Assessor Resource

SIRXSRM809
Manage retail operations in a region or area

Assessment tool

Version 1.0
Issue Date: March 2024


This unit of competency supports the needs of senior managers and business owners with significant responsibility for providing management of a region or area containing a number of retail outlets.

This unit describes the performance outcomes, skills and knowledge required to manage, develop and report the performance of stores in a region or area.

The unit addresses the management and retailing skills and knowledge required to plan, oversee and support the operations of a number of stores within a defined area of operation.

The manager combines extensive retailing skills with the ability to deliver a strong market presence for the network while responding to the differing needs of individual stores.

The unit requires the demonstration of high-level planning and reporting skills, effective communication and motivational skills, and the ability to take decisions to ensure optimal operation of each store.

You may want to include more information here about the target group and the purpose of the assessments (eg formative, summative, recognition)

Prerequisites

Nil


Employability Skills

This unit contains employability skills.




Evidence Required

List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential:

analyses the retailing needs and challenges within a designated region or area

coordinates and manages retailing operations across a designated region or area

establishes and closely manages performance requirements for stores within the region or area

demonstrates leadership, development and motivation of retail staff within the region or area

shows problem-solving and negotiation skills to respond to and resolve performance or customer service issues

shows retail skills and creativity to identify and implement new retailing strategies and programs

reports and analyses store and region or area performance.

Context of and specific resources for assessment

Assessment must ensure access to:

a retail work environment with multiple store outlets

relevant documentation, such as:

regional plans and objectives

store performance indicators

store budget data

in-store requirements relating to new programs and initiatives

human resources policies and procedures relating to:

staff selection

staff skills development

performance appraisal.

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

observation of performance in the workplace

a role play

answers to questions about specific skills and knowledge

review of portfolios of evidence and third-party workplace reports of on-the-job performance.

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.


Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assingnment, checklist) and due date here

Assessment task 1: [title]      Due date:

(add new lines for each of the assessment tasks)


Assessment Tasks

Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.

Required skills

analytical and problem-solving skills to:

identify rationale and need for store and regional strategy

select strategies that best match the organisation’s requirements

interpersonal skills to communicate with store managers and staff from diverse backgrounds

literacy and numeracy skills to:

analyse financial performance of stores in a region or area

conduct performance reviews

prepare business reports

set budgets for a retail region or area

planning and organising skills to:

implement new programs

manage staff development

technology skills to use computer applications

time-management skills to plan and prioritise work

Required knowledge

contemporary retail concepts, models and techniques

concepts and models of strategic and business planning

concepts and models of leadership and management

financial analysis techniques

motivation techniques

organisational mission, vision, values and goals

organisational strategy, policy and procedures relating to management of region or area in the retail industry

product knowledge

project management methodologies

sales techniques

staff management principles

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the individual, accessibility of the item, and local industry and regional contexts) may also be included.

Performance measures may include:

customer satisfaction ratings

financial analysis using techniques, including:

balance sheet analysis

break even analysis

cash flow analysis

cost-benefit analysis

daily sales and trend analysis

gross profit

profit and loss analysis

return of assets analysis

return on investment (ROI) analysis

sales per employee

sales per square metre of floor space

sales to inventory ratio

stock turnover rate

mystery shopping reports

number of business referrals

performance in industry benchmarking studies

staff feedback received

volume of repeat business.

HR policies and procedures must conform to current legal requirements and may include:

application of industrial relations legislation and regulation (e.g.Fair Work Act)

enterprise bargaining agreements and awards

HR administration of records and databases

induction processes and programs

job description and performance appraisals

leave entitlements

work health and safety (WHS)

recruitment and selection

remuneration practices

rewards and recognition practices

termination procedures

workforce capacity planning.

Performance appraisals may include:

360 degree feedback

counselling meetings

formal annual, half yearly or quarterly performance appraisals Note: performance appraisals may be linked to outcome targets negotiated annually with staff members

informal one-to-one review discussions

probationary reviews.

Skill developmentmay be facilitated by methods, including:

acting at a higher level

buddy system

coaching

counselling

job rotation

mentoring

on or off-the-job training and development.

Motivation of staff may be understood by reference to theories, including:

David C. McClelland’s theories of achievement motivation

Herzberg’s motivation theory

Maslow’s hierarchy of needs

Theory X

Theory Y.

New programs and initiativesmay include:

addition of a new retail location

change of sales techniques

change of stock control processes

changes to company structures, including trends towards:

changed ownerships

merged or diversified organisations

multi-service organisations

development of major loyalty program

establishment of a new business

introduction of a major new technology to support business operations, including:

e-retailing

radio frequency identification devices (RFIDs)

self-service checkout

social networking media as a marketing and sales channel

new or changing levels and ranges of services and products including:

blurring of product categories (e.g. bookshops with cafes)

brand extension

customisation of products and services

generationally targeted products (e.g. for the over 50s)

new product launch

promotions, including:

seasonal promotions (e.g. Christmas, Easter, Valentine’s Day)

regular sales (e.g. half yearly clearance)

special sales (e.g. warehouse sale, overstocked sale)

re-orientation of retail focus, customer base and goods or services

repositioning within the marketplace (e.g. to a high end or discount retailer).

In-store requirementsmay include:

additional staff for peak requirements

changed opening hours

changed reporting processes

lighting

marketing support

merchandising tactics

physical space and facilities

product prices

product range

sales targets

visual merchandising, including conforming to brief provided to stores

Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.

Observation Checklist

Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice Yes No Comments/feedback
Analyse the organisation’s strategic and business plans to ensure regional strategies are aligned. 
Audit current performance of all stores within the region to identify opportunities for increased performance. 
Analyse the location, market focus and performance of competitors within the region. 
Identify, prioritise and document regional retailing strategies for action. 
Consult and negotiate to establish meaningful budgets and performance measures for each store within the regional network. 
Gain authorisation for the regional strategy in line with standard organisational policies and procedures. 
Identify, cost and budget the resources required to support the implementation of the regional and store strategy. 
Communicate the regional strategy and individual store budget and performance requirements to store managers and appropriate staff. 
Establish and communicate to stores a schedule of visits to oversee and support operations. 
Establish and maintain effective communication and feedback mechanisms to manage performance and inform adjustments to strategy based on changing circumstances. 
Provide effective and actionable advice to store staff to ensure high quality merchandising, stock management and selling. 
Provide direction, advice, resources and support to store staff engaged in rolling out promotional and marketing strategies. 
Identify the staffing and skill requirements of stores within the region. 
Manage staff selection for stores in line with organisational HR policies and procedures. 
Manage staff performance appraisals according to organisational policies and processes and using standardised instruments. 
Foster staff skill development to lift their individual and team performance. 
Provide motivation and coaching of staff on improved sales, merchandising, planning and stock management processes. 
Respond to problems or issues raised by store staff in a prompt, effective and courteous manner. 
Build a shared understanding and commitment to the regional and store strategy. 
Identify and manage conflict between individuals according to organisational policies and procedures. 
Lead the development of new programs and initiatives that will drive increased sales performance and profitability. 
Ensure new programs and initiatives are appropriately resourced. 
Communicate in-store requirements to staff to support the new program, in line with organisational policies and procedures. 
Establish and manage the regular collection of data to monitor performance against established performance measures. 
Use performance data to identify area’s performance and make adjustments as required in response to changed environmental conditions. 
Canvass options and solutions to address under-performance against established performance measures. 
Identify required strategy or structural changes in line with standard organisational policies and procedures and seek authorisation as required. 

Forms

Assessment Cover Sheet

SIRXSRM809 - Manage retail operations in a region or area
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Assessment Record Sheet

SIRXSRM809 - Manage retail operations in a region or area

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