Title Page

  • Current Period

  • Branch Manager Name

  • Regional General Manager Name

  • Store Name & Number
  • Conducted on

  • Reason For Visit

  • Document No.

People

  • Driving Team Performance<br><br>- Probation and Performance Management process and reviews up-to-date<br>- Evidence of 121s in place for all colleagues<br>- Evidence that shop floor observations and coaching are taking place<br>- People dashboard measures are in line with expectations and plan in place to address any issues <br>** This is a BSC measure, quality 121s must be in place for a score of 4 to be awarded**<br><br>Rating:

  • Optimisation Of The Team<br><br>- SOH is effectively managed within budget, optimised scheduling is in use and adhered to<br>- All colleagues, movers, leavers and new starters are correctly assigned to store on STAR<br>- Labour turnover and absence are effectively managed, return to work documentation, exit surveys, etc. are up-to-date<br>- Recruitment in place where required<br><br>Rating:

  • Developing The Team<br><br>- All new starters are up-to-date on e-learning modules<br>- Regulatory training/assessments are up-to-date for all colleagues (FCA, RPI, DPA, etc.)<br>- Skills Audit in place <br>- All colleagues participating in e-learning development <br>- PDP in place covering performance and behaviours. Colleagues are aware of their individual development objectives<br><br>Rating:

  • Engagement & Recognition<br><br>- Colleagues have good awareness and understanding of Reward model<br>- Colleagues know Pulse results and are aware of Pulse plan<br>- Monthly Team meeting and morning briefings in place <br>- Colleagues attend morning briefings and are clear on top 3 priorities<br><br>Rating:

  • People Additional Comments

Customer

  • Customer Promise Plan<br><br>- All colleagues can articulate the store Customer Promise plan and their part in its delivery<br><br>Rating:

  • Sales Floor Management<br><br>- Store has effective sales floor leadership in place<br>- All customers acknowledged and approached within acceptable time scales (20 seconds Greet, 4 minutes wait) <br>- Evidence of sales floor zoning in place (colleagues distributed effectively throughout store in view of customer)<br><br>Rating:

  • Customer Journey Observations<br><br>- RGM to observe 2 customer journeys and document feedback (use of Pinpoint, listening and interacting with customer, Greet, Right-Sell and Close)<br><br>Rating:

  • Customer KPI Awareness<br><br>- Team have good awareness of store and personal WCSS scores and feedback, WCSS is visible to colleagues<br>- Mystery Shop action plan in place and colleagues are aware of current results <br><br>Rating:

  • Customer Additional Comments

Operations

  • Sales Floor Store Standards<br><br>- Uniform is worn by all colleagues with non-supplied items adhering to company policy<br>- Store is clean, tidy and priced correctly <br>- Store is correctly merchandised to floor plan and micro plan<br>- POS materials are up-to-date<br>- Appropriate escalation path has been followed to rectify any property, POS, demo equipment or display issues<br><br>Rating:

  • Back Office Store Standards<br><br>- Security measures in place (locked cabinets, etc.)<br>- All back office areas clean and tidy as per Health & Safety checklist<br>- Notice boards are up-to-date <br>- Health & Safety materials are clearly displayed (fire logs, etc.) and maintained <br>- Rhythm & Routines in place to maintain store standards and processes<br><br>Rating:

  • Compliance & Controls<br><br>- Operational dashboard measures in line with expectations, activity in place to address any issues and reflected on store <br> - Regulatory compliance (Geek Squad, RPI, etc.)<br> - Task completion (CFC, Banking, etc.)<br> - Loss Prevention (Shrinkage, Discounting, etc.)<br> - Returns compliance (FMiP, Trade-ins, etc.)<br>-Search logs for staff in and out of stores completed <br><br>Rating:

  • Planning<br><br>- Store is utilising the Medics where required<br>- Evidence that the store is effectively forward planning for POS changes, etc.<br><br>Rating:

  • Operations Additional Comments

BSC Review

  • Finance<br><br>- Store within expectations for all Finance KPIs (list and review any issues)<br>- Previously agreed plans have been implemented and improvement seen<br><br>Rating:

  • People<br><br>- Store within expectations for all People KPIs (list and review any issues)<br>- Previously agreed plans have been implemented and improvement seen<br><br>Rating:

  • Customer <br><br>- Store within expectations for all Customer KPIs (list and review any issues)<br>- Previously agreed plans have been implemented and improvement seen<br><br>Rating:

  • Operations<br><br>- Store within expectations for all Operations KPIs (list and review any issues)<br>- Previously agreed plans have been implemented and improvement seen<br><br>Rating:

  • BSC Additional Comments

Next Steps

  • Finance - Performance Improvement Expectations - Specific Next Step: Continue/Begin - Commit: By When - Review

  • People - Performance Improvement Expectations - Specific Next Step: Continue/Begin - Commit: By When - Review

  • Customer - Performance Improvement Expectations - Specific Next Step: Continue/Begin - Commit: By When - Review Next Steps Set:

  • Operations - Performance Improvement Expectations - Specific Next Step: Continue/Begin - Commit: By When - Review

  • Manager/RGM Comments

  • Manager

  • RGM

The templates available in our Public Library have been created by our customers and employees to help get you started using SafetyCulture's solutions. The templates are intended to be used as hypothetical examples only and should not be used as a substitute for professional advice. You should seek your own professional advice to determine if the use of a template is permissible in your workplace or jurisdiction. You should independently determine whether the template is suitable for your circumstances.