Business proposal - Training guidance

Topic: Business proposal - Training guidance Order Description L&D Manager Case Study Presentation - Candidate Brief As part of your application for the L&D Manager you will need to prepare a presentation. You will be given all the information and at least a week to prepare. Situation For the purpose of this exercise assume that you are the L&D Manager for 3 stores in your regional area. Store A is a large Supermarket, Store B is a Convenience store and Store C is medium Supermarket. You have recently been appointed to your position and are in the process of reviewing the stores’ current position in terms of training completion and store performance. Task You are required to review the information contained in this pack and to prepare a 15 minute presentation to establish the short, medium and long term training priorities for your stores. Clearly outline why you think specific areas are priorities for training and how you will address these. The template on the last pages of this pack can help you plan your presentation but do not feel constrained by this template. You can stick to the headings if you like. However you choose to organise your presentation please bring 2 hard copies of your work. Timings You will have 15 minutes to present and then a further 10 minutes for questions. Competencies This exercise is designed to measure important role qualities and it will give you an opportunity to show how well you: • Analyse Information • Make plans and schedules • Engage and communicate • Apply technical L&D knowledge Sainsbury’s Dictionary Sainsbury’s uses a number of terms internally that not all candidates may understand. Below is an explanation of some of the terms we use. Training Insights (TI). Shows what training has been completed and we focus on two important areas: 1. Safe and Legal training (including Refresher training). Our target is for 99% of colleagues who have been in role for 12 weeks or more to have completed it. 2. Role Specific Skills to do Your Job training. Our target is for 95% of colleagues to have completed their role specific Skills to do Your Job Training. Each store completes a manual poll of the number of colleagues who have completed training every 4 weeks Safe & Legal Work Pad. This training is for our Store Supervisors, Team Leaders and Managers. The training is focussed on core principles of managing, food safety, health and safety, procedures and processes to make sure they stay within the law and protect our colleagues, customers and brand. Making Customers Matter (MCM).This is about measuring customer experience and satisfaction. A ‘mystery customer’ visits each store and evaluates the customer experience on three areas: 1) Environment (e.g. cleanliness) 2) Engagement (e.g. friendly helpful staff) 3) Easy Exit (length of the queue and how long it takes to pay/checkout) After each visit stores receive their MCM report including comments from the mystery customer Tell Sainsbury’s. This is the name of a program that allows customers to give their direct feedback about our services and products. This feedback is collected by emailing customers a survey or via our website where customers can give feedback whenever they want. Counters. This is a department in our larger stores which includes fresh cold and hot food. We have different counters including delicatessen, fish, meat, hot foods and pizza. Our larger stores will tend to have the full range of counters and smaller stores could have just a few counters. It depends on space, competitors and the local customer demographic. Out of Codes. These are products which have passed their ‘sell-by-date. We are legally obliged to sell only products that are in date. Scorecard. Each store has a scorecard which show how the store is doing on key measures like sales, waste, training and MCM. List of materials in the pack: 1. Email from Regional Manager 2. Handover document 3. Tell Customer feedback for stores 4. Training Record 5. Training Insights results 6. MCM newsletter 1. Email From: Regional Manager, Sarah Willet To: L&D Manager Subject: Welcome & important information Hello, Welcome to the team! I hope that you are settling in well. I am writing to introduce myself and to give you information on the stores in your area where you are responsible for meeting their learning and development requirements. In my role as a Regional Manager I am responsible for the overall business performance of the three stores in our area. The safety of our staff and customers, and ensuring we meet our legal requirements, is of paramount importance. Recent store results show that Store A beat sales budget by 1% and Store B beat sales budget by 2%. Store C consistently beats its sales budget by at least 1% per quarter. We recently appointed a new store manager in Store C who has been in role for the past 8 months and is performing exceptionally well. I have attached a number of documents for you to review. There is also a handover note from your predecessor. You should have everything you need to get you started. I look forward to meeting you in person very soon. Warm regards, Sarah Willet Regional Manager 2. L & D Manager Handover Hello and welcome! Most things here are going pretty well I think, I have been off the last few weeks and I have been trying to complete the training for my new job. Here are some things you might want to have a look at to get you started. Store A • Some Team Leaders have not completed their Safe & Legal Essentials Work Pad - I have mentioned it to them. • We have been having a few issues with MCM recently - we are still silver Year To Date (YTD) so should be OK with a bit of work. • Counters keep missing their sales target so probably need to do some training here but not sure what this should focus on. Store B • They are not very good at polling their Training Insights results. You might need to ring the Store Manager to remind him to poll in Week 1. • I have visited the store a few times to look at their Training Records and there is quite a lot of missing training – I have given them lists of what to do. • We have had a number of complaints about ’out of date’ products over the past few months in the store. Store C • The store has met their TI targets and the Managers are really good at doing what they need to do. • The store is currently having a refit and will have a Pizza and Hot Food Counter opening in 3 months’ time. • The store is achieving all of its scorecard targets YTD. Good luck with everything! 3. Tell Customer feedback Store Customer Feedback A Staff are always friendly on the checkouts, although queues are sometimes quite long. A The aisle with the cheese and the yogurts had lots of out of stocks and the shelves looked really dirty. A The meat aisle looked quite empty and shelves were dirty. Staff on the shop floor are friendly. B I came into your store last week and wanted to purchase something from your Deli Counter. There were two colleagues behind the counter chatting and laughing - neither looked up to acknowledge me. I was disappointed as this is not what I expected from your store. B There was only one person on the pizza counter and there was a queue. The member of staff who was serving was doing their best but complaining that they had asked for help but no one had been sent across to them. I love your Pizzas, but I was disappointed that the member of staff was put in that situation. B I noticed that in the fresh food aisle some of the products were out of date! C Staff are always really helpful and Sophie, one of your checkout staff, helped me to my car as she saw I was struggling with my shopping. 4. Training Record Store B Colleague Training Record Name ____B. Colleague___________________________ TNR (Training Not Required) Legal Mandatory Date Completed Colleague Signature Legal Mandatory Store Specific Date Completed Colleague Signature Welcome to Convenience 02.03.2012 B Colleague Network Rail Induction TNR Safe Working Practices 04.03.2012 B Colleague High Risk Food Safety Workshop TNR Be Safe, Be Alert DVD 02.03.2012 B Colleague Machinery Training 04.03.2012 B Colleague Petrol Skills to do your Job Cards and Sign off TNR Petrol Skills to do your Job Cards EPOS and Sign Off TNR Petrol Tanker Delivery TNR Petrol Safe and Legal Workshop TNR Non-Legal Mandatory Date Completed Colleague Signature Non-Legal Mandatory Role Specific Date Completed Colleague Signature Checkouts Skills to do Your Job Cards and Sign Off 09.07.2014 B Colleague Bakery Skills to do your Job Cards and Sign Off TNR Shop Floor Skills to do Your Job Cards and Sign Off Cash Management TNR Cash Office EPOS TNR Hot Foods Skills to do your Job Cards and Sign Off Licence to Count TNR Licence to Unload TNR Pizza Counter Skills to do your Job Cards and Sign Off 11.10.2015 B Colleague Price Control (Non EPOS only) TNR Salad Bar Skills to do Your Job Cards and Sign Off 03.06.2015 B Colleague Self-Checkout Cash Management 06.08.2014 B Colleague Clothing Click & Collect Operating Your Convenience Store Cards and Sign Off TNR Store B Colleague Training Record Name ____C. Colleague________________________________ TNR (Training Not Required) Legal Mandatory Date Completed Colleague Signature Legal Mandatory Store Specific Date Completed Colleague Signature Welcome to Convenience 16.08.2015 C Colleague Network Rail Induction TNR Safe Working Practices 16.08.2015 C Colleague High Risk Food Safety Workshop 20.08.2015 Be Safe, Be Alert DVD Machinery Training 17.08.2015 C Colleague Petrol Skills to do your Job Cards and Sign off TNR Petrol Skills to do your Job Cards EPOS and Sign Off TNR Petrol Tanker Delivery TNR Petrol Safe and Legal Workshop TNR Non-Legal Mandatory Date Completed Colleague Signature Non-Legal Mandatory Role Specific Date Completed Colleague Signature Checkouts Skills to do Your Job Cards and Sign Off 21.08.2015 C Colleague Bakery Skills to do your Job Cards and Sign Off Shop Floor Skills to do Your Job Cards and Sign Off 22.08.2015 C Colleague Cash Management TNR Cash Office EPOS TNR Hot Foods Skills to do your Job Cards and Sign Off 02.09.2015 C Colleague Licence to Count TNR Licence to Unload TNR Pizza Counter Skills to do your Job Cards and Sign Off TNR Price Control (Non EPOS only) TNR Salad Bar Skills to do Your Job Cards and Sign Off TNR Self-Checkout Cash Management 24.08.2015 C Colleague Clothing Click & Collect Operating Your Convenience Store Cards and Sign Off TNR Store B Store Lead Training Record Name ____________L. Lead_________________________ TNR (Training not Required) Legal Mandatory Date Completed Colleague Signature Legal Mandatory Store Specific Date Completed Colleague Signature Welcome to Convenience 07.09.2013 L Lead Network Rail Induction TNR Safe Working Practices 07.09.2013 L Lead High Risk Food Safety Workshop 19.11.2015 L Lead Be Safe, Be Alert DVD 08.09.2013 L Lead Machinery Training 07.09.2013 L Lead Refrigeration Temperature Management System 10.11.2014 L Lead Petrol Skills to do your Job Cards and Sign off TNR Safe Use of Fire Extinguishers DVD 06.02.2014 L Lead Petrol Tanker Delivery TNR Being Inclusive Workshop 08.06.2015 L Lead Petrol Safe and Legal Workshop TNR Disciplinary Process Workshop 13.11.2014 L Lead First Aid at Work Workshop 12.12.2013 L Lead Convenience Store Lead Development Plan 12.09.2014 L Lead Operating the Store Development Plan 17.06.2015 L Lead Personal Licence Holder Qualification 12.09.2014 L Lead Right to Work Workshop 06.09.2014 L Lead Safe and Legal Essentials Work Pad Workshop and TYK Think 25 for Managers and Convenience Store Leads 09.04.2015 L Lead Store B Store Lead Training Record Name ____________L. Lead_________________________ TNR (Training not Required) Non-Legal Mandatory Date Completed Colleague Signature Non-Legal Mandatory Store Specific Date Completed Colleague Signature Cash Management 16.01.2015 L Lead Bakery Skills to do your Job Cards and Sign Off 02.03.2014 L Lead Cash Office EPOS TNR L Lead Hot Foods Skills to do your Job Cards and Sign Off 03.02.2014 L Lead Checkouts Skills to do Your Job Cards and Sign Off 19.10.2013 L Lead Pizza Counter Skills to do your Job Cards and Sign Off 04.05.2014 Licence to Count 22.11.2014 L Lead Salad Bar Skills to do Your Job Cards and Sign Off 05.05.2014 Licence to Unload L Lead Self-Checkout Cash Management 20.10.2013 L Lead Price Control (Non EPOS only) 26.07.2014 L Lead Clothing Click & Collect Operating Your Convenience Store Cards and Sign Off TNR Shop Floor Skills to do Your Job Cards and Sign Off 23.01.2014 L Lead Payroll Operating Your Convenience Store Cards, Sign Off TNR Verisae Facilities Management How to Guide 15.09.2015 L Lead Petrol station development plan TNR RSS Reporting Coach’s Notes and Learner’s Pack TNR Labour for Convenience Store Leads Workshop TNR Price Control Operating Your Convenience Store Cards and Sign Off EPOS Stores TNR Our Values Event Wellbeing and Managing Attendance Workshop TNR   4. Training Insights Results Store Number of Colleagues % of Colleagues Trained - Safe and Legal Safe and Legal result Role specific foundation result Overall Result Store A 276 92.03% RED GREEN RED Store B 43 67.00% RED RED RED Store C 256 99.22% GREEN GREEN GREEN 5. MCM Newsletter – Visit 12 Store A YTD: 81.5% Visit 12: 76.6% ? Don’t forget! Our MCM helps us to think about how we serve all our customers and where we can improve. Let’s focus on continuing the progress we are making and focus on the areas highlighted to deliver a great result in the next visit. Candidate Response Sheet Please use this template to structure your response but do not feel constrained by the template. Bring your own expertise and judgement, and add further information in the template if you wish to do so. Analysis of issues for each store Store A Store B Store C Priorities Short Term 0-2 weeks Medium Term 2-6 weeks Long Term 6 weeks and onward Actions Impact and how I’ll evaluate Case study 2: Fringe Benefits Tax (max 1000 words, references unrestricted- only as necessary) Periwinkle Pty Ltd (Periwinkle) is a bathtub manufacturer which sells bathtubs directly to the public. On 1 May 2015, Periwinkle provided one of its employees, Emma, with a car as Emma does a lot of travelling for work purposes. However, Emma's usage of the car is not restricted to work only. Periwinkle purchased the car on that date for $33,000 (including GST). For the period 1 May 2015 to 31 March 2016, Emma travelled 10,000 kilometres in the car and incurred expenses of $550 (including GST) on minor repairs that have been reimbursed by Periwinkle. The car was not used for 10 days when Emma was interstate and the car was parked at the airport and for another five days when the car was scheduled for annual repairs. On 1 September 2015, Periwinkle provided Emma with a loan of $500,000 at an interest rate of 4.45%. Emma used $450,000 of the loan to purchase a holiday home and lent the remaining $50,000 to her husband (interest free) to purchase shares in Telstra. Interest on a loan to purchase private assets is not deductible while interest on a loan to purchase income-producing assets is deductible. During the year, Emma purchased a bathtub manufactured by Periwinkle for $1,300. The bathtub only cost Periwinkle $700 to manufacture and is sold to the general public for $2,600. 1. Advise Periwinkle of its FBT consequences arising out of the above information, including calculation of any FBT liability, for the year ending 31 March 2016. You may assume that Periwinkle would be entitled to input tax credits in relation to any GST-inclusive acquisitions. 2. How would your answer to (1.) differ if Emma used the $50,000 to purchase the shares herself, instead of lending it to her husband?