1. The document outlines an agenda for a mentoring program between area managers and store managers.
2. The objective is to observe, analyze, and document the mentoring process to identify gaps and suggest improvements.
3. On one visit, the area manager mentored the store manager on planning and organizing, focusing on prioritizing tasks, estimating time needed, and reviewing/analyzing incomplete tasks.
This is my Biodata which gives a brief introduction about my Carrer & the nature of experience i have. I am an IBM Certified Lotus Notes Developer. With a total 12 years experience. I have worked on different Technologies out of which i am working as a Lotus Notes Developer for the last 7 years.I was with IBM for near 7 years & now i am in a company in Hyderabad(India).
LOFT interiors - Your Property Management Furnishing Solution⚡ Mark Ledden
LOFT Interiors' focus is to develop and maintain long-term working relationships with our clients - we are a family business and apply family value to how we manage our staff and clients alike.
KatRisk RAA 2016 presentation highlights the developments in hyper-resolution flood maps, sea-surface conditioned catastrophe models, and open source modeling.
This is my Biodata which gives a brief introduction about my Carrer & the nature of experience i have. I am an IBM Certified Lotus Notes Developer. With a total 12 years experience. I have worked on different Technologies out of which i am working as a Lotus Notes Developer for the last 7 years.I was with IBM for near 7 years & now i am in a company in Hyderabad(India).
LOFT interiors - Your Property Management Furnishing Solution⚡ Mark Ledden
LOFT Interiors' focus is to develop and maintain long-term working relationships with our clients - we are a family business and apply family value to how we manage our staff and clients alike.
KatRisk RAA 2016 presentation highlights the developments in hyper-resolution flood maps, sea-surface conditioned catastrophe models, and open source modeling.
Designing Training Programs is important. The fourth chapter of Effective HR discusses the meaning and significance of training design. In this chapter, Training design models and the factors involved for designing a training program is discussed. Understand the motivation dynamics of trainees and the process of training design from this presentation by Welingkar’s Distance Learning Division.
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Training and Development, Executive Management Development Programme, Multipl...Santhanalaxmi Karthikvel
This starts with the detailed description of training and development, their methods and this also contains the training methods of supervisors. The concept of Executive Development Programme. It also deals with the concepts of Group Discussion, Conference and seminars, case studies, Role playing, business games and sensitivity training. The unit completes with the explanation of career development and the evaluation of career planning
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
2. Agenda
1. Objective Of The Program
2. Observations On SM In Multiple Stores
3. Observations on Area Manager
4. Mentoring Process
5. Mentoring Steps By An Area Manager
6. Implementation
Splash – CPR 10
Splash – Olaya Street
2
3. 3
Objective Of The Program
• Observe, analyze and document the process of Mentorship between Area
manager and his store manager
• Identify gaps in the process
• Suggest solutions to improve the gaps
6. Mentoring Process
• Respective store’s area manager will act as a mentor to his store manager
• Area manager will do analysis on store manager in finding areas of
improvement
• Both will discuss on challenges in improving skill set for improvement in
store manager
• Area manager will prepare himself on how to mentor his mentee
• In each area manager’s visit to store, he will give extra
time to develop those skill set in store manager
6
14. Mentorship Topic
• Group discussion among Mr Sharim, Mr Narendra, Mr Prashant and me on
the current scenario
• Area manager based on his experience with store manager come to an
understanding of developing one skill set in store manager which is critical
in day to day operations
14
“Planning & Organizing”
15. Planning & Organizing
15
Actual tasks
according to SOP
Current
observations
Gaps to be
fulfilled
Prioritising
the tasks
Urgent Important
16. Planning & Organizing
Step 1
•Action plan :- To accomplish the tasks
Step 2
•Timeliness :- Accurately estimate time and effort required to complete a task
Step 3
•Review :- Check if the task is completed or not
Step 4
•Analyse :- The reasons for not completing the task
Step 5
•Coaching :- Giving specific coaching on the skill set required to complete the
task
16
17. Splash – Olaya Street
• Mentor – Mr Sharif Jogee, Area Manager
• Mentee – Lateef, Store Manager
• Time spent on mentorship – 30 min
• Mentorship topic – Planning & Organizing
• Steps –
Explanation of how to do the planning – Urgent/important task
Allocation of staff to the task with specific deadline
Problems in adhering to deadlines & not completing the task
Store manager discussed his planning in afternoon briefing and
motivated his staff. Also told the consequences for not completing
the task
17
Below are my observations on store manager in different stores
Improper planning in terms of staff
Less utilization of Saudi staff
Poor communication skills during EMB
No analysis of stock and DSR
Lack of interest in taking new initiatives
Every time blaming someone for not supporting instead of finding solution on that
Less focus on smart work than hard work
Don’t want to come out of comfort zone of daily routine
Less focus in managing the back store
Current scenario in stores when area manager visit’s the store :-
Area manager does analysis of store based on his check list prescribed by company
On job training to store manager
Training given on the basis of gaps found on the floor
Less focus on developing skill set of store manager
Suggestions on the gaps of store manager:
To follow SOP completely enough resources in terms of man power are required and he shuffling staff’s in his stores as per requirement
Suggestion on following daily planner and weekly rota is to first find out the staff productivity so that effective planning can be done and implementation should be observed and challenges will be overcome
For doing pre-retailing in back store
Step 1: arrange auto replenishment stock in front section of back store
Step 2: assign respective department staff to open his department carton
Main activity carried out:
store walk - Area manager and store manager
Main focus - front section, visual merchandizing, and stock density in each department/section
Instruction: to check on additional fittings, railings or table and keeping aisles/pathway clutter free
Discussion on gaps in floor walk done by store manager. Mentor only focussed on highlighting the errors without constructive suggestion / root cause analysis
Merchandising of products in terms of colour palette combination , category matching
COC norms and the violations which might commonly occur in store
Brief training on definition of Ageing stock and impact of non clearance of such stock to store business, given to one staff
Methods to ease carton unpacking process and not allow pileup of cartons on floor
Improper planning of the day
Communication with staff
Less focus on deep analysis of daily sales report
Prioritising the daily work
Lack of hold on the staff
No optimum utilization of Saudi staff
Below are required skill set in store manager set by company :-
Planning & Organizing
Leadership
Decision Making
Domain Expertise
Communication Skills