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Elements and Performance Criteria

  1. Establish region’s strategy and performance requirements.
  2. Drive performance of the region’s stores.
  3. Oversee and develop store staff.
  4. Plan and implement new programs.
  5. Report and manage performance of stores and region.

Required Skills

Required skills

analytical and problemsolving skills to

identify rationale and need for store and regional strategy

select strategies that best match the organisations 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

timemanagement 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

Evidence Required

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 problemsolving 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

instore 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 thirdparty workplace reports of onthejob performance

Guidance information for assessment

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


Range Statement

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