THE SALVATION ARMY POSITION DESCRIPTION. Family Stores Area Manager. Chair - xxxx Family Store Management Board

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1 THE SALVATION ARMY POSITION DESCRIPTION Position: (FSAM) Appointee: Report to: Works with: Chair - xxxx Family Store Management Board Regional Family Store Manager, Corps Officers and other Family Store Management Board members, Team Leaders, staff and volunteers, Customer & Donors, Community Ministries & Corps Staff and volunteers, DHQ Business Team Location: Standard Hours of work: 40 hours a week. Monday to Friday, 8.30am to 5 pm, with an unpaid lunch break of 30 minutes. PURPOSE OF THE POSITION: The (FSAM) needs to implement and lead the strategic plan, and is responsible for the successful operation of the retail stores within agreed Key Performance Indicators (KPIs) through leading an effective and collaborative team, continually looking for opportunities to further improve the performance of the stores. OBJECTIVES: To help raise the overall standard and performance of all family stores for which the FSAM has responsibility To ensure all family stores provide a safe and secure Christian environment for all customers, donors and staff; To ensure Family Store strategy, policies and procedures are implemented and adhered to by all family store staff and volunteers; Each Family Store exists to- Through the provision of meaningful employment and volunteer opportunities, have a workforce committed in: Raising funds to assist in achieving the mission of The Salvation Army (TSA) at local and regional level. Together as an integral part of the local expression of TSA facilitate meaningful engagement with our faith based communities and support programmes.

2 KEY RESULT AREAS and KEY TASKS PERFORMANCE INDICATORS Team Leadership Customer and donor experiences reflect the values and expectations outlined in the Family Store Manual. Develop, maintain and promote a healthy working relationship with Management team, Corps Officers, family store team leaders and staff. A culture of encouragement, recognition and team work is fostered. Staff know where the family stores fit within the wider Salvation Army and how to facilitate and refer people to the right channels. Provide ongoing coaching, accountability and a duty of care for all family store team leaders and staff; provide regular, informal, constructive feedback. Identify individual staff strengths, weaknesses and learning styles. Develop plans and training and staff coaching to utilise strengths. Complete recruitment, induction, annual goal setting/reviews, and performance management processes as outlined in the Family Store Manual and HR policy. Work with Team Leaders and management to ensure that adequate Positive feedback and repeat custom from customers and donors. Growth of customer counts and donations. Meeting regularly with Corps Officers and Managers and discussing any major concerns with the board chair. All staff clearly understand and can communicate the role of the Corps and vision and place of the family store within the community. All staff understand that money raised by the store is integral to funding the local mission within the community. All staff know how to refer people to other Salvation Army services. Staff engagement is positive and an inviting atmosphere exists within the store. Staff feedback evidences regular open dialogue and support. Staff selected fit within the team as well as within TSA culture. All staff and volunteers are recruited and managed as per TSA minutes and Family Store Manual.This includes that any serious staffing concerns (eg disciplinary concerns) are raised to RFSM and DHQ.

3 staffing levels are maintained in all stores. HR requirements as outlined in the Family Store Manual in conjunction with the administrators are completed on time and annual leave is well managed. Weekly one-on-one informal and regular formal meetings with staff for accountability with good documentation. Management responsibilities To input and implement family store business plan and model across all stores. Ensure that all family stores reach the required standards of excellence and performance. Monitor and analyse store performances including identification of variance, remedial strategies and recommendations for future planning. Be proactive in marketing the Family Store and strengthening the region s communities understanding and appreciation of the store and Corps connections. Provide regular reporting to internal stakeholders as required. Provide regular reports to management board and stakeholders with accurate analysis and feedback for discussion and to discuss possible solutions. Work with the Management Board to develop and maintain an appropriate strategy by collaboratively setting individual goals for each store and reviewing them regularly. Meeting regularly with board chair and RFSM. Attendance and participation in family store manager conferences. Check the monthly financial statements and report any concerns or highlights. There are plans for regional marketing and events Operational responsibilities Assist with the preparation of all store budgets where practicable. Make regular visits to stores. Ensure Family Store policies, cash handling requirements and procedures are adhered to by all family stores and provide training in these areas. Completed budgets are reviewed and assistance provided with preparation of budgets. Set a timetable for store visits. Cash count discrepancies are reasonable and identified. Cash banked next business day (or as agreed by DBA)..

4 Identify stores that are underperforming and provide appropriate support to these stores. In conjunction with the appropriate Corps administration staff ensure that all cash handling policies are completed and signed by two people and that banking is deposited next business day. Department sales are reviewed daily against daily targets with the relevant staff, with actions taken to improve results and staff are motivated where required. Ensure that family stores operates within agreed range of KPI s All stock is rotated on an agreed cycle. Facilitate and ensure that processing and key staff understand store target market(s), types and quantities of stock required to meet targets, and process efficiently and effectively to have right stock at price to sell-today in-store. Staff are aware of targets and any actions they need to take to help the store reach these targets. Daily targets achieved. Sales analysis of each department is meeting or exceeding expectation. Minimal stock unsold after agreed rotation cycle. 4 weekly is the suggested cycle. Retail areas always have enough stock at least daily to ensure sales targets can be met. System is in place to have stock topped up at regular intervals during the day. KPI s as detailed - Surplus to sales ratio - benchmark 30% - Staff wages to sales ratio- benchmark 30-35% - Sales/Surplus at least meets budget YTD - Sales/Surplus no less than previous YTD - Sales/Surplus better than previous 2 YTD - Dollar spend per household in line with Divisional average All expenditure is approved before purchased. Merchandising & Retail Support Provide retail support and cover as required in the advent of staff absence. Ensure through coaching and mentoring that all stock is displayed in a well presented, safe manner which will lead to the goods selling quickly windows, racks and displays of are of a high standard Windows, displays and racks are tidied and restocked throughout the day. All staff are aware of our chosen target market and the retail science behind merchandising decisions. that all staff are proactive in upselling and driving sales on the floor. Mission support Ensure all family stores understand and Check that the staff/volunteers know and

5 actively support the mission objectives of The Salvation Army. understand the Mission and the place of family stores. Attend training and staff events as required of the contributing Corps. Compliance Ensure family stores are compliant with all legislative obligations and follows policies and procedures set out in HR, Health and Safety (H&S) and Family Store Manuals Manage hazards particularly manual handling, clear pathways and deescalation and that these hazards are managed promptly and escalated when additional finance/ resource is required. Ensure that all audit requirements are complied with.. Check that each store has the correct procedures in place to monitor and report accidents and hazards. The Family Store Manual is available for all staff and that it is a regular feature in all monthly staff meetings. Staff are aware of H&S requirements and obligations and have access to forms. All family stores have safe working conditions and fit for purpose tools for the task to be performed. All H&S reporting and annual audits are completed correctly on time. Annual internal audits will reflect adherence to policies and audit requirements. QUALIFICATION a relevant qualification and a minimum of 4 years team leadership experience. Current clean driver s licence. KEY COMPETENCIES The appointee would be able to demonstrate: Have well developed leadership and staff management skills and a relational people approach; able to lead, motivate and direct a team to achieve goals, with the energy, passion and competencies to turn vision into reality. Ability to relate to people from a diverse range of backgrounds, sensitive to ethnic, cultural and issues; and to build long term positive working relationships. A business focused attitude, with a good knowledge of sales/ retail. Goal and target focused and able to evaluate and analysis numerical data to inform decisions.

6 High level problem solving ability working with others and using the information available to identify and select the best option. Ability to provide accurate information, advice and guidance in a timely manner. The ability to communicate effectively, verbally and in writing. An ethical approach to working in a respectful, honest and transparent way to build trust across the family stores, upholding the values of The Salvation Army. Using their initiative, identifying improvements and looking for new opportunities. Creative, with an eye for presentation and layout. Willingness to contribute to the mission of The Salvation Army. Confident with basic office and retail technology - computer use, systems, Word and Excel, printer/scanner operation, online tools like Google Docs, electronic cash register. Useful is: An understanding of legislation relating to employment (eg Holidays, Privacy and Employment Relations Acts) and to the retail sector (eg Consumer Guarantees Act). Knowledge of the Salvation Army structure and systems Employee Date: Date: Corps Officer/Centre Manager