Lead & manage lga2
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The document summarizes the results of a staff review conducted at a store. It was found that staff morale was below acceptable levels. Several issues were identified including frequent changes in goals and objectives, misunderstandings in customer service processes, suggestions being ignored, bullying between junior and senior staff, and office politics. The document outlines several actions to address these issues such as reviewing communication processes, feedback policies, and conducting team building activities. It also establishes schedules, channels and procedures for feedback, conflict resolution, and staff motivation.
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The document outlines a team's performance gaps, strategies to improve performance, and a training and development plan. It identifies gaps in product knowledge, staff attendance, customer service level, staff motivation, and sales. Methods to evaluate these include customer feedback, attendance records, mystery shopping, and sales targets. Strategies to address the gaps include team building, training, and rewards. The training plan outlines various certification programs for different roles. A review found the programs effective, increasing customer satisfaction, productivity, and sales. Key performance indicators and a competency matrix are used to manage ongoing team performance.
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The document outlines plans for a new store outlet for ABC Corp located in Jurong East, Singapore. It includes the following key details:
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2. Organization goals include public listing by 2016 and establishing 1 new outlet every 2 years to reach 12 outlets by 2024.
3. Store objectives are to contribute $2 million in revenue within 2 quarters and provide training for new store managers.
Lead & m anage work teams project
ABC Corporation has a clear hierarchy and structure. Its vision is to be a leading retailer providing excellent customer service and value. It aims to understand customer needs and exceed their expectations. Work is delegated according to roles, with supervisors overseeing departments and senior staff assisting with scheduling, training, and achieving sales targets. Performance is regularly monitored and reviewed against SMART goals using competency assessments, appraisals, and key performance indicators.
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Josh Cross Resume-031216
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This document contains the resume of Ashutosh Gupta seeking a position in operations management, process management, customer service, sales, or marketing. He has over 11 years of experience in manufacturing, sales, marketing, operations management, customer service, and team management. Currently he works as a Regional Manager for Operations - North at Neulife Nutrition India Pvt. Ltd. His expertise includes customer service delivery, operations management, sales and marketing, and team management. He provides details on his educational qualifications and career highlights spanning various roles at different organizations.
2016 Resume R
Antonio Paiz has over 15 years of experience in retail sales and 13 years of experience in retail management and store operations. He is seeking a challenging position as a retail manager where he can utilize his leadership and interpersonal skills. Most recently, Paiz worked as a Retail Trainer Store Manager for T-Mobile USA for 15 years, where he led a team of 6 to 20 employees, managed store operations, analyzed sales data, forecasted sales, ensured high quality customer service, and improved employee training programs. He has a proven track record of increasing sales and achieving performance goals.
Michell Sta.na (1)
Michell M. Sta.ana is seeking a challenging career where her skills in computer programs, customer service, sales, administration and management can be utilized. She has over 10 years of retail experience as a Senior Sales Associate and Assistant Boutique Manager. Her achievements include exceeding sales targets and receiving high scores on audits. She is educated with a Bachelor's degree in Commerce and has attended various seminars on topics like stock keeping, visual merchandising and people handling.
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Lead & manage final
The document outlines a team's performance gaps, strategies to improve performance, and a training and development plan. It identifies gaps in product knowledge, staff attendance, customer service level, staff motivation, and sales. Methods to evaluate these include customer feedback, attendance records, mystery shopping, and sales targets. Strategies to address the gaps include team building, training, and rewards. The training plan outlines various certification programs for different roles. A review found the programs effective, increasing customer satisfaction, productivity, and sales. Key performance indicators and a competency matrix are used to manage ongoing team performance.
Leader and manage work lga1
The document outlines plans for a new store outlet for ABC Corp located in Jurong East, Singapore. It includes the following key details:
1. The store will target sporting footwear and apparel for the 200,000 population in the nearby residential areas.
2. Organization goals include public listing by 2016 and establishing 1 new outlet every 2 years to reach 12 outlets by 2024.
3. Store objectives are to contribute $2 million in revenue within 2 quarters and provide training for new store managers.
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ABC Corporation has a clear hierarchy and structure. Its vision is to be a leading retailer providing excellent customer service and value. It aims to understand customer needs and exceed their expectations. Work is delegated according to roles, with supervisors overseeing departments and senior staff assisting with scheduling, training, and achieving sales targets. Performance is regularly monitored and reviewed against SMART goals using competency assessments, appraisals, and key performance indicators.
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1) Following policies and procedures to ensure work is carried out consistently and meeting targets, 2) Having thorough knowledge of products, brands, competitors and updating the team, and 3) Managing various aspects of the showroom like sales, customer service, team, merchandising and training to deliver excellent customer experience and meet business goals.
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Joshua Cross has over 14 years of experience in retail management, including serving as Store Manager for Sports Authority stores. He has a track record of improving sales, customer service metrics, and product plan penetration. Cross is skilled in staff training, strategic thinking, and leading according to company standards.
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This document contains the resume of Ashutosh Gupta seeking a position in operations management, process management, customer service, sales, or marketing. He has over 11 years of experience in manufacturing, sales, marketing, operations management, customer service, and team management. Currently he works as a Regional Manager for Operations - North at Neulife Nutrition India Pvt. Ltd. His expertise includes customer service delivery, operations management, sales and marketing, and team management. He provides details on his educational qualifications and career highlights spanning various roles at different organizations.
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An interview of grocery store employees found that most wanted cross-training, felt responsibilities were unfairly shared, and felt underutilized. Cross-training employees in multiple departments could increase customer satisfaction, challenge employees, reduce new hiring needs, lower payroll costs, and reduce benefits/insurance costs. Allowing flexible scheduling based on peak business times and deploying skilled workers where needed could also increase productivity. Implementing these changes along with empowering store managers to tailor policies and scheduling to their individual store's needs could result in happier customers through improved service and a cleaner store while also saving the company money.
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The document provides a summary of Ayandeb Basu's professional experience and qualifications. It summarizes that he has over 14 years of experience in retail operations, sales, marketing, and business development. As the current Unit Head at Shopper's Stop Limited in Kolkata, he manages a store with over 250 employees and annual turnover of 82 crore rupees. Previously he worked as a Sales Associate at Tata Retail Enterprises Limited, where he exceeded his sales targets. He holds a Bachelor of Commerce degree from the University of Calcutta.
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Establishing performance management department in a company main features to address are:
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This document outlines various HR policies including recruitment, orientation, retention, attendance, grievance handling, drug and alcohol abuse, employee relations, performance evaluations, feedback, coaching, insurance, and termination. It describes the recruitment process, new employee orientation period and documents, approaches to staff retention, leave policies, grievance procedures and prohibited behaviors. Performance is evaluated annually and feedback is provided ongoing. Insurance is offered to regular employees. Termination requirements depend on whether the departure is employee or employer-initiated.
The Art Of Managing Employee Expectations
The document discusses how to effectively manage employee expectations. It outlines that both businesses and employees have expectations when entering an employment relationship, but these expectations are often not clearly communicated. The key is for leaders to [1] explain the business realities and how each employee adds value, [2] teach the business model and how performance aligns with goals, and [3] support individual development so employees understand opportunities rather than guarantees. When expectations are properly managed, employees become engaged, motivated, and committed to adding value.
Designing compensation plans
The document discusses designing compensation plans for sales personnel. It covers defining the sales job, considering the company's compensation structure and patterns in the community/industry. It also discusses determining compensation levels, providing various compensation elements like fixed pay, variable pay, benefits and expenses. The document also discusses types of compensation plans, supervising sales personnel, and factors that affect motivating sales personnel.
Hr Practices
The document discusses best HR practices and strategies for achieving organizational goals and retaining employees. It recommends having clear performance targets aligned with goals, recognizing and rewarding employee performance, providing learning and growth opportunities, ensuring fair treatment and work-life balance, and making employees feel valued in order to boost satisfaction, performance and retention. Regular communication, feedback, appreciation and career development help create a stress-free environment where people want to stay.
Employee involvement in tqm
This document discusses various aspects of employee involvement including motivation, teamwork, training, feedback, and empowerment. It describes theories of motivation like hygiene theory and discusses the benefits of teamwork. It emphasizes the importance of communication, training, recognition, and feedback in motivating employees. It also discusses empowering employees and teams to take responsibility and ownership for continuous improvement.
Holistic HR processes in small, emerging (sme's) organization
Most of the small, emerging (SME's) organization 's CEO or Business heads have a challenge on "PEOPLE MANAGEMENT."
When the business head does not plan and execute the people management process effectively, the organization suffers from slipping deliveries, quality issues, increase in human resources cost, IR related problems and eventually all those failures affecting the business profitability and growth.
The solutions call for a holistic approach to all aspects of the people management process, and this presentation attempts to give some perspectives from my experience with SME's in different regions.
Recently I shared this presentation in one of the SME 's CEO forum and received a lot of interaction and appreciation.
Hope this helps for business heads / CEO's
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【业务选择办理准则】
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二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
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留信网认证的作用:
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Lead & manage lga2
- 1. : Philip Go, Alex Chia, Esther Kwek & David Chan Lead & Manage Work Teams
- 2. Store goal and objectives Company Staff Review as at 31 Sept 2010 As per staff review conducted, it was observed that staff morale falls below acceptable level. The management had classified into following area and assign ownership: Department Staff feedback Owner Improvement 1 Sales Too frequent change in store goal and objectives Store Manager To resolve in next staff meeting 2 Customer Service Backfire when doing wrong process in customer service with initiatives Supervisor To review empowerment process 3 All Feedback Suggestions often ignored or rejected Store manager Re-work suggestion / feedback policy 4 Sales Junior staffs feel bullied by senior staff HR/Store Manager Need personal monitoring before suggest action 5 All Office politics – small grouping HR To re-iterate Company objectives 6 Sales Miscommunication Store supervisor Review communication process
- 5. Feedback Channel Flow Chart Channel Feedback Store Manager HR Online Suggestion Box Operation Director / HR manager Verbal Close 1 day 3 days Resolution Yes No
- 6. Communication Chart Schedules Comm. platform From To Subjects Daily 0900 Pre-opening briefing Store Manager All Store issues, duty roaster, performance update, stock issues Every Friday Intranet mail memo Head Office All Company updates Every Tuesday (0900 – 1130) Executive meeting / Sales review meeting Store Mgr, Asst Store Mgr Sales Mgr, IT Merchandiser, Finance, Marketing, Sales Sup. Sales, promotion, pricing, competition, sales target update, operation costs Daily Email Store Manager, Head office All Adhoc issues, need to know, customer's feedback, service quality
- 9. Conflict Resolution Types of conflicts Cause Possible resolutions Owner 1 Disagreement in "Who does what" Unclear job scope Redefine/review job scope, make changes if necessary HR,Store Manager 2 Inadequate resources Manpower deployment Collect feedback from staff on work load HR, Store Manager Analyst changes in working environment Analyst changes in production process 3 Personal behavior Personal preference Explain Company objectives to individual concerned HR 4 Management new policies Unclear objectives To forewarn a change in policy much earlier, ample notice Store Manager Assist in implementation of new policy Store Supervisor
- 10. Staff Motivation Plan scheduled staff program to foster a more cohesive working relationship: Birthday celebration Upgrading training Variable bonus Staff retreat Team building Family bonding time Movie Treat Motivation Theory Schedule Participants Maslow’s Stage 1 6 monthly All Staff Maslow’s Stage 3 Yearly All Staff Maslow’s Stage 4 6 monthly All Staff Maslow’s Stage 1 Yearly All Staff Equity Therory Per company's profit All Staff McGregor’s XY Therory 6 monthly Sales and Operation Maslow’s Stage 3 Daily All Staff
- 11. Meeting Agenda A meeting on 20 Oct 2010 to review all new found problems and action taken : Review in 3 months Review communication process Store supervisor Miscommunication 1600 - 1730 Staff feedback Owner Improvement Status 0900 - 1000 Too frequent change in store goal and objectives Store Manager To resolve in next staff meeting Closed 1000 - 1130 Backfire when doing wrong process in customer service with initiatives Supervisor To review empowerment process Review in 3 months 1300 - 1400 Feedback Suggestions often ignored or rejected Store manager Re-work suggestion / feedback policy Closed 1400 - 1500 Junior staffs feel bullied by senior staff HR/Store Manager Need personal monitoring before suggest action Closed 1500 - 1600 Office politics – small grouping HR To re-iterate Company objectives Closed 1730 - 1745 Q & A Session Store Manager NIL NIL
- 12. Lead & Manage Work Teams