchandise for repair, exchange or refund. When can a Supervisor refuse a refund? In these cases we do not refund or exchange: ere a customer wants to change goods because they are cheaper elsewhere. sale. The service desk is to complete a refund form and refer all refunds to their supervisors for
approval. Supervisor's duties satisfactory. ion of goods. Supervisor's section. 66 | P a g e Sales targets formula Sales targets are set based on a formula which takes into account previous trading patterns and actual hours worked. Each employee is allocated a monthly target to achieve based on this formula. Team rewards
Team dinners will be awarded to Departments that achieve sales targets. It is the Supervisor's responsibility to motivate their team members to achieve these targets. One percent of the overall Department sales target will be deposited into a social fund. Salesperson of the Month All employees of the month receive a store gift voucher to the value of $50. Their photo is placed in the staff room and on a public noticeboard and they are given a special award badge. Staff general security Giving away products You may be asked by customers and friends to give away merchandise but at no time should you give away products. Giving away products is a very serious offence and a breach of store policy and will lead to disciplinary action. Procedures for staff purchases After 3 months of employment a discount card will be supplied to all staff members. This
will entitle you to a 12% discount on all goods. This is for employee use only and not to be abused and will be monitored. 67 | P a g e All staff purchases must be made before or after your shift. If you wish to make a staff purchase see your Supervisor who will document the purchase. A check seal sticker must be placed on all items purchased before your shift. Staff holds: are permitted for 24hours and will be kept at the supervisors counter. Staff lay-bys: are permitted with the same conditions as customer lay-bys. Property It is company policy that all bags must be available for inspection by the security officer or Manager if requested. Staff are permitted only to enter and exit the store through designated staff entrances. All emergency exits are alarmed and employees must only enter
if there is an emergency. Lockers Lockers are provided for all staff to keep their personal effects in while at work. It is each individual's responsibility to make sure their locker is locked Valuables Do not bring valuables to the store, as the store will not be responsible if they go missing Stock control policy and procedures Inventory control The store has clearly defined policies and procedures in place and it is the Supervisor's responsibility to ensure inventory control is efficient, as loss of stock and damages result in a loss of profit. The buyer's role -to-date with trends 68 | P a g e
Supervisor's role It is the Supervisor's responsibility to train staff members in the correct procedures for receiving stock. -downs -outs ure all merchandise is correctly priced, following Company procedures -order levels for fast selling merchandise performance of stock changes
Staff member's role k after delivery 69 | P a g e Stock handling Stock handling and storage of goods Care must be taken in the storage of goods to ensure against damage and theft. A fundamental part of your supervisory duty is to ensure the personal safety of your staff members, and to provide a safe working environment. For more information, refer to the
Safe Work Practices Manual. A few issues relating to the safe handling of stock are: its and fire extinguishers should be kept clear of stock for easy access in case of an emergency members and customers around fire extinguishers laid down flat and not stored on their sides Be aware that poor manual handling accounts for the majority of accidents in the retail environment Stock safety Stock needs to be placed in security areas and put away as soon as possible. Store procedures are to handle stock in the following manner: appropriate way and hung on the appropriate fixtures
ragile items should not be stacked on other stock or on high shelves to keep them fresh e.g. milk and frozen foods materials storage and handling instructions 70 | P a g e Stock re-orders Although our Company has a Stock Controller and Buyer, the Supervisor still plays an important role in monitoring stock controls. Our policy is to always try and avoid the situation of stock out by frequently communicating with the buying office. By doing this, all staff members can be aware of planned promotions, target markets and be informed of new
stock items and trends for the new season. An empty looking store or an overcrowded store will impact badly on sales. -stock shelves and display stands from stock in reserve an order number le order forms in due date order required -ordering all standard stock lines. The buyer handles all other items, which are known as specialty lines. Store pricing policy The Store's image is up to date, stylish merchandise. The type of customer our store attracts is more image-conscious than price-conscious. Our merchandise is medium- to high-priced, however, our emphasis is on supplying a wide selection of quality merchandise as well as providing excellent customer service. Furthermore, our store is known for our end of season mark- down sales where merchandise
is cleared at bargain prices. Considering this, the purpose for a store pricing policy is for prices to reflect and fit in with the store image, so that prices are competitive and most importantly, the store makes a profit. 71 | P a g e Mark-up and profit margin policies Mark-up and profit margin polices are confidential to Management, the Stock Controller, Buying Department and selected Supervisors. There are two key elements to consider when developing a pricing policy. These are mark- ups and margins. Price Points are to be as follows: Below $1: to be priced in even multiples of 10c, 20c, 50c, 70c, etc. $1 and $2: as even dollar amounts $1 and $2
Over $2: prices should end in .95c so $3 becomes $2.95, $5 becomes $4.95 and $10 becomes $9.95 Over $30: revert to even dollar amounts $1 below the $10 multiples. So $50 becomes $49, $70 becomes $69, $100 becomes $99 etc. Mark-up Mark-up is the amount added to the cost price of merchandise to give a selling price that meets profit requirements. All items are to be marked up 150% of their true cost price. The cost price should be multiplied by 150% and added to the cost price. For example: Cost Price Mark-up Selling price $10 150% $25 rounded to price point of $24.95 $20 150% $50 rounded to price point of $49 $50 150 % $125 rounded to price point of $125 $100 150 % $250 rounded to price point of $249
72 | P a g e Profit margin Profit margin is the estimated gross profit that would be achieved by selling goods at full selling price. It is calculated by deducting the cost of goods sold from the selling price. For our store to be viable, a profit margin of 60% needs to be achieved. $25 - $10 = $15 profit. To convert this to a %, use the formula below: ((selling price - Margin (($25 - 60% It is important to understand that marking up merchandise 150% will only achieve a 60% profit margin. If merchandise is sold for less than the recommended selling price for reasons such as stock losses, mark-downs, shrinkage etc., the overall gross profit is reduced. Some elements that contribute to the level of profit margin and mark up are:
Supervisor's role in mark-downs All supervisors should be aware of the reason for mark-downs. Remember unwanted stock takes up valuable space and costs our store valuable profits. It is the supervisor's responsibility to keep an eye out for slow-moving stock and suggest strategies to rectify the problem. Supervisors must keep good records so that Management can keep track of what is being marked down. 73 | P a g e When should supervisors mark-down merchandise?
Merchandise is to be marked down at the end of its selling season or if it is slow moving, obsolete, damaged or priced higher than that of our competitors. It is preferred mark- downs are planned for holiday programs or special events. Benefits of mark-downs: Increases the sales of other merchandise in store Procedures for Mark-downs merchandise in their department and fill in report of slow moving merchandise and suggest mark-downs figures -down sheet is sent to the Stock Controller for approval and sign same -down sheet is approved and signed by the Stock Controller, it is the Supervisor's responsibility to inform all staff members of the price mark-downs to prevent embarrassing situations of staff members quoting old prices to customers -down sheet is to be filed in the mark-down book,
which is kept under the counter for easy reference to all staff. Supervisors have permission to discount up to 15% on any items that are damaged or stained without permission from the buying office. However it must be recorded on the mark-down sheet. It is important for shrinkage and profit records that these are recorded accurately. A Mark-down Worksheet is attached later in this document. The Supervisor should carry out spot checks to ensure: following store policy ently changing mark-downs 74 | P a g e Price marking Price marking is a critical area, which, if not properly controlled, can cause major problems
with customers. clothing garments. right-hand corner of the item. mark-down price is permitted. the price goes up, all of the old label must be removed without fail. customer. Coordinating stocktake Stocktake is the physical count of stock that is in the store at a certain period of time being a true measurement between the physical stocktake figures and the book stock. Supervisor's role Preparation
Preparation and supervision are the key to a successful stocktake. Supervisors need to keep updated. Give staff members clear direction and training of the store's procedures. Tasks should be allocated to staff members. Furthermore, all tasks on the stocktake preparation checklist must be carried out. Rosters It is the Supervisor's responsibility to consider budget allocation and time constraints. Always ensure extra staff are rostered on to attend to customers' needs during this period. Stocktake is only to take place outside normal trading hours. If time constraints allow, finish stocktake before 10am. 75 | P a g e Supervisor's responsibilities When in progress: and good end results.
s and direct them to appropriate area to count. counting and recording procedures to ensure that tasks are completed. On completion: After the stocktake has been completed for a certain area, another staff member carries out a spot check. It is Company procedure to choose five fixtures from an area and complete their own stocktake. These records are then compared with the original stocktake documentation and, if there is a discrepancy, a report is compiled. Discrepancies must be investigated and reported when preparing accurate reports for Management. (Discrepancy Report attached) Stocktake checklist stocktake. All Supervisors are to
ensure all tasks are carried out before commencing a stocktake Explain how to carry out stocktaking to a new staff member responsibility -off points for orders, deliveries and shelf filling. Plan a cut-off day or time that these activities are carried out -bys are put aside and follow up and record any stock out of store on loan 76 | P a g e labelled and numbered for easy identification. Numbered stock sheets are allocated to correct staff members Discrepancy reports
Obvious discrepancies to identify: -downs that are not recorded for known shrinkage e.g. damage and theft -downs and transfers in and out reserve areas, above eye level, on display, in drawers or closed bins code Stocktake staff training It is the Supervisor's responsibility to ensure all staff members are trained in the correct procedures. The following instructions will make a good starting point for training staff. To ensure a successful stocktake, please observe the following instructions: sheets and direct you to the area you will be counting.
has a separate stocktake sheet. numbered and this number appears on the top-right hand corner of the stocktake sheet. top shelf and working your way down to floor level. ff members when they are counting. 77 | P a g e sheet to minimise counting errors sponds with the product bar code.
control. Our Company has developed a coloured tagging system as a communication tool to ensure a successful and accurate stocktake. indicate that all items are checked and correct. bar code needs investigating. Supervisor is to be called for clarification. Preparing accurate reports When the physical count has been completed and recorded on stock sheets, stock sheets need to be collated and put in fixture numerical order. Check that all addition, cross calculations and totals are correct. Keep an eye out for obvious discrepancies. After investigating any obvious discrepancies and reporting, it is the Supervisor's responsibility to
collate into a report as follows: Computer Data Department Name: Sales figures: Stock level computer print out for the department: 78 | P a g e Previous stocktake results for comparison: Manual Data Stocktake sheet for actual stock figures for the department: Shrinkage sheets, mark-down sheet and a discrepancy report: Shrinkage report Our store allows for 3% shrinkage in our budget as we realise mistakes will happen. However, effective stock control can minimise shrinkage. If you neglect control of shrinkage, you may be out of a job. It is the Supervisor's responsibility to ensure all shrinkages are recorded correctly on the shrinkage sheets.
Possible valid reasons for shrinkage: 79 | P a g e Stocktake sheet Fixture number: Product reference Quantity Price Total quantity Total value
7 235782 Staff member: _________________________________________ Supervisor: ____________________________________________ Date: ____/____/____ Time: ____:____AM/PM 80 | P a g e
Shrinkage sheet Description Ref No Dept Qty Price New Price Reason Total loss Gardening Gloves 4702 7 1 $12.95 $7.95 Damaged $5.00 Staff member: _________________________________________ Supervisor: ____________________________________________
Date: ____/____/____ Time: ____:____AM/PM 81 | P a g e Discrepancy sheet Area Fixture/ Item Description Price Original count Recount Variance Socks I/N: 2891335 Scheurich 14 x 12cm Royal Shine Indoor Pot $11.95 20 17 3
Staff member: _________________________________________ Supervisor: ____________________________________________ Date: ____/____/____ Time: ____:____AM/PM 82 | P a g e Mark-down Worksheet Fix-ture No. Product Brand Size Bar Code Qty Price Mark- down
% New Sale Price I/N: 2012170 Hume Doors & Timber Flush Door Hume 2040 x 820 x 35mm Primecoat Honeycomb 97341249907 11 $29.95 25% $22.95
Staff member: _________________________________________ Supervisor: ____________________________________________ Date: ____/____/____ Time: ____:____AM/PM 83 | P a g e Store Safety Policy and Procedures Supervisor's responsibility Supervisors are accountable for the working environment under their control and for ensuring all staff members are given equipment, information and instructions necessary to
ensure a healthy and safe work environment. Supervisors should ensure that individuals maintain a high level of awareness when it comes to health and safety issues and encourage all staff to carry out safe work practices by reporting any faulty equipment immediately. Employees' responsibility Employees are expected to take reasonable care with regard to the health and safety of others at the work place and to co-operate with the employer in ensuring a safe and healthy work environment. Employees must report potential or health and safety hazards to their Supervisor using the correct reporting procedures. The store aims to provide both our staff members and our customers with a safe and healthy environment. A safe working environment is not something that just happens: you have to make it happen! Accident prevention All employees are to be conscious of the factors that contribute to store accidents. These factors include such things as:
substances pment with frayed cords ladder at all times. The key to accident prevention is for all staff and management to always maintain: 84 | P a g e Safe environment: inspect your work area regularly for dangerous objects that people could trip or fall over Safe equipment: check equipment for faults before use and always use the correct tool for the job Safe behaviour: perform your duties in a safe manner and only use equipment you have been trained to use. Always remember Prevention is better than cure and you should:
If you identify a potential hazard take immediate action to prevent an accident occurring First aid treatment The store's safety policy is for all Supervisors to be trained in First Aid Procedures and be able to remain calm and deal with any emergency situation if it arises. First Aid boxes are located in every department behind the Supervisor's desk, cashier's office and staff room. If an accident does occur, and medical attention is needed, you must advise the Supervisor as soon as possible. Furthermore, if a customer or non-employee has an accident, it is very important that they are happy with the attention and first aid treatment they are receiving. Be sympathetic and caring to the person involved, but most importantly, do not admit fault. For information on recording an accident, refer to your Induction Handbook. It is extremely important that you make sure after using any
medical equipment that it is cleaned and you have told the Supervisor on duty what was used, so he or she can restock the First Aid kit. If you can handle the problem, do so, but if not, see your First Aid Officer in the workplace. 85 | P a g e If an emergency situation arises, the following steps should be followed: rs and the casualty away from the incident First aid treatment for non-electrical burns
cold water for at least ten minutes or until the ambulance arrives, if needed position First aid treatment for cuts (incisions and lacerations) wherever possible, use gloves re to stop any bleeding available
First aid treatment for sprains 86 | P a g e one else slips For the pain: he customer in getting any further medical treatment if required Spillages Our Company has provided a non-slip floor surface to help minimise the risk of slipping or falling. There are two main types of spillage: liquid or dry. When you cause or note a spillage, your responsibility is to prevent an accident occurring by attending to the area in the appropriate manner until the floor is safe to walk on again.
slipping staff member to obtain Caution Wet Floor signs and place one at each end of the spillage spillage special cleaning eaning equipment and clean the floor ensuring every trace of the hazard is removed them back in to storage If a staff member cannot deal with a hazard, you should immediately report to the Supervisor on duty. Safe work practices Always remember with safe work practices: Prevention is better than cure. You should never
endanger yourself or others. 87 | P a g e It is every staff member's responsibility to play their role in ensuring their work place is a safe and healthy place to work, and that set standards are met in accordance with Occupational Health and Safety issues and store policy. All staff members in our store are responsible to bring work place hazards to the Supervisor's attention if you cannot deal with it yourself. Employees who follow in safe work practices will dramatically reduce the risk of an accident occurring. Should you have any concerns with safety issues, it is a good idea to report them to the Store Safety Committee. Safe manual handling It is essential that all staff members follow the Manual Handling Code of Practice.
Any manual handling which requires a staff member to exert force to lift, lower, push, pull, carry or otherwise move, can be at a potential risk of injury. Retail staff will be involved in manual handling tasks every day. It is important to be aware of the potential for accidents and know how to prevent them. Being aware and practicing the correct manual handling techniques will enable you to work accident and injury free. To prevent or reduce injuries, we need to identify, assess and control manual handling risks. In our store, these risks relate to our work methods as well as the design of our work areas. Refer to the Safe Manual Handling manual for more guidelines to assist you in maintaining a safe work environment. Supervisors are to encourage staff members to follow the guidelines for safe manual handling as well as attend regular training sessions held by an OH and S representative. Broken glass Broken glass should not be picked up by hand. Always use a dustpan and brush and dispose
of in a safe manner. If there is no recycling bin, then wrap the broken glass in newspaper. 88 | P a g e Hair Hair must always be tied back securely and the hairnets and caps supplied are to be worn at all times when handling food. Footwear Suitable footwear helps prevent slips and falls by providing better grip on floors. So, for your safety, closed in rubber sole shoes are a must in case of an accident. Protective clothing Always use all supplied protective equipment and clothing. This equipment is provided for not only your protection, but for your safety as well. This includes wearing suitable footwear and uniform for your particular job. Where required, protective clothing is supplied and must be worn to protect yourself against injury.
This clothing was designed with staff safety in mind, does not restrict movement, and allows loads to be carried close to the body. If you are spending a long time in the freezer and cold rooms, use the freezer jackets provided, which are on the hook outside the door of the freezer. Gloves Protective gloves are supplied to protect your hands from cuts, abrasions and extreme temperatures. To ensure safe handling of food from the oven or freezer, gloves must be well fitting and not worn through. Mesh gloves are to be worn on your non-dominant hand when slicing or cutting meat and using the slicing machine. Aisles and passageways Always ensure aisles and passageways are free of rubbish, boxes and merchandise, as we must provide a safe and convenient environment for our customers and staff members at all times. Never leave cleaning equipment in aisles. Always remember to tidy as you go.
89 | P a g e Use of equipment Some of the equipment in your department may be dangerous if used incorrectly. Do not use equipment until your department Supervisor has shown you how to use it effectively and safely. You must sign an acknowledgment form that you have read The Work Safe Practices for your department. It is your responsibility to use equipment correctly. If you notice any damaged or faulty equipment, report it to your Supervisor so a tag can be placed on the item. Never put yourself or others at risk by trying to fix faults. If you see a piece of equipment with a tag, do not attempt to use it. Carton cutters The most common piece of equipment used in all departments is the carton cutter. Carton cutters are also one of the major sources of injury.
When using a carton cutter, follow these simple rules: rs or other body parts are not in harm's way - always keep your eyes on your work Ladders Safety steps and ladders should be used whenever you have to reach above head height to perform any of your tasks: er on a wet, slippery, or uneven surface 90 | P a g e
ladder at all times ladder Dangerous goods and hazardous substances Dangerous goods and hazardous substances are goods and chemicals that can cause harm or injury to one's health. Our store provides Material Safety Data Sheets (MSDS). These contain information describing the product's safe handling instructions, health hazards and first aid procedures. Dangerous goods are items, which are explosive, flammable, corrosive, chemical reactive, combustible, toxic, radioactive or infectious. These substances come in many forms, for example cigarette lighters, pool chlorine and fire lighters. A coloured diamond on the packaging can usually identify these products. Hazardous substances are liquids, solids, vapours, gas, fumes
and dust. These all have the potential to cause harm or injury to one's health. Some dangerous goods are also hazardous substances, for example oven cleaner. Colourful writing and warning pictures can identify these goods. Safety audits It is a requirement of our store to carry out regular safety audits to assess any possible problems or hazards in the workplace. These audits are carried out on a weekly basis. Employees should inform their Supervisor or Manager of any hazard or safety issue they have come across. When recognising a hazard, Supervisors are to carry out inspections of all areas in their specific department with employees identifying everything that could possibly be harmful. Information gained from carrying out an inspection is essential for ensuring the workplace is safe and assists in recognising training needs. 91 | P a g e
By using a checklist to identify risks, Supervisors will be able to recognise safety factors such as: Potential hazards Avoiding hazards, such as the following, will not only eliminate potential risk, but also ensure that in case of a more serious problem, quick and safe evacuation can be carried out in an emergency: aged equipment, fixtures and fittings
Risk control To be able to provide a healthy and safe work environment, our store must have the following process: For more information on risk control, please refer to the Maintain Store Safety brochure. OH and S issue resolution What procedures should you follow if you notice an OH&S issue in your store? 92 | P a g e Communication is important, and staff should be trained in the following procedures: Out of Service tag)
In any case the supervisor or Store Manager must be informed Some OH and S issues are a spill of a chemical, faulty piece of equipment, faulty playing equipment or broken furniture. Remember to always follow safe work practices as Prevention is better than cure, and never attempt to use any piece of equipment with an Out of Service tag. 93 | P a g e Store Security Policy and Procedures Our aim The Store insists on the highest level of security to prevent theft and insure a safe working environment for staff members and customers alike.
Staff general security Giving away products You may be asked by customers and friends to give away merchandise but at no time can you give away products. Giving away products is a very serious offence and a breach of store policy and will lead to disciplinary action. Procedures for staff purchases After three months of employment a discount card will be supplied to all staff members. This will entitle you to a 12% discount on all goods. This is for employee use only and not to be abused and will be monitored. All staff purchases must be made before or after your shift. If you wish to make a staff purchase see your Supervisor who will document the purchase. A check seal sticker must be placed on all items purchased before your shift. Staff holds: are permitted for 24hours and will be kept at the supervisors counter. Staff lay-bys: are permitted with the same conditions as customer lay-buys.
Property It is company policy that all bags must be available for inspection by the security officer or Manager if requested. Staff are permitted to enter and exit the store only through designated staff entrances. All emergency exits are alarmed and employees must only enter if there is an emergency. 94 | P a g e Lockers Lockers are provided for all staff to keep their personal effects in while at work. It is each individual's responsibility to make sure their locker is locked Valuables Do not bring valuables to the store, as the store will not be responsible if they go missing Equipment security Our store has bought equipment to make our company more efficient and professional.
Equipment is a valuable asset and it is the Supervisor's responsibility to ensure the following rules are adhered to: ith respect equipment and associated occupational health and safety issues personal use ed cupboard Visitors and contractors access For insurance purposes all visitors and contractors must fill out their details in the Visitors Register before carrying out their business in the store. They must report to the office on arrival where they will sign the Visitors Register, be issued with a security badge and informed of their access to various locations within the store.
Security will be notified to escort visitor to required location. 95 | P a g e Deliveries The receiving bay must be locked at all times. All deliveries are received through the receiving bay and never the front entrance. All goods must be received either by the store person or a department Supervisor and signed for after checking the delivery. This is one of the main places where theft can occur so extra vigilance is called for. Armed robbery procedures Our company policy is to provide a safe and healthy working environment. Do not attempt to be heroic: your life is worth more than any amount of money. However, in the event of a hold up the following procedures must be followed:
do not make any sudden movements spoken to What to do immediately after the offender has left the scene: your self at risk. ring the police 000 and contact head office The Manager will seal off the area where the event took place The Manager in charge will ask all witnesses to remain until the police arrive and you will be allowed to your notify parents and family, should you be required to remain in the store The Manager will complete the appropriate forms
96 | P a g e Store safety tips only if it is safe to do so. play stand, post or doorway. because the sooner they leave, the sooner you are safe. u have spoken with the police. possible that you could be affected by shock.
destroyed. We recommend that you take up any company offers of trauma counselling. Opening and closing the premises For the safety of yourself and others please follow these opening and closing procedures. Opening the store ongings in your locker. entrances are open and clear of obstacles. if needed
97 | P a g e Closing the store All staff must leave before closing procedure is started.No friends or relatives are allowed during closing procedure. ensure no one is left in the store. air conditioning are turned off. the cash office. Alarms are to be activated by the Supervisor and security officer and all keys are to be handed to the security officer and signed off in the key register Note: If your car is parked in a dark place ensure that a security officer accompanies you to your vehicle. Cash office security
After hours security is responsible for managing and maintaining building security. Keys to the office are provided to all executive staff and to other staff members, as the occasion requires. Doors must be kept locked at all times. Two people must always be present when opening the safe and counting money. Policy for dealing with cash, credit, cheques and EFTPOS Correct handling of payments during sales transactions (cash, cheques, credit cards and EFTPOS) is important to minimise losses through fraud or theft. Errors by staff can include giving the wrong change, pricing, discounting incorrectly, not checking goods properly. 98 | P a g e We realise that occasionally people make mistakes and the possibility of a shortage in our cash registers does exist. For this reason you will not be required to make up shortages.
However, it is a serious matter if you frequently have significant cash shortages. You will be notified and your knowledge of cash register procedures will be reviewed. Cash register procedures er staff member's cash register. It is paramount to enter the amount the customer gives you to ensure the change required is recorded and shown on your register on the cash drawer; do not put it in the register at this stage. of the drawer. Failure to follow cash register procedures will result in disciplinary action
Always cash up your own register Cash handling security procedures Supervisors need to watch for signs of cash theft. Some signs are staff that use the no-sale button often or are working out of the drawer and have excessive over-rings. Store policy is never open the drawer and give change. If a customer complains about change given, record the customer's details. At the end of the day, if the till does not balance, the supervisors will contact the customer. Never take the customer's word alone. any reason. 99 | P a g e reason. Notify the cash office when you require a cash pick up. and a security member
will collect cash and it will be counted in the cash office with anyone other than the Manager Cheque transaction procedures Bounced cheques cost our company valuable profits. A cost is incurred to the company when a cheque is returned. The following procedures are important for our store and must be used: cheque. correct date and amount. Our store does not except post-dated or cash cheques All interstate and overseas cheques must be authorised by telephone
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  • 1. Research Critiques and PICOT Question Guidelines – Final Draft Use this document to organize the content from your four studies into your final draft. Quantitative and Quantitative Studies Background 1. Summary of studies. Include problem, significance to nursing, purpose, objective, and research question. How do these two articles support the nurse practice issue you chose? 1. Discuss how these articles will be used to answer your PICOT question. 2. Describe how the interventions and comparison groups in the articles compare to those identified in your PICOT question. Method of Study: 1. State the methods of the articles you are comparing and describe how they are different. 2. Consider the methods you identified in your chosen articles and state one benefit and one limitation of each method. Results of Study 1. Summarize the key findings of each of the studies into a comprehensive summary. 2. What are the implications of the four studies you chose in nursing practice? Ethical Considerations 1. Discuss two ethical consideration in conducting research. 2. Describe how the researchers in the four articles you choose took these ethical considerations into account while performing
  • 2. their research. Outcomes Comparison 1. What are the anticipated outcomes for your PICOT question? 2. How do the outcomes of the four articles you chose compare to your anticipated outcomes? © 2019. Grand Canyon University. All Rights Reserved. 2 SIMULATED BUSINESS – Sim’s Hardware 2 | P a g e Table of Contents
  • 3. BUSINESS PROFILE ............................................................................................... ...................... 5 Organisational Overview ............................................................................................... ............. 5 Vision Statement ............................................................................................... ....................... 10 Vision Statement ............................................................................................... ....................... 10 Australian Hardware Organisation Chart ................................................................................. 11 Risk Management Plan ............................................................................................... ............. 12 POLICIES, PROCEDURES, PROCESSES ....................................................................................... 18 Armed Robbery Procedures ............................................................................................... ...... 18 Customer Feedback Questionnaire ......................................................................................... 20 Customer service standards.................................................................................
  • 4. .................... 21 Dealing with customer complaints .......................................................................................... 22 Department Sales Report ............................................................................................... .......... 24 Department Sales Report ............................................................................................... .......... 25 Safety ............................................................................................... ........................................ 26 Fire and evacuation procedures .............................................................................................. 29 Staff and customer accidents ............................................................................................... ... 30 Employee behaviour standards ............................................................................................... 32 EEO policy..................................................................................... ............................................ 37 Incident Report Form ............................................................................................. .. ................ 39
  • 5. Opening and Closing the Premises .......................................................................................... 40 Work Attendance ....................................................................................... ........ ...................... 41 Pay rates and bonus schemes ............................................................................................... ... 42 Performance appraisals ............................................................................................... ............ 44 Performance Appraisal Form ............................................................................................... .... 46 3 | P a g e Policies dealing with Theft ............................................................................................... ........ 53 Customer's property ............................................................................................... ................. 56 Dealing with cash, credit, cheques and EFTPOS ...................................................................... 60
  • 6. Dealing with cash holding and banking procedures ................................................................ 64 Returns policy ............................................................................................... ........................... 64 Staff general security ............................................................................................... ................ 66 Stock control policy and procedures ....................................................................................... 67 Stock handling ............................................................................................... ........................... 69 Store pricing policy ............................................................................................... ................... 70 Coordinating stocktake ............................................................................................... ............. 74 Stocktake sheet ............................................................................................... ......................... 79 Shrinkage sheet ..................................................................................... .......... ......................... 80 Discrepancy sheet
  • 7. ............................................................................................... ..................... 81 Mark-down Worksheet ............................................................................................... ............. 82 Store Safety Policy and Procedures ......................................................................................... 83 Store Security Policy and Procedures ...................................................................................... 93 Staff Induction Checklist ............................................................................................... ......... 113 Recruitment and Selection Policy .......................................................................................... 115 Procedure: To make a complaint ........................................................................................... 116 Grievance Policy ............................................................................................... ...................... 117 System to monitor sales performance .................................................................................. 118 COMPANY DOCUMENTS ............................................................................................... ......... 126
  • 8. Head Office Financial Management Policies and Procedures Manual .................................. 126 Financial Performance 2016-2017 ......................................................................................... 139 Statement of Financial Position Ending FY2017 .................................................................... 140 Australian Hardware Marketing Plan 2017 ........................................................................... 141 4 | P a g e Business Plan ............................................................................................... ........................... 165 5 | P a g e BUSINESS PROFILE Organisational Overview1
  • 9. With 138 stores and approximately 10,000 staff across the country, Sim’s Hardware is one of Austraila's largest hardware retailers. Sim’s Hardware provides a wide range of products at competitive prices for the purpose of home improvement Sim’s Hardware has been a part of the Australian retail landscape from last many decades. What is now known as Sim’s Hardware opened its first store under the name of Sim's Home Goods in George St Sydney. Sim’s Home Goods initially specialised in the manufacturing and sale of small household furniture. The business quickly expanded from one to four stores across Sydney's northern and western suburbs. The stores employed the equivalent of 60 full-time staff by the beginning of 1928. All of which were either family members or friends. In 1930, the midst of the Great Depression, the demand for Sim’s Home Goods began to
  • 10. decline. Over the next three years, the business closed three of the big stores. In 1941, declining consumer demand in conjunction with the onset of World War II again brought Sim’s Home Goods to the brink of closure. The business immediately initiated a 6 | P a g e change process that included re-training the existing manufacturing and sales staff and modifying the company's supplier relationships and equipment to cater for new contracts. This sustained the business through the war years. In the early 1950s, the business was repositioned; this time to benefit from the housing boom by supplying wood and other hardware items. The business was re-named Sim’s Hardware and an expansion program commenced that took the business into all states over the next 10 years.
  • 11. The business has continued to expand to now have 138 stores and approximately 10,000 staff across the country. Products Employment We aim to be innovative with the benefits we offer to help staff achieve the right balance between work and life. These benefits include: off-site work, transition to retirement and career break be purchased through salary sacrifice for sick family members 7 | P a g e
  • 12. grows activities in the community and study leave to assist further education and development for people and their families development programs structures and income protection insurance owners of Sim’s Hardware. Community Sim’s Hardware works in partnership with local community groups and sports clubs to help fundraising activities. We provide opportunities for local clubs and organisations to run
  • 13. produce stalls on Saturday mornings outside our stores. We also provide discounts for materials being purchased for the construction or maintenance of community facilities by community organisations. 8 | P a g e Environment Sim’s Hardware has a commitment to minimising our environmental impact by: ng our suppliers operate sustainably and ethically; friendly alternatives; and, We consider social, economic, cultural and environmental risks and benefits into our
  • 14. business decision-making. Stores With over 130 stores nationwide there is bound to be one near you. 9 | P a g e 10 | P a g e Mission Statement Sim’s Hardware provides the best quality hardware, homewares, garden supplies and building materials from Australia and the world. Sim’s Hardware is committed to providing customers and tradespeople withvalue through
  • 15. everyday low prices, product quality, expert service, community engagement and environmental responsibility. Vision Statement Within five years, Sim’s Hardware will lead the hardware and home-improvement market in Australia. 11 | P a g e Sim’s Hardware Organisation Chart 12 | P a g e
  • 16. Risk Management Plan Sim’s Hardware is committed to the effective management of risk, which is central to the continued growth and profitability of the company. The purpose of this policy is to ensure that: ● appropriate systems are in place to identify – as much as is reasonably possible and practical – risks that the company faces in conducting its business ● the potential impact of identified risks are understood and appropriate limits are set to assist in the management of exposures to those risks ● responsibilities are delegated to manage the identified risks ● assurance is provided as to the effectiveness of the risk management system and risk controls ● any changes to the company’s risk profile are monitored and disclosed. This policy covers all risks that could have a material impact on the company, including
  • 17. those related to: The Chief Financial Officer (CFO) is accountable for: ● identification and management of risks including risks in relation to all significant investment decisions ● appointing the system owners, through whom appropriate systems and procedures for the identification, reporting and management of risks are developed, implemented, maintained and reviewed 13 | P a g e
  • 18. ● provision of reports to the board on performance in relation to identification, assessment and management of risks, including environmental risk. Risk Management Store managers are accountable for: ● the development, implementation, maintenance and review of appropriate policies, procedures and systems for the management of all risks within their area of responsibility ● providing assurance that the systems of risk management and internal control within their area of responsibility operate effectively in all respects. The Chief Risk Officer at each store is accountable for: ● demonstrating, through a program of assurance and review, the effectiveness of, and compliance against, those systems used to identify and manage risk ● providing an effective system for assurance, at six monthly intervals, from employees with specific delegated responsibilities under this policy
  • 19. ● the provision of an appropriate insurance program ● the identification of material changes to the company’s risk profile and recommending their disclosure All managers, supervisors and employees are responsible for: ● taking all reasonable and practicable steps to perform their responsibilities delegated under this policy and the related systems and procedures. Reporting For the approval of Sim’s Hardware annual financial reporting, the Chief Financial Officer states to the board in writing that: ● the declaration provided in accordance with s295A of the Corporations Act 2001 is founded on a sound system of risk management and internal control and that the system is operating effectively in all material respects in relation to financial reporting risks.
  • 20. 14 | P a g e The CFO provides a report to the board indicating: ● the effectiveness of the company’s risk management and internal control systems in relation to business risks ● the effectiveness of the company’s risk management and internal control systems in relation to environmental and triple bottom line related risks. Risk Management Strategy and Plan Introduction Sim’s Hardware recognises that risk management is an essential component of good management practice and is committed to the proactive management of risks across the organisation. The strategy is designed to: ● identify, evaluate, control and manage risks, including environmental risks ● ensure potential threats and opportunities are identified and managed
  • 21. ● inform store management, partners and staff members about their roles, responsibilities and reporting procedures with regards to risk management ● ensure risk management is an integral part of planning at all levels of the organisation. Guiding Principles Sim’s Hardware is committed to achieving its vision, business objectives and quality objectives. This will be achieved through the proactive management of risk at all levels of the organisation. Sim’s Hardware acknowledges that embracing innovative ideas and practices carries with it risks, but that these are identifiable and measurable and therefore capable of being subject to realistic risk mitigation processes. Responsibility and Authority Store managers/partners have responsibility for ensuring that risk management is in place. Managers/partners have the responsibility of reviewing the Risk Action Plan (outlined in the table at the end of this document) on a monthly basis.
  • 22. Staff support and implement policies approved by the partners. 15 | P a g e Key risk indicators will be identified, closely monitored and action taken where necessary, by all employees of Sim’s Hardware. LRES Training Management Pty Ltd Risk Management Framework This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling Sim’s Hardware to respond to a variety of operational, financial, commercial and strategic risks. These elements include: ● Policies and procedures: A series of policies underpin the internal control process. ● Reporting: Decisions to rectify problems are made at regular meetings of the partners and store management. ● Business planning and budgeting: The business planning and budgeting process is used to
  • 23. set objectives, agree on action plans and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the partners. Contingency planning is undertaken as required. ● Risk management review: The partners are required to report monthly. ● External audit: The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the partners. Definitions Risks are identified on a scale of likelihood of occurring in the next 12 months and assigned an impact or consequence of the risk as high, medium or low. High includes either a significant shortfall of around 40% in achieving budget or a significant reduction in ability to function. Medium includes either a shortfall of budget of between 10% and 20% or some reduction in function, and low indicates minor reductions in achieving budget or minimal reduction in performance.
  • 24. Risk Management Action Plan 16 | P a g e 17 | P a g e 18 | P a g e POLICIES, PROCEDURES, PROCESSES
  • 25. Armed Robbery Procedures Our company policy is to provide a safe and healthy working environment. Do not attempt to be heroic: your life is worth more than any amount of money. However, in the event of a hold up the following procedures must be followed: spoken to What to do immediately after the offender has left the scene: your self at risk. ring the police 000 and contact head office
  • 26. the police arrive and you will be allowed to your notify parents and family, should you be required to remain in the store Store safety tips e dress and physical appearance of the offender doorway 19 | P a g e soon as they leave you are safe have spoken with the police.
  • 27. possible shock affecting you ce could be destroyed management 20 | P a g e Customer Feedback Questionnaire Dear customer, We value your comments about the kind of service you received while shopping in our store. To help us to serve you better, your responses and suggestions guide us in making key decisions regarding store operations. 1 Are our sales staff always friendly and helpful?
  • 28. If No, please suggest some changes you would like to see in the future. _____________________________________________________ __ _____________________________________________________ __ _____________________________________________________ __ 2 Are you satisfied with how our sales are processed in terms of speed, accuracy and the handling of credit or debit cards? If No, please suggest some changes you would like to see in the future. _____________________________________________________ __ _____________________________________________________ __
  • 29. _____________________________________________________ __ 3 Are you impressed with the store's presentation in terms of access in aisles and at stands, cleanliness, lighting and signage? 4 Are you sati 1-5 -10 -15
  • 30. 21 | P a g e -25 -35 -45 Thank you for taking the time to help us to try and improve our service to you. Your name (Optional): ___________________________________ Postcode: _______ Customer service standards Customer service policy Excellent customer service is our number one priority and we expect customers to be treated with respect. Staff members at all times should do whatever it takes to create a
  • 31. happy and satisfied customer. Remember the first impression is very powerful. Once this has been formed, it takes a long time to change it. Greeting the customer Welcome all customers with "Good morning/afternoon" and with a genuine smile and a spontaneous approach. Call customers by their name wherever possible. Always use eye contact, good body language and use facial expressions. Then leave the customer to view store merchandise for a short while before re-approaching. 22 | P a g e Making the customer welcome In a friendly professional manner, always let the customer know you are there to help. If you are busy with another customer, advise the customer you will attend to them shortly or ask another staff member to assist them. By starting a genuine conversation with a
  • 32. customer you are showing an interest in them and their needs. Asking open questions is a positive way to keep the conversation flowing. Product knowledge All staff members will be correctly trained in all product knowledge, as customers expect us to educate them and inform them. It is crucial to understand the features and benefits of each garment and explain to the customer how to care for the item e.g. dry clean only, hand wash, the need for a water proofing spray. Farewell the customer Your farewell statement should be warm, friendly and genuine. You should always include the words "Thank you. Let me know how the outfit went. Enjoy your day." Always invite the customer back to the store. Your excellent customer service will always make a difference. If you reinforce the customer's purchase and make the customer feel good about the item they have purchased, then the customer will leave feeling satisfied
  • 33. with their purchase instead of wondering did they really need it. Good customer service is about doing a lot of little things better and about providing something different and fun to experience. Dealing with customer complaints It is a challenge to convert an unhappy customer to a satisfied customer. Most customer complaints can be resolved at store level, and by following our Company's three step procedure, it can be done. 23 | P a g e Step 1: Manage the emotion Listen to the customer Show that you are listening by using eye contact. If need be, take notes. Never interrupt the customer while they are explaining the problem. Assure the customer you can help them. Empathise with the customer. Put yourself in the customer's shoes and show you
  • 34. understand and support them. Use statements such as "I understand your frustration sir/madam and I am sure we can resolve the problem." Apologise Always apologise for any inconvenience and assure the customer that you or another staff member can help them. If you do not feel confident, call for your Supervisor. Do not make a scene. Step 2: Negotiate a solution Identify the problem by agreeing with the customer's complaint. It is paramount all staff members are correctly trained and have a sound knowledge of store policies and procedures, specifically the returns and refund policy. Assist the customer or refer the matter to the Supervisor, who will take the customer to the Supervisor's desk. Ask what they would like to see happen, rather than what they want you to do about it. Don't let the customer force you into a quick decision. Step 3: Commit to action
  • 35. Be positive when resolving a customer's complaint. Focus on the problem and don't dwell on what went wrong. Determine a solution which is acceptable to both customer and the Company. Some solutions available are refund, exchange or a credit note. If a resolution cannot be found at your level, it is Company Policy that a Supervisor attends to the customer. 24 | P a g e Points to remember when dealing with angry customers are: ective while a customer is being abusive and away from other customers Department Sales Report Department: ____________________Month: ___
  • 38. 25 | P a g e Actual + / - Week 4 Targe t Actual + / - Supervisor: ________________________________________ Equipment security Our store has purchased equipment to make the company more efficient and professional. Equipment is a valuable asset and it is the Supervisor's responsibility to ensure the
  • 39. following rules are adhered to: All staff are appropriately trained in the use of equipment and associated occupational health and safety issues use ld by the Supervisor at all times 26 | P a g e Safety Occupational Health and Safety Commitment At The Store, working together, we aim to provide both our staff members and our customers with a safe and healthy environment. A safe working environment is not
  • 40. something that just happens -we all have to make it happen. What is Occupational Health and Safety (OH&S) Legislation? Occupational Health and Safety Legislation aims to protect the health, safety and welfare of people at work. It lays down general requirements, which must be met at all workplaces. The Legislation covers self-employed people as well as employees, employers, students, contractors and visitors. The company will at all times provide a safe working environment To do this we will provide: employees, contractors, visitors and customers ers and employees to help maintain and improve the health, safety and welfare of all employees -going safety training for all employees
  • 41. g methods, including appliances, tools and a safe system of work transport of equipment and substances The supervisor's role Your supervisor will: 27 | P a g e overall safety off employees and company property under his/her control standards are compromised at all times The employee's role
  • 42. As an employee we expect that you will: ace health and safety of yourself or others Safety Committee Our Safety Committee meets the first Tuesday of each month. We have found this is one of the most effective ways of involving employees in maintaining and improving health and safety standards in the workplace. Our committee guidelines adhere to the OH&S Act. The basic company guidelines are: or more people ast one department manager or supervisor should be a member of the committee
  • 43. each department on a set day discussed during safety meetings and acted upon to meeting 28 | P a g e If you want to join the Safety Committee, please contact your store manager. OH&S Resolution Strategy If you become aware of an issue within your work environment that is unsafe, you should try and rectify the problem if safe to do so before it causes an injury. You should assess whether you can fix the problem yourself safely. Never endanger yourself or others under any circumstances.
  • 44. If you cannot fix the problem report it to your OH&S representative, Supervisor or Manager. Fixing safety issues as they arise will provide a safe environment for our employees to work in and our customers to shop in. Accident prevention To prevent accidents we must always maintain: equipment for faults before use. If unsafe, tell the appropriate person or spillage of liquids or produce, and stack shelves safely. Clean all spillages and use appropriate signs trained to use. Never endanger yourself, customers or other employees Workers compensation All employees are entitled to claim workers compensation if they suffer a work related illness or injury. If an injury occurs you must:
  • 45. arrange medical treatment an incident or accident report and get your supervisor to sign it 29 | P a g e Workers compensation forms are available from your manager Fire and evacuation procedures If you see a fire or emergency: the situation problem and request all customers to leave goods and purchases and vacate the store in an orderly manner ### Show a map of emergency exits.
  • 46. Fire wardens or a responsible member of staff should: t down computers emergency Company responsibility: dures department Your responsibility: 30 | P a g e Know the fire drill procedures Be aware of the location of portable fire extinguishes, hose reels, emergency exits and the
  • 47. location of your store's assembly area First Aid facilities and assistance As part of our commitment to promote a safe and healthy working environment, we encourage staff members who would like to become a first aid attendant to do so. To apply you need to have been in our employment for more than 3 months. For more information please contact your manager. Staff and customer accidents If you have an accident at work you should: whether you are injured or not ### Refer to Incident and Accident report If you see a customer who has had an accident you should:
  • 48. possible Arrange for first aid assistance to attendant the accident immediately 31 | P a g e be shopping with the customer dent was the fault of the store or make promises to any customer 32 | P a g e Employee behaviour standards
  • 49. Our aim is to look professional for our customers and make them feel comfortable when they visit our stores. Employees' dress code All staff are required to present themselves in a professional manner for their employment roles. Staff member's appearance is a reflection of our company's image. Uniforms will be supplied but it is up to the staff member to make sure all uniforms are cleaned and pressed prior to commencement of shift. In some circumstances protective clothing is supplied and must be worn according to company policy. Cleanliness Normal standards apply including bathing, the use of deodorant and keeping fingernails and hands clean. ### For more information refer to Food Handling and Hygiene manual. Hair Should be neatly trimmed and combed hair. Long hair must be tied back
  • 50. Moustaches are permitted, but must be neat and clean; sideburns should be neatly trimmed. Footwear All staff must wear blue/black solid, closed footwear to protect their feet from injury. Caps and aprons Caps and aprons must be worn at all times for hygiene purposes. Name badges 33 | P a g e Name badges must be worn during your shift. Jewellery and cosmetics We appreciate that everyone is an individual but we as a team need to give a professional image to our customers. When at work, please do not wear anything that might offend our customers such as loud hair colour, body piercing, etc.- Conservative use of cosmetics is
  • 51. permitted, however nail polish and false nails are not allowed. For safety reasons jewellery must be minimal and conservative. Body piercing and tattoos must be covered during your shift. This is for health and safety and food safety reasons. Smoking Smoking is not permitted in any area of the store. A smoke free policy covers all buildings at all times. Alcohol and other drugs Under no circumstances must you start your shift under the influence of drugs, alcohol or any illegal substances. While on the premises it is also unacceptable to sell or consume alcohol or other drugs, or illegal substances. Breaking of this rule will result in instant dismissal and possible police notification. Grievances and discipline Our store promotes the idea of open communication in a non- threatening atmosphere. However in a corporate environment a certain level of conflict
  • 52. is inevitable. The key to effective resolution is that any grievance should be dealt with as close to its source as possible. 34 | P a g e Grievance resolution procedures The employee's role Everyone in the store has the responsibility and the right to solve any problems or grievances if they occur. Create open communication channels and ensure that the workplace is free from discrimination. Discuss any complaint or grievance in a clear and logical way by following the correct procedural steps: manager in writing and state the remedy sought
  • 53. supervisor level of authority al work must continue The supervisor's role As a supervisor you have a responsibility to develop trust and mutual respect, therefore all matters concerning grievance and discipline should be treated in a professional manner and in the strictest of confidence. Procedural steps: matter; be fair, non- discriminating and make sure you have all the facts before discussion commences actively to employee complaints and grievances in an empathetic manner and reassure the employee that complaints will be resolved with all parties close to the
  • 54. dispute party to state the problem and have both parties work together to find a solution 35 | P a g e grievance if the matter has not been resolved If a resolution is not achieved refer the matter to the Manager The manager's role Arrange for a further meeting between all parties to try to resolve the dispute. If the dispute can not be resolved at this level, as a last resort the following options are available: Procedural steps: ll employees and employers have the right to be represented by an industrial organisation
  • 55. Disciplinary action Termination of employment Misconduct by an employee will result in 2 verbal warnings being issued, then a written warning, which will be signed by Management and the employee. The written warning will be kept on file for a period of twelve months and should the company need to issue another warning, the employment will be terminated. On termination of employment and within 7 days of the termination date, you will receive your wages, along with any holiday pay that you are owed. Misconduct Once employed with the store you must comply with our conditions of employment. If you fail to do so you may be terminated or issued with a verbal or written warning. Acts of misconduct are:
  • 56. 36 | P a g e Instant dismissal In some circumstances, unacceptable behaviour may include wilful misconduct. In such situations employees will face instant dismissal without notice. The following actions may result in instant dismissal: discrimination of customers or employees
  • 57. customers Under no circumstances may you start your shift under the influence of alcohol or other drugs, or any illegal substances. While on the premises it is also unacceptable to sell or consume alcohol or other drugs, or any illegal substances. The store will not tolerate theft of any kind, whether it be money or stock. If you are caught with any of these in your possession you will be dismissed immediately and police action will be taken. 37 | P a g e EEO policy Our aim is to create a harmonious and enjoyable work environment for all employees. We all have a duty to prevent discrimination in the workplace. Our aim is to identify and eliminate discrimination. Failure to obey this policy could mean instant dismissal.
  • 58. Anti-discrimination and equal opportunity We have a commitment to prevent discrimination in the workplace. The Anti-discrimination and equal opportunity laws make it generally unlawful to discriminate against a person because of: nd Under Federal and State laws, sexual harassment in the workplace is unlawful. Our company will not tolerate harassment of any kind. Failure to obey this can lead to instant dismissal.Conduct doesn't have to be deliberate or
  • 59. intentional to amount to sexual harassment if it is unwelcome. Sexual harassment is verbal, written or physical behaviour of a sexual nature that is unwelcome and uninvited. Some examples are: 38 | P a g e ate life Affirmative Action Our affirmative action program is to seek the right person for the right job. We strive to ensure equal access to promotion, training and development opportunities, and all other
  • 60. aspects of employment to all classes and groups of individuals. We have a number of affirmative action programs.-For more information please contact your supervisor. 39 | P a g e Incident Report Form When did the incident occur? Date: _____ / ___ / 20____ Time: ____: _______ AM /PM Who was involved? (Please tick one or more boxes) Office staff Store staff Customer Contractor Other Was anyone injured? Yes No Name of person injured:__________________________________________ Address: __________________________________________________ __________________________________________________ Phone: Day: _____________ Night: ____________ Mobile: ____________
  • 61. Was there a witness? Yes No Witness details (Please tick one box only) Office staff Store staff Customer Contractor Other Name of witness: _____________________________________________ Address: __________________________________________________ __________________________________________________ Phone: Day: _____________ Night: ____________ Mobile: ____________ What type of incident was it? Minor injury Assault Trauma Vandalism Break and enter Robbery Theft Other Were the police contacted? Yes No Where did the incident occur?_______________________________ What happened? _____________________________________________________ _______ _____________________________________________________
  • 62. _______ Describe the injury or damage _____________________________________________________ _______ _____________________________________________________ _______ What type of treatment was used? _____________________________________________________ _______ 40 | P a g e _____________________________________________________ _______ What immediate action did staff members take? _____________________________________________________ _______ _____________________________________________________ _______ I agree that this information about the incident is true. Signature of injured party _________________________ Date____________
  • 63. Who is reporting this incident? Name: ________________________________________________ Position: ________________________________________________ Follow up actions taken: _____________________________________________________ _______ _____________________________________________________ _______ Signature of reporting party________________________ Date: _____/____/_____ Opening and Closing the Premises For the safety of yourself and others please follow these opening and closing procedures. Opening the store On arrival, please enter through staff entrance and sign in. office
  • 64. entrances are open and clear of obstacles Closing the store All staff must leave before closing procedure is started 41 | P a g e No friends or relatives allowed during closing procedure Alarms will be activated by the Supervisor and security officer and all keys to be handed in to the security officer and signed off in the key register make sure no one is left in the store ws are closed
  • 65. conditioning Note: If your car is parked in a dark place make sure a security officer accompanies you to your vehicle. Cash office security After hours security is responsible for managing and maintaining building security Keys to the office are provided to all executive staff and to other staff members, as the occasion requires Doors must be kept locked at all times Two people must always be present when opening the safe and counting money. Work Attendance Punctuality All staff are required to be in their working area ready to commence at the start of their shift. Please use the toilet, put your bags away and have a drink before commencing your shift.
  • 66. 42 | P a g e Public holidays If you are rostered on a shift the day before or the day after a public holiday and you call in sick, a doctor's certificate must be supplied. This means if a public holiday falls on a Monday and you call in sick on either the Friday or the Tuesday a certificate will need to be supplied. Probation period All new employees will be on a three-month probation period. During your probation period there will be monthly reviews. At the end of the probation period a meeting will be organized for the employee, Dept. manager/supervisor and branch manager to discuss your progress. Absence forms If you know you are going to be absent, you are obliged to phone in or have someone else
  • 67. phone in before your start time on each day of non- attendance.Absence of more than three consecutive days without notification may be considered abandonment of your job and may result in instant dismissal. Pay rates and bonus schemes Pay rates All staff members will be paid the award wage as stated by the Department of Industrial Relations and covered under the award in each State. Furthermore, all staff members are entitled to the following penalty rates: For more information regarding awards, refer to Industrial Relations website in your State. 43 | P a g e
  • 68. Staff members requiring additional hours A memo will be distributed to all staff members one month prior to peak trading e.g. Christmas, Easter or extended trading hours, to advise staff of additional hours available. Please advise your Supervisor in writing if you are interested in additional hours. Staff members who require a variation to the forthcoming roster e.g. annual leave, rostered day off, or sick leave, should complete a Roster Variation Form, which is available from your Supervisor. The Supervisor who allocates the roster will take all requests into account, but it is not always possible to please everyone. Preferences are given to employees who have been with the company the longest. Bonus schemes The store recognises excellence in sales achievement and offers incentives to continue enhancing sales performance in the future. Bonuses will be awarded to staff members who achieve individual sales targets.
  • 69. Monthly targets Staff members are set achievable sales targets. Bonuses are paid as follows: Sales assistants 2% After 2 years of service 2.5% Supervisors 3% Bonuses are calculated as follows: Employee A: Sales target for the month was $25,000. Achieved amount was $30,000. Therefore $5,000 x 2% = $250.00, less the appropriate tax. 44 | P a g e All bonuses will be paid on the seventh day of the following month. Performance appraisals Motivating the Sales Team One of the keys to motivate your team is to identify their individual strengths and
  • 70. weaknesses. This is done by way of a Performance Appraisal conducted by the Supervisor every three months. Once individual strengths and weaknesses are identified, the Supervisor can: reward staff members strengths. When the Performance Appraisal has been completed, it is reviewed and kept by Personnel Department. Performance Appraisal begins with the job description, tasks and competencies. Use these as the criteria against which key objectives will produce a performance judgement. The job description provides the clear and definitive standards required for objective measurement. Key points to successful performance appraisals Staff need to be made aware of the appraisal system. It should never be a surprise. They should know:
  • 71. 45 | P a g e What use is made of the result? appraisal should produce a positive, creative and learning situation. plans and goals need to be set. sor in conjunction with the Personnel Department to provide help in setting new goals to gain commitment from staff to work towards achievement of the agreed goals.
  • 72. to identify strength and weakness as well as prepare a training strategy to enhance and address the development needs of staff members. 46 | P a g e Performance Appraisal Form Employee's name: _______________________ Supervisor ____________________ Position Held: ___________________________ Time in Position: ________________ Period Appraised: ________________________ Position Status: FT / PT / CAS Key: O = Outstanding H = Highly Proficient S = Satisfactory N = Needs improvement
  • 73. Instructions: Rate yourself on each of the areas by circling the applicable appraisal key letter. Make any necessary comments in the space after each section. The appraisal covers all areas of your job function. The form has been designed to bring out your strengths and development needs. It will be discussed with your Supervisor. This appraisal is personal and confidential. Future Objectives (complete this part in the discussion phase of your appraisal) A ____________________________________________________ Action Date: ______/_______ /__________ B ____________________________________________________ Action Date: ______/_______ /__________ 47 | P a g e
  • 74. C ____________________________________________________ Action Date: ______/_______ /__________ D ____________________________________________________ Action Date: ______/_______ /__________ A Sales, service and promotion of products and services Employee Supervisor Shows a friendly nature and provides efficient service to customers O H S N O H S N Provides accurate and helpful advice on products and services available O H S N O H S N Actively sells and promotes all products and services O H S N O H S N Actively sells additional merchandise at every opportunity O H S N O H S N
  • 75. Comment: _____________________________________________________ __________ _____________________________________________________ ___________________ B Processing of sales transactions and procedures Employee Supervisor Follows procedures for all transactions O H S N O H S N Operates register correctly O H S N O H S N Maintains cash security and follows cash handling procedures O H S N O H S N Comment: _____________________________________________________ __________ _____________________________________________________ ___________________ C Complaint handling Employee Supervisor 48 | P a g e
  • 76. Handles complaints confidently and effectively O H S N O H S N Knows level of authority O H S N O H S N Comment: _____________________________________________________ __________ _____________________________________________________ ___________________ D General Employee Supervisor Maintains a neat and tidy appearance at all times O H S N O H S N Shows punctuality and reliability O H S N O H S N Requires little supervision with work assignments O H S N O H S N Demonstrates decisive, practical and reliable decisions O H S N O H S N Shows good listening skills and speaks clearly and concisely O H S N O H S N Demonstrates awareness of others' needs and is a good team player
  • 77. O H S N O H S N Willing and able to accept greater responsibilities O H S N O H S N Awareness to show regard for health and safety issues O H S N O H S N Always looking to improve procedures and processes O H S N O H S N Takes every opportunity to develop own skills O H S N O H S N Comment: _____________________________________________________ __________ _____________________________________________________ ___________________ Major strengths What areas of my job description do I excel in? _________________________________ _____________________________________________________ ___________________ Development needs What specific areas of my job should I work towards improving my understanding or level of skills? _____________________________________________________
  • 78. _____________ 49 | P a g e _____________________________________________________ ___________________ Particular training or retraining I need to complete_______________________________ _____________________________________________________ ___________________ _____________________________________________________ ___________________ Supervisor's comments ____________________________________________________ _____________________________________________________ ___________________ _____________________________________________________ ___________________ Employee's signature: ________________________________ Date: __/____ /____ Supervisor's signature: _______________________________ Date: __/____ /____
  • 79. Point of Sale Questionnaire Department: _________________________ Staff Member: ____________________ Date: ________________ Conducted by: _____________________________ Level of service What time period elapsed before the salesperson acknowledged the customer? - - What was the salesperson's first communication? first contact Did the salesperson apologise for any inconvenience as customers lined in a queue? 50 | P a g e Was the correct amount charged for the goods purchased?
  • 80. Did the salesperson offer any additional merchandise or service? Did the salesperson mention any promotion or specials? Did the salesperson enter the sale into the system without error? Cash sale only: Did the salesperson call the amount tendered by the customer? get change before placing amount tendered in cash drawer? count back the change to the customer? pass the change directly into the customer's hand?
  • 81. 51 | P a g e Card sale only: Did the salesperson process the sale efficiently using electronic or manual methods? give the customer the correct copy of the receipt? pass receipt (& pen if appropriate) directly into customer's hand? pass back the card using the customer's name? Were the customer's goods placed in a bag or wrapped appropriately? What was the salesperson's farewell? parting comment
  • 82. Staff appearance Is the salesperson wearing approved uniform or appropriate clothing? 52 | P a g e Is the salesperson clean and tidy? Is the approved name badge being worn? General Are promotions current? Have all old promotional materials been disposed of? Are all store facilities operational? (If not, report immediately)
  • 83. Are customer complaints handled accordingly? Comments and overall impression: _____________________________________________________ ___________________ _____________________________________________________ ___________________ _____________________________________________________ ___________________ Signature: ____________________________________ Date: _____________ 53 | P a g e Policies dealing with Theft Preventing theft Shop lifting is a huge cost to our business and must be reduced where possible. It is our company policy that with the proper training you can prevent shoplifting before it happens.
  • 84. Keep an eye on anyone acting suspicious, be alert and watch out for the signs. All staff must be on the lookout for all acts of dishonesty and all incidents must be reported to the Manager. Our company policy is to prevent theft by the RGD method R: Recognise suspicious behaviour G: Good customer services D: Danger spots and times Recognising suspicious behaviour contact th large bags Good customer service prevents theft Through good customer service there are ways to reduce the risk of shoplifting. The preventive measures our company follows are:
  • 85. change room (company policy is no more than three items) leaving the change rooms 54 | P a g e Check customer and staff bags around them ned on and working them
  • 86. aff lockers locked Danger spots for theft Always maintain a clear view across the shop and have no hidden areas that may provide an easy opportunity to conceal merchandise. Areas of the store which are most likely to attract thieves are: ays near exits Danger times for theft Shoplifters are most likely to steal during danger times so be alert and remember RDG. Keep your mind on the job during these times: t and Saturday mornings
  • 87. 55 | P a g e -bys, changing displays, restocking and while using a ladder As a preventive measure, the store safety policy states that three limbs must be on the ladder at all times and a second person must support the ladder. That way they can also be keeping an eye out for any suspicious behaviour. Apprehension of shoplifters Be aware as shoplifting can happen unexpectedly. Apprehension of shoplifters should be the last resort. Our store policy is prevention is easy and a far more effective approach. False accusation or wrong apprehensions may leave our store open to charges. If you suspect a customer of stealing, try to encourage them to purchase the item by using statements such as:
  • 88. item if you know what they have taken) for that item at the register when you are ready -by system? goods, use the following statements: item possession? Procedure if apprehension must occur Alert another staff member to contact security by calling extension 71 Inconspicuously follow the accused if it is safe to do so Never accuse the customer of stealing or touch them in any way Ask the customer to accompany you to the security office 56 | P a g e
  • 89. If customer refuses to wait for security to arrive, inform security of the following details: ent that stands out, eg tattoos, facial markings, hair colour and length If they drove away, give a good description of the car, egcolour or registration if possible Inform your Manager of all the details of the event and fill out a loss or apprehension report immediately Reporting theft Our company policy is to follow all legal obligations so remember, when filling in a report, never exaggerate. Never accuse or use discriminatory language (age, race, sex, etc) and don't make judgements about why they have stolen or the situation they are in. Shoplifting is a criminal offence and has to be dealt with according to the
  • 90. law. When filling in the report, stick to the facts and keep all answers simple and clear. Describe the facts, what you saw, where it happened, when it happened, what you did, what happened then and what was said. Customer's property What is the Bag Check Code of Practice? The Bag Check Code of Practice is a joint initiative of retailers and the Department of Consumer Affairs and has been developed as a compromise between the interests of privacy, retail and consumer groups. 57 | P a g e The purpose of the code is to provide principles and practices in relation to property checks so that shoppers and retailers can approach the situation with knowledge of their rights and obligations.
  • 91. Our customer property policy adheres to the principles of the Code of Practice. Our policy Our store conducts property and bag checks in an attempt to control theft. All staff are to be trained in the property and bag check procedures and be aware of the store's legal position. Legal position The store must notify customers of its intention to conduct property checks. A prominent notice that clearly sets this out must be displayed at a point where customers can see it prior to entry. Store policy Signage is prominently displayed at entrances to our stores establishing entry conditions, which includes: All bags and property will be checked when leaving the store All school bags will be checked when leaving the store. All shopping trolleys and prams will be checked upon leaving the store Staff are encouraged to ask students to leave their school bags
  • 92. with security at the front entrances. The store's right to conduct property and bag checks Legal position 58 | P a g e A customer who enters our store does so under licence. The shopkeeper may make that entry conditional upon showing bags, trolleys, prams, cartons, parcels and containers for checking. Store policy Personal handbags will not be checked unless larger than a sheet of A4 paper. Legal position Staff members who forcibly conduct a property or bag check against a customer's will, may have committed an assault. Store procedures
  • 93. All customers upon leaving the store should be requested to open their bags or property for inspection either at the register or the customer exit point. Requests should be courteously made so as to minimise the degree of intrusion. The employee should request that the customer personally open the bag. There should be no direct physical interference by the employee. Where a view of the bag is obstructed by a large parcel, trolley, pram, coat or similar item, the employee may request the customer to remove the obstruction but should not touch the obstructing item. Dispute Procedures Legal Position - A Shopper can refuse to allow a property/bag check. Employee's needs to be absolutely certain that the shopper has committed an offence in order to detain or search the shopper's processions. Store Procedures
  • 94. 59 | P a g e The employee should not under any circumstances enter into a dispute with the customer over a request to check bags or a suspected theft Under no circumstances will the employee attempt to forcibly restrain the customer or interfere with bags or property If any dispute arises the employee should immediately summon the store Supervisor The Supervisor will explain the conditions under which the customer entered the store. If the customer again refuses to offer the bags and property for checking, the Manager may ask the customer to leave the store and not return or summon a Police Officer In summary, it is paramount that all Supervisors understand the rights and obligations of customer's property. Rights and Obligations of Customers Rights
  • 95. Customers have the right to know before entry that the store conducts property/bag checks Right to refuse interference with your person, property or with your bags. Checking means that staff can look and not touch. Under the Property Code the store has agreed not to check a personal handbag unless it is larger than the size of a sheet of foolscap paper Obligations Having entered the store knowing that property/bag checks are conducted, customers have accepted the store's right to ask you to open you bags for checking. IMPORTANT NOTES 60 | P a g e Customers whom refuse inspection of their property/bags can be asked to leave the store and not return. The Supervisor/Security Officer will only hold a customer and
  • 96. call the police where the employee is sure that an offence has been committed. If an employee forcibly detain you or forcibly searches your goods, and you have not committed an offence, you are entitled to complain to the management or the police or consult your solicitor to determine what legal rights you have. If you feel that the Property Code has been breached, you should contact the Retail Traders Association in your state. Dealing with cash, credit, cheques and EFTPOS Correct handling of payments during sales transactions (cash, cheques, credit cards and EFTPOS) is important to minimise losses through fraud or theft. Errors by staff can include: We realise that occasionally people make mistakes and the possibility of a shortage in our
  • 97. cash registers does exist. For this reason you will not be required to make up shortages. However, this is a serious matter so if you regularly have significant cash shortages, you will be notified and cash register procedures will be reviewed. Cash register procedures ys cash up your own register 61 | P a g e It is essential that you enter the amount the customer gives you to ensure the change required is recorded and shown on your register. ace the notes or chequeson the cash drawer. Do not put in the register at this stage.
  • 98. of the drawer. wer. Failure to follow cash register procedures will result in disciplinary action Cash handling security procedures are staff who use the no-sale button often or are working out of the drawer and have excessive over-rings. customer complains about change given, record customer details. At end of day if the till does not balance, the supervisor will contact the customer. Never take the customers word. No unauthorised persons are permitted behind the counter for any reason. any reason. Notify the cash office when you require a cash pick up. ver to be counted in view of the public. Office staff
  • 99. and a security member will collect cash and it will be counted in the cash office. with anyone other than the Manager. Cheque transaction procedures Bounced cheques cost our company valuable profits. A cost is incurred to the company when a cheque is returned. The following procedures are important for our store: 62 | P a g e . correct date and amount Our store does not except post-dated or 'cash'cheques (that is,
  • 100. cheques made out to 'cash'). telephone. res match. identification used. Identification can be either passport or drivers license Record on the reverse side of the cheque address, phone number, license number and identification used. Credit card transaction procedures The risk of credit card fraud is on the rise as over half the store transactions are paid for using credit cards. Although we have an electronic system in our store, sometimes there may be a system failure or default with the card from a damaged card. Manual procedures must then be used. Manual credit card procedures Ensure sales voucher is filled in correctly.
  • 101. Check card has not expired. Check the name on the card matches the person using the card. Verify the signature. Ensure all information has been entered on all copies of the sales voucher. 63 | P a g e Ensure the correct amount is written on the docket. Credit card purchases must be over $20. No cash out can be given on credit card transactions. For all transactions over the $150 floor limit, you must phone for authorisation. Check the card against the stolen card list. If the number appears on the list, retain the card and telephone the bank. They will advise what to do. Electronic EFTPOS and credit card procedures
  • 102. Cash out can be given on EFTPOS but cannot exceed $200. Purchases must be over $20. End of shift procedures Fifteen minutes before your shift ends, a Supervisor will complete a reading on your register and EFTPOS machine. At the end of each shift, it is your responsibility to take your cash drawer to the Cash Office. In the presence of Cash Office staff or a Manager, the sales assistant will count and reconcile takings. The float amount will be left in the cash drawer. All takings and reconciliation from register are to be placed in a security pouch with a seal a signed by the sales assistant. 64 | P a g e
  • 103. All takings and floats will then be deposited into the safe. Cash Office staff will re-count all takings and float. Dealing with cash holding and banking procedures Cash holding security procedures combination to the safe is kept confidential. is kept in the safe at all times safe. There must always be two people present. closing the safe. Ensure the safe register is filled in correctly with date, time, and reason. Manager's key. reconciliation forms or banking slips.
  • 104. Banking procedures ff handle all banking procedures. Returns policy Our returns policy means customers can shop at our store, knowing that with a receipt, we can offer convenient repairs, exchanges and refunds, provided goods are: -new order and condition 65 | P a g e Identification must be supplied. Acceptable ID includes any document or card with the customer's name, address, signature and preferably a photograph, eg a driver's licence. With a receipt
  • 105. Customer can easily bring the goods back with a receipt to the service desk for a repair, exchange or refund. Without a receipt If a customer has misplaced the receipt, the store can offer a repair or exchange if the goods were purchased in-store, with acceptable ID. However, the store is not obliged to give a refund if proof of purchase cannot be provided. This service is in addition to customer's statutory rights to return faulty merchandise for repair, exchange or refund. When can a Supervisor refuse a refund? In these cases we do not refund or exchange: ere a customer wants to change goods because they are cheaper elsewhere. sale. The service desk is to complete a refund form and refer all refunds to their supervisors for
  • 106. approval. Supervisor's duties satisfactory. ion of goods. Supervisor's section. 66 | P a g e Sales targets formula Sales targets are set based on a formula which takes into account previous trading patterns and actual hours worked. Each employee is allocated a monthly target to achieve based on this formula. Team rewards
  • 107. Team dinners will be awarded to Departments that achieve sales targets. It is the Supervisor's responsibility to motivate their team members to achieve these targets. One percent of the overall Department sales target will be deposited into a social fund. Salesperson of the Month All employees of the month receive a store gift voucher to the value of $50. Their photo is placed in the staff room and on a public noticeboard and they are given a special award badge. Staff general security Giving away products You may be asked by customers and friends to give away merchandise but at no time should you give away products. Giving away products is a very serious offence and a breach of store policy and will lead to disciplinary action. Procedures for staff purchases After 3 months of employment a discount card will be supplied to all staff members. This
  • 108. will entitle you to a 12% discount on all goods. This is for employee use only and not to be abused and will be monitored. 67 | P a g e All staff purchases must be made before or after your shift. If you wish to make a staff purchase see your Supervisor who will document the purchase. A check seal sticker must be placed on all items purchased before your shift. Staff holds: are permitted for 24hours and will be kept at the supervisors counter. Staff lay-bys: are permitted with the same conditions as customer lay-bys. Property It is company policy that all bags must be available for inspection by the security officer or Manager if requested. Staff are permitted only to enter and exit the store through designated staff entrances. All emergency exits are alarmed and employees must only enter
  • 109. if there is an emergency. Lockers Lockers are provided for all staff to keep their personal effects in while at work. It is each individual's responsibility to make sure their locker is locked Valuables Do not bring valuables to the store, as the store will not be responsible if they go missing Stock control policy and procedures Inventory control The store has clearly defined policies and procedures in place and it is the Supervisor's responsibility to ensure inventory control is efficient, as loss of stock and damages result in a loss of profit. The buyer's role -to-date with trends 68 | P a g e
  • 110. Supervisor's role It is the Supervisor's responsibility to train staff members in the correct procedures for receiving stock. -downs -outs ure all merchandise is correctly priced, following Company procedures -order levels for fast selling merchandise performance of stock changes
  • 111. Staff member's role k after delivery 69 | P a g e Stock handling Stock handling and storage of goods Care must be taken in the storage of goods to ensure against damage and theft. A fundamental part of your supervisory duty is to ensure the personal safety of your staff members, and to provide a safe working environment. For more information, refer to the
  • 112. Safe Work Practices Manual. A few issues relating to the safe handling of stock are: its and fire extinguishers should be kept clear of stock for easy access in case of an emergency members and customers around fire extinguishers laid down flat and not stored on their sides Be aware that poor manual handling accounts for the majority of accidents in the retail environment Stock safety Stock needs to be placed in security areas and put away as soon as possible. Store procedures are to handle stock in the following manner: appropriate way and hung on the appropriate fixtures
  • 113. ragile items should not be stacked on other stock or on high shelves to keep them fresh e.g. milk and frozen foods materials storage and handling instructions 70 | P a g e Stock re-orders Although our Company has a Stock Controller and Buyer, the Supervisor still plays an important role in monitoring stock controls. Our policy is to always try and avoid the situation of stock out by frequently communicating with the buying office. By doing this, all staff members can be aware of planned promotions, target markets and be informed of new
  • 114. stock items and trends for the new season. An empty looking store or an overcrowded store will impact badly on sales. -stock shelves and display stands from stock in reserve an order number le order forms in due date order required -ordering all standard stock lines. The buyer handles all other items, which are known as specialty lines. Store pricing policy The Store's image is up to date, stylish merchandise. The type of customer our store attracts is more image-conscious than price-conscious. Our merchandise is medium- to high-priced, however, our emphasis is on supplying a wide selection of quality merchandise as well as providing excellent customer service. Furthermore, our store is known for our end of season mark- down sales where merchandise
  • 115. is cleared at bargain prices. Considering this, the purpose for a store pricing policy is for prices to reflect and fit in with the store image, so that prices are competitive and most importantly, the store makes a profit. 71 | P a g e Mark-up and profit margin policies Mark-up and profit margin polices are confidential to Management, the Stock Controller, Buying Department and selected Supervisors. There are two key elements to consider when developing a pricing policy. These are mark- ups and margins. Price Points are to be as follows: Below $1: to be priced in even multiples of 10c, 20c, 50c, 70c, etc. $1 and $2: as even dollar amounts $1 and $2
  • 116. Over $2: prices should end in .95c so $3 becomes $2.95, $5 becomes $4.95 and $10 becomes $9.95 Over $30: revert to even dollar amounts $1 below the $10 multiples. So $50 becomes $49, $70 becomes $69, $100 becomes $99 etc. Mark-up Mark-up is the amount added to the cost price of merchandise to give a selling price that meets profit requirements. All items are to be marked up 150% of their true cost price. The cost price should be multiplied by 150% and added to the cost price. For example: Cost Price Mark-up Selling price $10 150% $25 rounded to price point of $24.95 $20 150% $50 rounded to price point of $49 $50 150 % $125 rounded to price point of $125 $100 150 % $250 rounded to price point of $249
  • 117. 72 | P a g e Profit margin Profit margin is the estimated gross profit that would be achieved by selling goods at full selling price. It is calculated by deducting the cost of goods sold from the selling price. For our store to be viable, a profit margin of 60% needs to be achieved. $25 - $10 = $15 profit. To convert this to a %, use the formula below: ((selling price - Margin (($25 - 60% It is important to understand that marking up merchandise 150% will only achieve a 60% profit margin. If merchandise is sold for less than the recommended selling price for reasons such as stock losses, mark-downs, shrinkage etc., the overall gross profit is reduced. Some elements that contribute to the level of profit margin and mark up are:
  • 118. Supervisor's role in mark-downs All supervisors should be aware of the reason for mark-downs. Remember unwanted stock takes up valuable space and costs our store valuable profits. It is the supervisor's responsibility to keep an eye out for slow-moving stock and suggest strategies to rectify the problem. Supervisors must keep good records so that Management can keep track of what is being marked down. 73 | P a g e When should supervisors mark-down merchandise?
  • 119. Merchandise is to be marked down at the end of its selling season or if it is slow moving, obsolete, damaged or priced higher than that of our competitors. It is preferred mark- downs are planned for holiday programs or special events. Benefits of mark-downs: Increases the sales of other merchandise in store Procedures for Mark-downs merchandise in their department and fill in report of slow moving merchandise and suggest mark-downs figures -down sheet is sent to the Stock Controller for approval and sign same -down sheet is approved and signed by the Stock Controller, it is the Supervisor's responsibility to inform all staff members of the price mark-downs to prevent embarrassing situations of staff members quoting old prices to customers -down sheet is to be filed in the mark-down book,
  • 120. which is kept under the counter for easy reference to all staff. Supervisors have permission to discount up to 15% on any items that are damaged or stained without permission from the buying office. However it must be recorded on the mark-down sheet. It is important for shrinkage and profit records that these are recorded accurately. A Mark-down Worksheet is attached later in this document. The Supervisor should carry out spot checks to ensure: following store policy ently changing mark-downs 74 | P a g e Price marking Price marking is a critical area, which, if not properly controlled, can cause major problems
  • 121. with customers. clothing garments. right-hand corner of the item. mark-down price is permitted. the price goes up, all of the old label must be removed without fail. customer. Coordinating stocktake Stocktake is the physical count of stock that is in the store at a certain period of time being a true measurement between the physical stocktake figures and the book stock. Supervisor's role Preparation
  • 122. Preparation and supervision are the key to a successful stocktake. Supervisors need to keep updated. Give staff members clear direction and training of the store's procedures. Tasks should be allocated to staff members. Furthermore, all tasks on the stocktake preparation checklist must be carried out. Rosters It is the Supervisor's responsibility to consider budget allocation and time constraints. Always ensure extra staff are rostered on to attend to customers' needs during this period. Stocktake is only to take place outside normal trading hours. If time constraints allow, finish stocktake before 10am. 75 | P a g e Supervisor's responsibilities When in progress: and good end results.
  • 123. s and direct them to appropriate area to count. counting and recording procedures to ensure that tasks are completed. On completion: After the stocktake has been completed for a certain area, another staff member carries out a spot check. It is Company procedure to choose five fixtures from an area and complete their own stocktake. These records are then compared with the original stocktake documentation and, if there is a discrepancy, a report is compiled. Discrepancies must be investigated and reported when preparing accurate reports for Management. (Discrepancy Report attached) Stocktake checklist stocktake. All Supervisors are to
  • 124. ensure all tasks are carried out before commencing a stocktake Explain how to carry out stocktaking to a new staff member responsibility -off points for orders, deliveries and shelf filling. Plan a cut-off day or time that these activities are carried out -bys are put aside and follow up and record any stock out of store on loan 76 | P a g e labelled and numbered for easy identification. Numbered stock sheets are allocated to correct staff members Discrepancy reports
  • 125. Obvious discrepancies to identify: -downs that are not recorded for known shrinkage e.g. damage and theft -downs and transfers in and out reserve areas, above eye level, on display, in drawers or closed bins code Stocktake staff training It is the Supervisor's responsibility to ensure all staff members are trained in the correct procedures. The following instructions will make a good starting point for training staff. To ensure a successful stocktake, please observe the following instructions: sheets and direct you to the area you will be counting.
  • 126. has a separate stocktake sheet. numbered and this number appears on the top-right hand corner of the stocktake sheet. top shelf and working your way down to floor level. ff members when they are counting. 77 | P a g e sheet to minimise counting errors sponds with the product bar code.
  • 127. control. Our Company has developed a coloured tagging system as a communication tool to ensure a successful and accurate stocktake. indicate that all items are checked and correct. bar code needs investigating. Supervisor is to be called for clarification. Preparing accurate reports When the physical count has been completed and recorded on stock sheets, stock sheets need to be collated and put in fixture numerical order. Check that all addition, cross calculations and totals are correct. Keep an eye out for obvious discrepancies. After investigating any obvious discrepancies and reporting, it is the Supervisor's responsibility to
  • 128. collate into a report as follows: Computer Data Department Name: Sales figures: Stock level computer print out for the department: 78 | P a g e Previous stocktake results for comparison: Manual Data Stocktake sheet for actual stock figures for the department: Shrinkage sheets, mark-down sheet and a discrepancy report: Shrinkage report Our store allows for 3% shrinkage in our budget as we realise mistakes will happen. However, effective stock control can minimise shrinkage. If you neglect control of shrinkage, you may be out of a job. It is the Supervisor's responsibility to ensure all shrinkages are recorded correctly on the shrinkage sheets.
  • 129. Possible valid reasons for shrinkage: 79 | P a g e Stocktake sheet Fixture number: Product reference Quantity Price Total quantity Total value
  • 131. Shrinkage sheet Description Ref No Dept Qty Price New Price Reason Total loss Gardening Gloves 4702 7 1 $12.95 $7.95 Damaged $5.00 Staff member: _________________________________________ Supervisor: ____________________________________________
  • 132. Date: ____/____/____ Time: ____:____AM/PM 81 | P a g e Discrepancy sheet Area Fixture/ Item Description Price Original count Recount Variance Socks I/N: 2891335 Scheurich 14 x 12cm Royal Shine Indoor Pot $11.95 20 17 3
  • 133. Staff member: _________________________________________ Supervisor: ____________________________________________ Date: ____/____/____ Time: ____:____AM/PM 82 | P a g e Mark-down Worksheet Fix-ture No. Product Brand Size Bar Code Qty Price Mark- down
  • 134. % New Sale Price I/N: 2012170 Hume Doors & Timber Flush Door Hume 2040 x 820 x 35mm Primecoat Honeycomb 97341249907 11 $29.95 25% $22.95
  • 135. Staff member: _________________________________________ Supervisor: ____________________________________________ Date: ____/____/____ Time: ____:____AM/PM 83 | P a g e Store Safety Policy and Procedures Supervisor's responsibility Supervisors are accountable for the working environment under their control and for ensuring all staff members are given equipment, information and instructions necessary to
  • 136. ensure a healthy and safe work environment. Supervisors should ensure that individuals maintain a high level of awareness when it comes to health and safety issues and encourage all staff to carry out safe work practices by reporting any faulty equipment immediately. Employees' responsibility Employees are expected to take reasonable care with regard to the health and safety of others at the work place and to co-operate with the employer in ensuring a safe and healthy work environment. Employees must report potential or health and safety hazards to their Supervisor using the correct reporting procedures. The store aims to provide both our staff members and our customers with a safe and healthy environment. A safe working environment is not something that just happens: you have to make it happen! Accident prevention All employees are to be conscious of the factors that contribute to store accidents. These factors include such things as:
  • 137. substances pment with frayed cords ladder at all times. The key to accident prevention is for all staff and management to always maintain: 84 | P a g e Safe environment: inspect your work area regularly for dangerous objects that people could trip or fall over Safe equipment: check equipment for faults before use and always use the correct tool for the job Safe behaviour: perform your duties in a safe manner and only use equipment you have been trained to use. Always remember Prevention is better than cure and you should:
  • 138. If you identify a potential hazard take immediate action to prevent an accident occurring First aid treatment The store's safety policy is for all Supervisors to be trained in First Aid Procedures and be able to remain calm and deal with any emergency situation if it arises. First Aid boxes are located in every department behind the Supervisor's desk, cashier's office and staff room. If an accident does occur, and medical attention is needed, you must advise the Supervisor as soon as possible. Furthermore, if a customer or non-employee has an accident, it is very important that they are happy with the attention and first aid treatment they are receiving. Be sympathetic and caring to the person involved, but most importantly, do not admit fault. For information on recording an accident, refer to your Induction Handbook. It is extremely important that you make sure after using any
  • 139. medical equipment that it is cleaned and you have told the Supervisor on duty what was used, so he or she can restock the First Aid kit. If you can handle the problem, do so, but if not, see your First Aid Officer in the workplace. 85 | P a g e If an emergency situation arises, the following steps should be followed: rs and the casualty away from the incident First aid treatment for non-electrical burns
  • 140. cold water for at least ten minutes or until the ambulance arrives, if needed position First aid treatment for cuts (incisions and lacerations) wherever possible, use gloves re to stop any bleeding available
  • 141. First aid treatment for sprains 86 | P a g e one else slips For the pain: he customer in getting any further medical treatment if required Spillages Our Company has provided a non-slip floor surface to help minimise the risk of slipping or falling. There are two main types of spillage: liquid or dry. When you cause or note a spillage, your responsibility is to prevent an accident occurring by attending to the area in the appropriate manner until the floor is safe to walk on again.
  • 142. slipping staff member to obtain Caution Wet Floor signs and place one at each end of the spillage spillage special cleaning eaning equipment and clean the floor ensuring every trace of the hazard is removed them back in to storage If a staff member cannot deal with a hazard, you should immediately report to the Supervisor on duty. Safe work practices Always remember with safe work practices: Prevention is better than cure. You should never
  • 143. endanger yourself or others. 87 | P a g e It is every staff member's responsibility to play their role in ensuring their work place is a safe and healthy place to work, and that set standards are met in accordance with Occupational Health and Safety issues and store policy. All staff members in our store are responsible to bring work place hazards to the Supervisor's attention if you cannot deal with it yourself. Employees who follow in safe work practices will dramatically reduce the risk of an accident occurring. Should you have any concerns with safety issues, it is a good idea to report them to the Store Safety Committee. Safe manual handling It is essential that all staff members follow the Manual Handling Code of Practice.
  • 144. Any manual handling which requires a staff member to exert force to lift, lower, push, pull, carry or otherwise move, can be at a potential risk of injury. Retail staff will be involved in manual handling tasks every day. It is important to be aware of the potential for accidents and know how to prevent them. Being aware and practicing the correct manual handling techniques will enable you to work accident and injury free. To prevent or reduce injuries, we need to identify, assess and control manual handling risks. In our store, these risks relate to our work methods as well as the design of our work areas. Refer to the Safe Manual Handling manual for more guidelines to assist you in maintaining a safe work environment. Supervisors are to encourage staff members to follow the guidelines for safe manual handling as well as attend regular training sessions held by an OH and S representative. Broken glass Broken glass should not be picked up by hand. Always use a dustpan and brush and dispose
  • 145. of in a safe manner. If there is no recycling bin, then wrap the broken glass in newspaper. 88 | P a g e Hair Hair must always be tied back securely and the hairnets and caps supplied are to be worn at all times when handling food. Footwear Suitable footwear helps prevent slips and falls by providing better grip on floors. So, for your safety, closed in rubber sole shoes are a must in case of an accident. Protective clothing Always use all supplied protective equipment and clothing. This equipment is provided for not only your protection, but for your safety as well. This includes wearing suitable footwear and uniform for your particular job. Where required, protective clothing is supplied and must be worn to protect yourself against injury.
  • 146. This clothing was designed with staff safety in mind, does not restrict movement, and allows loads to be carried close to the body. If you are spending a long time in the freezer and cold rooms, use the freezer jackets provided, which are on the hook outside the door of the freezer. Gloves Protective gloves are supplied to protect your hands from cuts, abrasions and extreme temperatures. To ensure safe handling of food from the oven or freezer, gloves must be well fitting and not worn through. Mesh gloves are to be worn on your non-dominant hand when slicing or cutting meat and using the slicing machine. Aisles and passageways Always ensure aisles and passageways are free of rubbish, boxes and merchandise, as we must provide a safe and convenient environment for our customers and staff members at all times. Never leave cleaning equipment in aisles. Always remember to tidy as you go.
  • 147. 89 | P a g e Use of equipment Some of the equipment in your department may be dangerous if used incorrectly. Do not use equipment until your department Supervisor has shown you how to use it effectively and safely. You must sign an acknowledgment form that you have read The Work Safe Practices for your department. It is your responsibility to use equipment correctly. If you notice any damaged or faulty equipment, report it to your Supervisor so a tag can be placed on the item. Never put yourself or others at risk by trying to fix faults. If you see a piece of equipment with a tag, do not attempt to use it. Carton cutters The most common piece of equipment used in all departments is the carton cutter. Carton cutters are also one of the major sources of injury.
  • 148. When using a carton cutter, follow these simple rules: rs or other body parts are not in harm's way - always keep your eyes on your work Ladders Safety steps and ladders should be used whenever you have to reach above head height to perform any of your tasks: er on a wet, slippery, or uneven surface 90 | P a g e
  • 149. ladder at all times ladder Dangerous goods and hazardous substances Dangerous goods and hazardous substances are goods and chemicals that can cause harm or injury to one's health. Our store provides Material Safety Data Sheets (MSDS). These contain information describing the product's safe handling instructions, health hazards and first aid procedures. Dangerous goods are items, which are explosive, flammable, corrosive, chemical reactive, combustible, toxic, radioactive or infectious. These substances come in many forms, for example cigarette lighters, pool chlorine and fire lighters. A coloured diamond on the packaging can usually identify these products. Hazardous substances are liquids, solids, vapours, gas, fumes
  • 150. and dust. These all have the potential to cause harm or injury to one's health. Some dangerous goods are also hazardous substances, for example oven cleaner. Colourful writing and warning pictures can identify these goods. Safety audits It is a requirement of our store to carry out regular safety audits to assess any possible problems or hazards in the workplace. These audits are carried out on a weekly basis. Employees should inform their Supervisor or Manager of any hazard or safety issue they have come across. When recognising a hazard, Supervisors are to carry out inspections of all areas in their specific department with employees identifying everything that could possibly be harmful. Information gained from carrying out an inspection is essential for ensuring the workplace is safe and assists in recognising training needs. 91 | P a g e
  • 151. By using a checklist to identify risks, Supervisors will be able to recognise safety factors such as: Potential hazards Avoiding hazards, such as the following, will not only eliminate potential risk, but also ensure that in case of a more serious problem, quick and safe evacuation can be carried out in an emergency: aged equipment, fixtures and fittings
  • 152. Risk control To be able to provide a healthy and safe work environment, our store must have the following process: For more information on risk control, please refer to the Maintain Store Safety brochure. OH and S issue resolution What procedures should you follow if you notice an OH&S issue in your store? 92 | P a g e Communication is important, and staff should be trained in the following procedures: Out of Service tag)
  • 153. In any case the supervisor or Store Manager must be informed Some OH and S issues are a spill of a chemical, faulty piece of equipment, faulty playing equipment or broken furniture. Remember to always follow safe work practices as Prevention is better than cure, and never attempt to use any piece of equipment with an Out of Service tag. 93 | P a g e Store Security Policy and Procedures Our aim The Store insists on the highest level of security to prevent theft and insure a safe working environment for staff members and customers alike.
  • 154. Staff general security Giving away products You may be asked by customers and friends to give away merchandise but at no time can you give away products. Giving away products is a very serious offence and a breach of store policy and will lead to disciplinary action. Procedures for staff purchases After three months of employment a discount card will be supplied to all staff members. This will entitle you to a 12% discount on all goods. This is for employee use only and not to be abused and will be monitored. All staff purchases must be made before or after your shift. If you wish to make a staff purchase see your Supervisor who will document the purchase. A check seal sticker must be placed on all items purchased before your shift. Staff holds: are permitted for 24hours and will be kept at the supervisors counter. Staff lay-bys: are permitted with the same conditions as customer lay-buys.
  • 155. Property It is company policy that all bags must be available for inspection by the security officer or Manager if requested. Staff are permitted to enter and exit the store only through designated staff entrances. All emergency exits are alarmed and employees must only enter if there is an emergency. 94 | P a g e Lockers Lockers are provided for all staff to keep their personal effects in while at work. It is each individual's responsibility to make sure their locker is locked Valuables Do not bring valuables to the store, as the store will not be responsible if they go missing Equipment security Our store has bought equipment to make our company more efficient and professional.
  • 156. Equipment is a valuable asset and it is the Supervisor's responsibility to ensure the following rules are adhered to: ith respect equipment and associated occupational health and safety issues personal use ed cupboard Visitors and contractors access For insurance purposes all visitors and contractors must fill out their details in the Visitors Register before carrying out their business in the store. They must report to the office on arrival where they will sign the Visitors Register, be issued with a security badge and informed of their access to various locations within the store.
  • 157. Security will be notified to escort visitor to required location. 95 | P a g e Deliveries The receiving bay must be locked at all times. All deliveries are received through the receiving bay and never the front entrance. All goods must be received either by the store person or a department Supervisor and signed for after checking the delivery. This is one of the main places where theft can occur so extra vigilance is called for. Armed robbery procedures Our company policy is to provide a safe and healthy working environment. Do not attempt to be heroic: your life is worth more than any amount of money. However, in the event of a hold up the following procedures must be followed:
  • 158. do not make any sudden movements spoken to What to do immediately after the offender has left the scene: your self at risk. ring the police 000 and contact head office The Manager will seal off the area where the event took place The Manager in charge will ask all witnesses to remain until the police arrive and you will be allowed to your notify parents and family, should you be required to remain in the store The Manager will complete the appropriate forms
  • 159. 96 | P a g e Store safety tips only if it is safe to do so. play stand, post or doorway. because the sooner they leave, the sooner you are safe. u have spoken with the police. possible that you could be affected by shock.
  • 160. destroyed. We recommend that you take up any company offers of trauma counselling. Opening and closing the premises For the safety of yourself and others please follow these opening and closing procedures. Opening the store ongings in your locker. entrances are open and clear of obstacles. if needed
  • 161. 97 | P a g e Closing the store All staff must leave before closing procedure is started.No friends or relatives are allowed during closing procedure. ensure no one is left in the store. air conditioning are turned off. the cash office. Alarms are to be activated by the Supervisor and security officer and all keys are to be handed to the security officer and signed off in the key register Note: If your car is parked in a dark place ensure that a security officer accompanies you to your vehicle. Cash office security
  • 162. After hours security is responsible for managing and maintaining building security. Keys to the office are provided to all executive staff and to other staff members, as the occasion requires. Doors must be kept locked at all times. Two people must always be present when opening the safe and counting money. Policy for dealing with cash, credit, cheques and EFTPOS Correct handling of payments during sales transactions (cash, cheques, credit cards and EFTPOS) is important to minimise losses through fraud or theft. Errors by staff can include giving the wrong change, pricing, discounting incorrectly, not checking goods properly. 98 | P a g e We realise that occasionally people make mistakes and the possibility of a shortage in our cash registers does exist. For this reason you will not be required to make up shortages.
  • 163. However, it is a serious matter if you frequently have significant cash shortages. You will be notified and your knowledge of cash register procedures will be reviewed. Cash register procedures er staff member's cash register. It is paramount to enter the amount the customer gives you to ensure the change required is recorded and shown on your register on the cash drawer; do not put it in the register at this stage. of the drawer. Failure to follow cash register procedures will result in disciplinary action
  • 164. Always cash up your own register Cash handling security procedures Supervisors need to watch for signs of cash theft. Some signs are staff that use the no-sale button often or are working out of the drawer and have excessive over-rings. Store policy is never open the drawer and give change. If a customer complains about change given, record the customer's details. At the end of the day, if the till does not balance, the supervisors will contact the customer. Never take the customer's word alone. any reason. 99 | P a g e reason. Notify the cash office when you require a cash pick up. and a security member
  • 165. will collect cash and it will be counted in the cash office with anyone other than the Manager Cheque transaction procedures Bounced cheques cost our company valuable profits. A cost is incurred to the company when a cheque is returned. The following procedures are important for our store and must be used: cheque. correct date and amount. Our store does not except post-dated or cash cheques All interstate and overseas cheques must be authorised by telephone