Team Manager Performance

COMPLETION OF PREVIOUS NEXT STEPS<br>all previous next steps have been completed within agreed timescales

BUSINESS PLAN / WORKPLAN<br>I deliver WORKPLAN activities on time, and delegate when not in the business, my WORKPLAN is always green<br>All business plan changes are delivered on time and effectively<br>Direct to store activities launched on time and effectively sustained<br>

COMMUNICATION / TEAM 5<br>I communicate regularly with my team and colleagues<br>I hold face to face team 5 updates at least once a week<br>I hold service huddles on the shop floor with my team<br>Notice boards are all relevant, current and tidy

FUN AT WORK / COMMUNITY SUPPORT<br>I actively support and contribute with ideas for fun at work activities in my store and dept<br>I help with fundraising initiatives helping my store to achieve the charity targets<br>

OVERTIME PLANNING AND CONTROL<br>Overtime is requested and managed within budgets, all colleagues know their hours at least two weeks in advance<br>All exceptions are coded accurately and on time, ensuring my people are always coded and paid correctly<br>My dept delivers the target PI from budget control sheet, and I utilise allowed hours in the right place to serve customers

I ACHIEVE IDEAL BASE SCHEDULES<br>the ideal base schedule and allowed hours are regularly reviewed every 12 weeks<br>Moving peoples hours is fairly and consistently applied within my areas<br>My departments have the hours in the right place to serve customers, utilising ideal schedules graphs<br>I deliver my PI targets and know my target hours<br>Every colleague has an up to date availability form on file

I DELIVER GREEN AUDITS AND HEALTHCHECKS<br>my departments achieve green lights on all audits and healthchecks<br>Action plans are in place to address areas of concern, and regularly reviewed<br><br>

FORUM NEXT STEPS<br>I support the store forum process, have a rep to cover my areas, and hold meetings with reps pre and post forum<br>My reps feel valued and able to be an effective forum rep, representing my dept issues<br>All forum next steps have been delivered to timescales

CUSTOMER VIEWPOINT RESULTS<br>I have reviewed and can describe customer viewpoint results for the store and am able to describe my action plans to improve<br>I have at least one wow comment per period<br>Every colleague talks about brand guarantee with every customer at the checkout<br>I role model service, and customers are my priority all of the time<br>I regularly recognise great service for my team and the store through values awards and the service superstar awards<br><br><br><br>

WHAT MATTERS TO YOU RESULTS<br>I discuss WMTY results with every member of my team, and have a plan to improve them<br>I understand what issues my people have, and address them timely and effectively, avoiding escalation<br>I can describe my previous WMTY results and what my people fed back on the survey, and what I'm working on<br>My team recommend tesco as a great place to shop and work

TRAINING / LEGAL TRAINING<br>my team are trained and validated to deliver their job, with training record cards completed<br>All legal training is completed for my team, validated and record cards signed<br>I review my team using inspiring great performance, yearly for ca's, quarterly for team supports<br>I build capability through shoulder to shoulder coaching<br>I have completed all my relevant e learning modules, with training records signed off<br>My team have completed all relevant e learning, with training records signed off<br>

OPTIONS / DEVELOPMENT<br>I have a next me who I am developing towards a team manager role, and actively talent spot future leaders<br>I actively work on my own development / training plan<br>I spend time coaching and supporting my team, working shoulder to shoulder<br>I hold weekly reviews with all my people on and working towards the options programme, and periodic reviews with PM and GM<br>

REVIEWS / NEW STARTERS<br>I ensure all my team have a performance reviews yearly' 100 % by period 10, and follow the supporting your performance processes<br>I ensure all new starters receive a 4 wkly and 12 wkly reviews<br>All new starters are fully trained within 8 weeks of their start date, and training records signed<br>Any colleagues who have moved depts are trained and validated within 8 wks and had a progress review at 4 wks and 12 wks<br>I utilise the supporting your performance process within the timelines, having open and honest conversations to support individuals<br>I give my team review grades that reflect their performance, using the performance curve principles<br>All my team have effective next steps, and PDPs from their performance reviews<br>All new starters are till trained prior to starting on their own depts<br>All new colleagues are buddied up for week one with an existing colleague

SUPPORTING YOUR ATTENDANCE<br>I complete all welcome backs and attendance reviews on time, and as soon as possible following colleagues returning to work<br>My dept has attendance inline with the store, or better<br>I ensure all welcome back meetings are completed when I am duty manager, checking the SYA books<br>I utilise flexible work options to support my people in coming to work<br>I complete regular reviews with my colleagues on any return to work programmes<br>I know my top worst attendees, and discuss with the PM at my people meetings<br>I understand my long term sick colleagues and how I can support them in returning to work as soon as possible, keeping in touch with them <br><br>

HOLIDAYS<br>My team have had a holiday review meeting by end March for the next holiday year, with a fair process applied for seasonal requests<br>My teams holidays are all booked on the hr system<br>I review my holiday report periodically, to ensure any changes are actioned, dept moves, changes in hours, bank hols worked <br>I manage my teams holidays within my targets to minimise impact on my depts and costs, targets are recorded in my holiday diary<br>All seasonal working arrangement meetings are completed on time and passed to wages<br>

VACANCIES<br>I regularly review my target hours, and request vacancies if needed<br>I'm fully trained in selecting the best and the recruitment toolkit, and follow the correct processes<br>I ensure interviewed colleagues have feedback within 2 weeks of interview, through the compliance manager / personnel manager<br>All relevant paperwork is completed and returned to compliance / personnel straight away following interview with feedback and reason codes<br>Every colleague has correct right to work documents on file, health questionnaires, and work samples before starting with us<br>I attend all inductions with my new starters in, and talk to my people about their working hours and my expectations<br><br>

PDP CAREER DISCUSSION<br>I can describe my PDP and what three leadership objectives I'm working on, and my progress<br>I have an up to date career discussion with realistic timelines for my development<br><br>

MULTI SKILLING / SUPPORT STORE TEAM<br>I ensure my people are all checkout trained and support when needed<br>I actively support other areas of the store with my people when needed<br>I organise team fills, when needed if I'm duty<br>

WASTE<br>All waste is cleared daily<br>Perishable items are returned<br>I attend and contribute to weekly loss meetings<br>All fix at shelf tools maintained and used<br>All waste prints are signed and checked by line mngrs<br>Product recognition training is completed at checkouts<br>Critical cages in place with signage<br>Rotation checks in place, and long life code checks, date code diary completed<br>Potential reductions accurate with green routines for my areas<br>Rotation is monitored and managed <br>£ waste is within budgets weekly<br>

SHRINK<br>high value deliveries secured immediately<br>Returns completed - saltley<br>Stock records checked on hot products<br>Staff searches completed weekly<br>Lockdown audits and shrink log books completed weekly<br>Product protection used for high value products<br>All direct deliveries checked<br>High value lock ups restricted with people allowed on doors<br>Delivery Stock pre and post sorted<br>Low lines and overstocks investigated with reason codes<br>Stock record movement reports reviewed<br>Gap scan 2 x daily, Mmx routines completed, scheduled low and overs completed, planned counts actioned<br>I know my gaps and overstocks with reasons<br><br>

BIG 6 KPI REVIEW<br>1/ Customers recommend us and come back time and again - customer viewpoint service & 'I recommend this store' <br>2/ Colleagues recommend us as a great place to work and shop - What matters to you survey 'I recommend Tesco as a great place to work' & I recommend Tesco as a great place to shop <br>3/ we build trusted community relationships - customer viewpoint ' Tesco has community initiatives that help the local area<br>4/ Grow Sales <br>5/ Control costs<br>6/ Control Stock - reduce to clear & stock record accuracy <br><br>I deliver all my KPIs that I am accountable for<br>I have plans in place to improve any KPIs that are off track, reds and ambers<br>I know which KPIs I am measured on and how to improve them<br>

TRADE DRIVING<br>I have and use the pocket planner weekly<br>I complete and use the pocket trade book daily<br>I know what promotions are coming up and can describe my plans to maximise trade<br>I ensure products are promoted with correct POS when displayed<br>I manage any overcharges for my areas and document next steps in my overcharge folder<br>I spend time with stock control reviewing my sales and stock levels <br>My schedules reflect what good looks like to manage my areas, especially at key trading times<br>I have zero in stores following replenishment<br>I rumble every day, and support with my people

SAFE AND LEGAL COMPLIANCE /LOG BOOK COMPLETION<br>safe and legal records are completed daily, with effective next steps, including duty management<br>Safe and legal records are signed off weekly, and I nominate a colleague to complete in my absence <br>All next steps are actioned in a timely manner <br>I report and record all incidents when I am on duty, theft and accidents, and follow up where needed<br>

SUPERSCORES<br>I record superscores daily<br>I know my results for my areas and have next steps in place to correct any issues identified<br>I can talk about quality, full, clean, price and service to get 10/10 consistently<br>I have completed the WGLL crib sheet for my areas and actioned any reds<br>Excellent standards are delivered in my areas daily<br>

WAREHOUSE STANDARDS<br>my areas reflect what good looks like in the warehouse<br>Standards in the warehouse are the same as the shop floor<br>All cages are condensed after being worked, with product details easy to read<br>Capping shelves are managed to the correct standards<br>Promotional stock is segregated for ease of fill<br>All waste and damages are actioned daily<br>I have no back stock in green trays or part cases<br>

HEALTH AND SAFETY<br>I have a robust plan in place to improve health and safety standards within my areas<br>I feedback to colleagues when I witness any health and safety practises corrupted, and take appropriate action<br>I regularly review health and safety within my depts, and report / resolve all issues identified<br>All maintenance issues for my depts are reported, followed up and resolved

LEGAL COMPLIANCE /WORK TIME DIRECTIVE<br>Risk assessments are followed in my areas<br>Safety equipment is provided and worn for my people as per policy<br>I clock in and out for all my shifts<br>My young and child workers work the correct hours and receive the correct breaks<br><br>

STANDARDS OF DRESS ARE MAINTAINED<br>my team adhere to the correct standards of dress, hair, jewellery, nails<br>My team wear the correct health and safety uniform<br>Name badges are worn at all times<br>Uniform is clean and ironed<br>Shoes are polished<br>New uniform ordered if needed