Performance and Reward Management

EV/AJD Apr2014 approvedV1
Performance and Reward Management
Skills Assessment
Interviewer Brief
12 months have now passed since you recruited for the position of Warehouse/Store Manager. The job description is attached. The annual appraisal for the role incumbent is now due. You will act on your own or as a panel of appraisers (Operations Director, Regional Operations Manager (line manager), HR Manager) interviewing the job holder to appraise their performance over the 12 month period.
You have the following (limited) information to hand about the individual:
Performance against key job role accountabilities
1 Work within company guidelines on product display and promotions, ensuring that the organisation objective of ‘Netporter’ is reflected in the visual appearance of the retail premises, the staff and the stock (shoes, handbags, accessories). ACHIEVED TO STANDARD. Performing well. Stock handling has met the standard for ¡¥Netporter.com¡¦.
2 Train staff to deal with distribution mistakes and difficult customers. NOT ACHIEVED TO STANDARD. Six customer complaints over the last 12 months citing poor customer service and lack of responsiveness/courtesy shown by staff with non or delayed delivery of goods.
3 Manage the staff effectively: recruiting, training and motivating them, ensuring they work well and in line with Netporter policies. Carry out regular reviews of their role with them and recommend any salary increases to the Regional Operations Manager at the annual pay review. NOT ACHIEVED. Only 5% of staff have attended training in the last 12 months, whilst the Manager has also demonstrated some reluctance to carry out staff performance reviews willingly.
4 Maintain up-to-date knowledge of new stock and allocation of new location in the warehouse, ensuring that the customers can be accurately informed of current stock levels. . ACHIEVED. Demonstrates a good understanding and awareness for the need to be diligent and create ease of access for stock distribution.
5 Prepare weekly and monthly management reports on both computer disk and hard copy either for e-mail or post transmission to the Regional Operations Manager giving figures on sales, profit, staff turnover, staff costs, budget variances and stock figures by products and lines. PARTLY ACHIEVED. Reports have been produced, but some evidence of Warehouse manager not really grasping or understanding financial concepts, nor proactively suggesting how negative variances and poor sales can be addressed.
6 Work within the agreed budget for the warehouse, explaining any variations weekly and monthly to the Regional Manager together with the proposed method for returning to the agreed budget. PARTLY ACHIEVED. As above, possible weakness in financial understanding shown. 10% over budget on costs for the year. Few ideas proactively emanating from the manager on how to address.
EV/AJD Apr2014 approvedV1
Warehouse Performance
„h 10% above budget on costs
„h 15% decrease in evident repeat business/regular customers
„h Recent point of sales campaigns around end of line bargains increased sales for Q4 by 5%
Competitor Performance
„h 8% increase in market share
Personal Absence Levels
„h 8 days sickness absence in the last 12 months (all short-term absence ¡V each 1 day, self-certified)
„h Bradford Factor (B = A2 x D) rating of 512 (82 x 8). Company ¡¥acceptable Bradford factor rating of 300) Where: B = the Bradford Factor Rating A = the number of independent absence periods over the time period. D = the total number of days absence during the time period.
Warehouse/Store Absence Levels
„h Average staff Bradford Factor (B = A2 x D) rating of 700. Company ¡¥acceptable Bradford factor rating of 300)
„h Prevalence of short-term absences; patterns evident of when absence taken; greater issue with weekend staff)
Relationship with Others
„h Regional Operations Manager previously expressed satisfaction with job holders understanding of, and enthusiasm for, the market and trends in warehouse management, some concern over financial understanding and willingness of Warehouse Manager to undertake elements of the job over and above promotion of stock lines.
„h Other company Warehouse Managers in other locations have on the grapevine expressed on occasion a lack of responsiveness by the job holder to partake in team-based initiatives, responding to emails and correspondence in a timely manner and from Finance team not submitting figures on time and on occasion inaccurately.
Levels of Discipline and Grievance in the warehouse
„h 10% increase in staff grievances year on year
„h 0% change in number of disciplinary warnings issued year on year
EV/AJD Apr2014 approvedV1
Job Description: Warehouse Manager
Job title: Manager, Netporter.com,
Responsible to: Regional Operations Manager
Responsible for: Warehouse staff (four full time, seven part-time)
Job purpose: to manage the warehouse stock and distribution channels effectively, optimising the profit on sales and managing the staff within the agreed budget
The Company
Netporter.com is a multinational electronic commerce and distribution company with Headquarters in London, England being one of the world¡¦s largest online retailers for fashion, cosmetics and luxury goods. Netporter.com has a retail website for the UK but supplies through international despatch to many other countries. The main USP (unique selling point) for Netporter.com is its virtual warehouse space as stock is held in supplier¡¦s warehouses and brokered through Netporter¡¦s two distribution warehouses in Palaiseau, Central France and Manchester in the UK. Most of the leading fashion houses sell through Netport.com as do other luxury goods brands for individuals, such as cosmetics, fashion, perfumery and jewellery. The business plan is to grow by acquisition of smaller online retailers in the UK and overseas; and to this end two companies have been acquired, one in Nigeria and one in Dubai.
Key accountabilities
1. Work within company guidelines on Warehouse stock levels display and promotions, ensuring that the organisation objective of ‘Netporter.com’ is reflected in the visual appearance of the premises, the staff and the stock.
2. Ensure that customers receive their goods on time and undamaged, by developing customer care policies and helping staff to respond well to them. Train staff to deal with difficult customers.
3. Manage the staff effectively: recruiting, training and motivating them, ensuring they work well and in line with Netporter policies. Carry out regular reviews of their role with them and recommend any salary increases to the Regional Manager at the annual pay review.
4. Maintain up-to-date knowledge of Netporter stock and of general buying trends ensuring that the customers can be accurately informed of available stock.
5. Prepare weekly and monthly management reports on the computer system for e-mail or post transmission to the Regional Manager giving figures on sales, profit, staff turnover, staff costs, budget variances and stock figures by sizes and lines.
6. Work within the agreed budget for the warehouse, explaining any variations weekly and monthly to the Regional Manager.
Nature and scope
The jobholder is responsible for working within the budget agreed with the Regional Ops Manager and must alert the ROM to any possible difficulties with these constraints. The jobholder is responsible for the quality of the customer experience and the quality of service delivery provided by the Warehouse staff. Warehouse Managers can request permission to extend or reduce the range if it can be demonstrated that demand exists in their distribution area. The job holder should establish appropriate working hours to suit the location including a rotational shift for weekend working. Health and safety issues must be considered at all times.
Contracts
The job holder must deal appropriately with Netporter head office staff, customers, staff, and local council officials and uphold the company name at all times.