Store Visit Report (SVR)

• Current Period

• Branch Manager Name

• Regional General Manager Name

• Store Name & Number
  Address

• Conducted on

  Date

• 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:

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• 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:

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• 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:

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• 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:

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• 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:

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• 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:

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• 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:

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• 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:

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• 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:

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• 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:

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• 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:

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• 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:

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• 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:

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• 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:

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  4

• 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:

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  4

• 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:

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  4

• 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

  Sign

• RGM

  Sign