Employee Behaviour Standards

SIMULATED BUSINESS – Sim’s Hardware 2 | P a g e Table of Contents BUSINESS PROFILE ................................ ................................ ................................ ..................... 5 Organisational Overview ................................ ................................ ................................ ............ 5 Vision Statement ................................ ................................ ................................ ...................... 10 Vision Statement ................................ ................................ ................................ ...................... 10 Australian Hardware Organisation Chart ................................ ................................ ................. 11 Risk Management Plan ................................ ................................ ................................ ............ 12 POLICIES, PROCEDURES, PROCESSES ................................ ................................ ....................... 18 Armed Robbery Procedures ................................ ................................ ................................ ..... 18 Customer Feedback Questionnaire ................................ ................................ ......................... 20 Customer service standards ................................ ................................ ................................ ..... 21 Dealing with customer complaints ................................ ................................ .......................... 22 Department Sales Report ................................ ................................ ................................ ......... 24 Department Sales Report ................................ ................................ ................................ ......... 25 Safety ................................ ................................ ................................ ................................ ....... 26 Fire and evacuation procedures ................................ ................................ .............................. 29 Staff and customer accidents ................................ ................................ ................................ .. 30 Employee behaviour standards ................................ ................................ ............................... 32 EEO policy ................................ ................................ ................................ ................................ . 37 Incident Report Form ................................ ................................ ................................ ............... 39 Opening and Closing the Premises ................................ ................................ .......................... 40 Work Attendance ................................ ................................ ................................ ..................... 41 Pay rates and bonus schemes ................................ ................................ ................................ .. 42 Performance appraisals ................................ ................................ ................................ ........... 44 Performance Appraisal Form ................................ ................................ ................................ ... 46 3 | P a g e Policies dealing with Theft ................................ ................................ ................................ ....... 53 Customer's property ................................ ................................ ................................ ................ 56 Dealing with cash, credit, cheques and EFTPOS ................................ ................................ ...... 60 Dealing with cash holding and banking procedures ................................ ................................ 64 Returns policy ................................ ................................ ................................ .......................... 64 Staff general security ................................ ................................ ................................ ............... 66 Stock control policy and procedures ................................ ................................ ....................... 67 Stock handling ................................ ................................ ................................ .......................... 69 Store pricing policy ................................ ................................ ................................ .................. 70 Coordinating stocktake ................................ ................................ ................................ ............ 74 Stocktake sheet ................................ ................................ ................................ ........................ 79 Shrinkage sheet ................................ ................................ ................................ ........................ 80 Discrepancy sheet ................................ ................................ ................................ .................... 81 Mark -down Worksheet ................................ ................................ ................................ ............ 82 Store Safety Policy and Procedures ................................ ................................ ......................... 83 Store Security Policy and Procedures ................................ ................................ ...................... 93 Staff Induction Checklist ................................ ................................ ................................ ........ 113 Recruitment and Selection Policy ................................ ................................ .......................... 115 Procedure: To make a complaint ................................ ................................ ........................... 116 Grievance Policy ................................ ................................ ................................ ..................... 117 System to monitor sales performance ................................ ................................ .................. 118 COMPANY DOCUMENTS ................................ ................................ ................................ ........ 126 Head Office Financial Management Policies and Procedures Manual ................................ .. 126 Financial Performance 2016 -2017 ................................ ................................ ......................... 139 Statement of Financial Position Ending FY2017 ................................ ................................ .... 140 Austral ian Hardware Marketing Plan 2017 ................................ ................................ ........... 141 4 | P a g e Business Plan ................................ ................................ ................................ .......................... 165 5 | P a g e BUSINESS PROFILE Organisational Overview 1 With 138 stores and approximately 10,000 staff across the country, Sim’s Hardware is one of Austraila's largest hardware retailers. Sim’s Hardware provides a wide range of products at competitive prices for the purpose of home improvement Sim’s Hardware has been a part of the Austr alian retail landscape from last many decades. What is now known as Sim’s Hardware opened its fir st store under the name of Sim 's Home Goods in George St Sydney. Sim’s Home Goods initially specialised in the manufacturing and sale of small household furniture. The business quickly expanded from one to four stores across Sydney's northern and western suburbs. The stores employed the equivalent of 60 full -time staff by the beginning of 1928. All of which were either family members or friends. In 1930, the midst of the Great Depression, the demand for Sim’ s Home Goods began to dec line. Over the next three years, the business close d three of the big stores. In 1941, declining consumer demand in conjunction with the onset of World War II again brought Sim’s Home Goods to the brink of closure. The business imm ediately initiated a 6 | P a g e change process that included re -training the existing manufacturing and sales staff and modifying the company's supplier relationship s and equipment to cater for new contract s. This sustained the business through the war years. In the early 1950s, the business was repositioned ; this time to benefit from the housing boom by supplying wood and other hardware items. The business was re -named Sim’s Hardware and an expansion program commenced that took the business into all states ove r the next 10 years. The business has continued to expand to now have 138 stores and approximately 10,000 staff across the country. Products Employment We aim to be innovative with the benefits we offer to help staff achieve the right balance between wor k and life. These benefits include:  Flexible working options such as job sharing, off -site work, transition to retirement and career break  Purchased leave of up to an extra four weeks annual leave can be purchased through salary sacrifice  Carer’s, compassionate and personal leave is available to care for sick family members 7 | P a g e  Flexible leave to fulfil defense service duties  Parental and adoption leave options for when your family grows  Special purpose leave to enable our people to undertake activities in the community  Educational assistance and study leave to assist further education and development  Carer’s services for children, elderly parents or relatives  Employee assistance program offering counselling services for people and their families  Recognit ion scheme and leadership development programs  Competitive remuneration including performance bonus structures and income protection insurance  Employee share plan to assist employees to become part owners of Sim’s Hardware . Community Sim’s Hardware wor ks in partnership with local community groups and sports clubs to help fundraising activities. We provide opportunities for local clubs and organisations to run produce stalls on Saturday mornings outside our stores. We also provide discounts for material s being purchased for the construction or maintenance of community facilities by community organisations. 8 | P a g e Environment Sim’s Hardware has a commitment to minimising our environmental impact by:  using resources wisely;  ensuring our suppliers operate sustainably and ethically;  encouraging and educating customers about environmentally friendly alternatives; and,  focusing on appropriate waste management principles. We consider social, economic, cultural and environmental risks and benefits into our business decision -making. Stores With over 130 stores nationwide there is bound to be one near you. 9 | P a g e 10 | P a g e Mission Statement Sim’s Hardware provides the best quality hardware, homewares, garden supplies and building materials from Australia and the world. Sim’s Hardware is committed to providing customers and tradespeople withvalue through everyday low prices, product quality, expert service , community engagement and environmental responsibility. Vision Statement Within five years, Sim’s Hardware will lead the hardware and home -improvement market in Australia. 11 | P a g e Sim’s Hardware Organisation Chart 12 | P a g e Risk Management Plan Sim’s Hardware is committed to the effective management of risk, which is central to the continued growth and profitability of the company. The purpose of this policy is to ensure that: ● appropriate systems are in place to identify – as much as is reasonably possible and practical – risks that the company faces in conducting its business ● the potential impact of identified risks are understood and appropriate limits are set to assist in the management of exposures to those risks ● responsibilities are delegated to m anage the identified risks ● assurance is provided as to the effectiveness of the risk management system and risk controls ● any changes to the company’s risk profile are monitored and disclosed. This policy covers all risks that could have a material impact on the company, including those related to:  people  assets  objectives  customers  reputation  the environment  The Chief Financial Officer (CFO) is accountable for: ● identification and management of risks including risks in relation to all significant investment decisions ● appointing the system owners, through whom appropriate systems and procedures for the identification, reporting and management of risks are deve loped, implemented, maintained and reviewed 13 | P a g e ● provision of reports to the board on performance in relation to identification, assessment and management of risks, including environmental risk. Risk Management Store managers are accountable for: ● the d evelopment, implementation, maintenance and review of appropriate policies, procedures and systems for the management of all risks within their area of responsibility ● providing assurance that the systems of risk management and internal control within th eir area of responsibility operate effectively in all respects. The Chief Risk Officer at each store is accountable for: ● demonstrating, through a program of assurance and review, the effectiveness of, and compliance against, those systems used to iden tify and manage risk ● providing an effective system for assurance, at six monthly intervals, from employees with specific delegated responsibilities under this policy ● the provision of an appropriate insurance program ● the identification of material changes to the company’s risk profile and recommending their disclosure All managers, supervisors and employees are responsible for: ● taking all reasonable and practicable steps to perform their responsibilities delegated under this policy and the rela ted systems and procedures. Reporting For the approval of Sim’s Hardware annual financial reporting, the Chief Financial Officer states to the board in writing that: ● the declaration provided in accordance with s295A of the Corporations Act 2001 is founded on a sound system of risk management and internal control and that the system is operating effectively in all material respects in relation to financial reporting risks. 14 | P a g e The CFO provides a report to the board indicating: ● the effectiveness of the company’s risk management and internal control systems in relation to business risks ● the effectiveness of the company’s risk management and internal control systems in relation to environmental and triple bottom line related r isks. Risk Management Strategy and Plan Introduction Sim’s Hardware recognises that risk management is an essential component of good management practice and is committed to the proactive management of risks across the organisation. The strategy is desi gned to: ● identify, evaluate, control and manage risks, including environmental risks ● ensure potential threats and opportunities are identified and managed ● inform store management, partners and staff members about their roles, responsibilities and reporting procedures with regards to risk management ● ensure risk management is an integral part of planning at all levels of the organisation. Guiding Principles Sim’s Hardware is committed to achieving its vision, business objectives and quality objectives. This will be achieved through the proactive management of risk at all levels of the organisation. Sim’s Hardware acknowledges that embracing innovative ideas and practices c arries with it risks, but that these are identifiable and measurable and therefore capable of being subject to realistic risk mitigation processes. Responsibility and Authority Store managers/partners have responsibility for ensuring that risk managemen t is in place. Managers/partners have the responsibility of reviewing the Risk Action Plan (outlined in the table at the end of this document) on a monthly basis. Staff support and implement policies approved by the partners. 15 | P a g e Key risk indicators will be identified , closely monitored and action taken where necessary , by all employees of Sim’s Hardware . LRES Training Management Pty Ltd Risk Management Framework This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling Sim’s Hardware to respond to a variety of operational, financial, commercial and strategic risks. These elements include: ● Policies an d procedures: A series of policies underpin the internal control process. ● Reporting: Decisions to rectify problems are made at regular meetings of the partners and store management. ● Business planning and budgeting: The business planning and budgeting process is used to set objectives, agree on action plans and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the partners. Contingency planning is undertaken as required. ● Risk management review: The partners are required to report monthly. ● External audit: The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the partners. Definitions Risks are identified on a scale of likelihood of occurring in the next 12 months and assigned an impact or consequence of the risk as high, medium or low. High includes either a significant shortfall of around 40% in achieving budget or a significant reduction in ability to function. Medium includes eit her a shortfall of budget of between 10% and 20% or some reduction in function, and low indicates minor reductions in achieving budget or minimal reduction in performance. Risk Management Action Plan 16 | P a g e 17 | P a g e 18 | P a g e POLICIES, PROCEDURES, PROCESSES Armed Robbery Procedures Our company policy is to provide a safe and healthy working environment. Do not attempt to be heroic: your life is worth more than any amount of money. However, in the event of a hold up the following procedures must be followed:  Remain calm and quiet  Stand still and do not make any sudden movements  Obey the offender 's instructions  Do not draw attention to yourself, and speak only when spoken to  Avoid direct eye contact and do not stare at the offender What to do immediately after the offender has left the scene:  Arrange first aid assistance if required  If possible, note direction and means of departure, not putting your self at risk.  When safe to do so advise security and the Manager who will ring the police 000 and contact head office  The Manager will seal off the area where the event took place  The Manager in charge will ask all witnesses to remain until the police arrive and you will be allowed to your notif y parents and family, should you be required to remain in the store  The Manager will complete the appropriate forms Store safety tips  Do not chase offenders  If safe to do so observe the dress and physical appearance of the offender  Assess the offenders' he ight against a display stand, post or doorway  Do not attempt to answer a ringing telephone 19 | P a g e  Do not attempt to delay the departure of the offenders; as soon as they leave you are safe  Do not discuss the incident with other employees until you have spoken wit h the police.  Do not drive a vehicle immediately after a hold up due to possible shock affecting you  Do not touch anything as evidence could be destroyed  We recommend any trauma counselling that is offered by management 20 | P a g e Customer Feedback Questionnaire Dear customer, We value your comments about the kind of service you received while shopping in our store. To help us to serve you better, your responses and suggestions guide us in making key decisions regarding store operations. 1 Are our sales staff always friendly and helpful? If No, please suggest some changes you would like to see in the future . ________________________________ _______________________ ________________________________ _______________________ ________________________________ _______________________  Yes  No 2 Are you satisfied with how our sales are processed in terms of speed, accuracy and the handling of credit or debit cards? If No, please suggest some changes you would like to see in the future . ________________________________ _______________________ ________________________________ _______________________ ________________________________ _______________________  Yes  No 3 Are you impressed with the store 's presentation in terms of access in aisles and at stands, cleanliness, lighting and signage?  Yes  No 4 Are you satisfied with our range of merchandise?  Yes  No 5 How many times have you visited this store before today?  1-5  6-10  11 -15  More 21 | P a g e 6 Which age group do you belong to?  15 -25  26 -35  36 -45  Over 45 Thank you for taking the time to help us to try and improve our service to you. Your name (Optional): ________________________________ ___ Postcode: _______  Male  Female Customer service standards Customer service policy Excellent customer service is our number one priority and we expect customers to be treated with respect. Staff members at all times should do whatever it takes to create a happy and satisfied custome r. Remember the first impression is very powerful. Once this has been formed, it takes a long time to change it. Greeting the customer Welcome all customers with "Good morning/afternoon " and with a genuine smile and a spontaneous approach. Call customers by their name wherever possible. Always use eye contact, good body language and use facial expressions. Then leave the customer to view store merchandise for a short while before re -approaching. 22 | P a g e Making the customer welcome In a friendly professional manner , always let the customer know you are there to help. If you are busy with another customer, advise the customer you will attend to them shortly or ask another staff member to assist them. By starting a genuine conversation with a customer you are showing an interest in them and their needs. Asking open questions is a positive way to keep the conversation flowing. Product knowledge All staff members will be correctly trained in all product knowledge, as customers expect us to educate them and inform them. It is crucial to understand the features and benefits of each garment and explain to the customer how to care for the item e.g. dry clean only, hand wash, the need for a water proofing spray. Farewell the customer Your farewell statement should be warm, fr iendly and genuine. You should always include the words "Thank you. Let me know how the outfit went. Enjoy your day. " Always invite the customer back to the store. Your excellent customer service will always make a difference. If you reinforce the customer 's purchase and make the customer feel go od about the item they have purchased, then the customer will leave feeling satisfied with their purchase instead of wondering did they really need it. Good customer service is about doing a lot of little things bet ter and about providing something different and fun to experience. Dealing with customer complaints It is a challenge to convert an unhappy customer to a satisfied customer. Most customer complaints can be resolve d at store level, and by following our Company 's three step procedure, it can be don e. 23 | P a g e Step 1: Manage the emotion Listen to the customer Show that you are listening by using eye contact. If need be, take notes. Never interrupt the customer while they are explaining the problem. Assure the customer you can help them. Empathise with the customer. Put yourself in the customer 's shoes and show you understand and support them. Use statements such as "I understand your frustration sir/madam and I am sure we can resolve the problem. " Apologise Always apologise for any inconvenience and assure the customer that you or another staff member can help them. If you do not feel confident, call for your Supervisor. Do not make a scene. Step 2: Negotiate a solution Identif y the problem by agreeing with the customer 's complaint. It is paramount all staff me mbers are correctly trained and have a sound knowledge of store policies and procedures, specifically the returns and refund policy. Assist the customer or refer the matte r to the Supervisor, who will take the customer to the Supervisor 's desk. Ask what th ey would like to see happen, rather than what they want you to do about it. Don 't let the customer force you into a quick decision. Step 3: Commit to action Be positive wh en resolving a customer 's complaint. Focus on the problem and don 't dwell on what wen t wrong. Determine a solution which is acceptable to both customer and the Company. Some solutions available are refund, exchange or a credit note. If a resolution cannot be found at your level, it is Company Policy that a Supervisor attends to the customer. 24 | P a g e Points to remember when dealing with angry customers are:  The customer is always right  Always remain objective while a customer is being abusive  An angry customer should be dealt with quickly and quietly and away from other customers Department Sales Report Department: ____________________ Month: ___ Monda y Tuesda y Wednesda y Thursda y Frida y Saturda y Sunda y Tota l Week 1 Targe t Actual + / - Week 2 Targe t Actual + / - Week 3 Targe t 25 | P a g e Actual + / - Week 4 Targe t Actual + / - Supervisor : ________________________________________ Equipment security Our store has purchased equipment to make the company more efficient and professional. Equipment is a valuable asset and it is the Supervisor 's responsibility to ensure the following rules are adhered to:  Equipment is serviced on a regular basis  Staff members are encouraged to treat equipment with respect  All staff are appropriately trained in the use of equipment and associated occupational health and safety is sues  Equipment is used in appropriate manner and not for personal use  All equipment should be stored in a locked cupboard  Keys are held by the Supervisor at all times  Equipment is not left lying around as theft could occur 26 | P a g e Safety Occupational Health and Safety Commitment At The Store, working together, we aim to provide both our staff members and our customers with a safe and healthy environment. A safe working environment is not something that just happens -we all have to make it happen. What is Occupational Health and Safety (OH&S) Legislation? Occupational Health and Safety Legislation aims to protect the health, safety and welfare of people at work. It lays down general requirements, which must be met at all workplaces. The Legi slation covers self -employed people as well as employees, employers, students, contractors and visitors. The company will at all times provide a safe working environment To do this we will provide:  A safe and healthy working environment for all our employe es, contractors, visitors and customers  A written safety policy  Encouragement for all staff members and employees to help maintain and improve the health, safety and welfare of all employees  On -going safety training for all employees  Rehabilitation for inj ured workers  Safe entrances to and from the building  Safe equipment and working methods, including appliances, tools and a safe system of work  Arrangements for ensuring the safe use, handling, storage and transport of equipment and substances The superviso r's role Your supervisor will: 27 | P a g e  Ensure the overall safety off employees and company property under his/her control  Ensure that no task will be undertaken if health and safety standards are compromised  Ensure that all company rules and procedures are adhered to at all times The employee 's role As an employee we expect that you will:  Follow all workplace policies related to safety  Practice safe work habits  Use protective equipment and clothing properly  Know emergency procedures  Not willingly place at risk the workplace health and safety of yourself or others Safety Committee Our Safety Committee meets the first Tuesday of each month. We have found this is one of the most effective ways of involving employees in maintaining and improving health and safety stand ards in the workplace. Our committee guidelines adhere to the OH&S Act. The basic company guidelines are:  A committee must be established where a workplace has 20 or more people  The committee should consist of no more than eight people  At least one departm ent manager or supervisor should be a member of the committee  Committee members should consist of one employee from each department  Meetings should be documented and conducted each month on a set day  All safety issues should be discussed during safety meet ings and acted upon  Two safety inspections must be conducted each month prior to meeting 28 | P a g e If you want to join the Safety Committee, please contact your store manager. OH&S Resolution Strategy If you become aware of an issue within your work environment that is unsafe, you should try and rectify the problem if safe to do so before it causes an injury. You should assess whether you can fix the problem yourself safely. Never endanger yourself or others under any circumstances. If you cannot fix the problem rep ort it to your OH&S representative, Supervisor or Manager. Fixing safety issues as they arise will provide a safe environment for our employees to work in and our customers to shop in. Accident prevention To prevent accidents we must always maintain:  Safe Equipment: Use the right tool for the job and check equipment for faults before use. If unsafe, tell the appropriate person  Safe Environment: Inspect floors regularly for spillage of liquids or produce, and stack shelves safely. Clean all spillages and use appropriate signs  Safe Behaviour: Only use the equipment that you have been trained to use. Never endanger yourself, customers or other employees Workers compensation All employees are entitled to claim workers compensation if they suffer a work related illness or injury. If an injury occurs you must:  Inform your manager or supervisor immediately and they will arrange medical treatment  Complete an incident or accident report and get your supervisor to sign it 29 | P a g e Workers compensation forms are available from your manager Fire and evacuation procedures If you see a fire or emergency:  Stay calm and make an assessment of the situation  Assist any person in immediate danger if it is safe to do so  Notify your Store Manager  Ring emergency services on the phone number 000  Make an announcement over the PA system that there is a problem and request all customers to leave goods and purchases and vacate the store in an orderly manner ### Show a map of emergency exits. Fire wardens or a responsible member of staff should:  Direct all customers to the nearest safe exit  If safe to do so, secure cash and shut down computers  Proceed to your assembly area until the emergency is over  Inform premises on either side of the building about eme rgency  Account for all staff Company responsibility:  All staff are trained in the fire and evacuation procedures  A fire warden is always on staff  All fire equipment is checked regularly by the local fire department  Fire alarm is working properly Your respo nsibility: 30 | P a g e Know the fire drill procedures Be aware of the location of portable fire extinguishes, hose reels, emergency exits and the location of your store 's assembly area First Aid facilities and assistance As part of our commitment to promote a safe and healthy working environment, we encourage staff members who would like to become a first aid attendant to do so. To apply you need to have been in our employment for more than 3 months. For more information please contact your manager. Staff and customer accidents If you have an accident at work you should:  Seek First Aid if necessary  Report the accident to your store or department manager, whether you are injured or not  Fill out incident or accident report  Take steps to avoid repetition of the accident ### Refer to Incident and Accident report If you see a customer who has had an accident you should:  Remain calm  If possible, move injured person to a safe place  If unable to move, make the person as comfortable as possi ble Arrange for first aid assistance to attendant the accident  If needed, phone the ambulance  Ensure the store or department manager is informed immediately 31 | P a g e  Seek any friends or relatives of the injured person who may be shopping with the customer  Never adm it that the accident was the fault of the store or make promises to any customer 32 | P a g e Employee behaviour standards Our aim is to look professional for our customers and make them feel comfortable when they visit our store s. Employees ' dress code All staff are required to present themselves in a professional manner for their employment roles. Staff member 's appearance i s a reflection of our company 's image. Uniforms will be supplied but it is up to the staff member to make sure all uniforms are cleaned and pressed prior to commencement of shift. In some circumstances protective clothing is supplied and must be worn accor ding to company policy. Cleanliness Normal standards apply including bathing, the use of deodorant and kee ping fingernails and hands clean. ### For more information refer to Food Handling and Hygiene manual. Hair Should be neatly trimmed and combed hair. Long hair must be tied back Moustaches are permitted, but must be neat and clean; sideburns should be neatly trimmed. Footwear All staff must wear blue/black solid, closed footwear to protect their feet from injury. Caps and aprons Caps and aprons must be worn at all times for hygiene purposes. Name badges 33 | P a g e Name badges must be worn during your shift. Jewell ery and cosmetics We appreciate that everyone is an individual but we as a team need to give a professional image to our customers. When at work, please do not wear anything that might offend our customers such as loud hair colour, body piercing, etc. - Con servative use of cosmetics is permitted, however nail polish and false nails are not allowed. For safety reasons jewellery must be minimal and conservative. Body piercing and tattoos must be covered during your shift. This is for health and safety and food safety reasons. Smoking Smoking is not permitted in any area of the store. A smoke free policy covers all buildings at all times. Alcohol and other drugs Under no circumstances must you start your shift under the influence of drugs, alcohol or any illegal substances. While on the premises it is also unacceptable to sell or consume alcohol or other drugs, or illegal substances. Breaking of this rule will result in instant dismissal and possible police notification. Grievances and discipline Our store promot es the idea of open communication in a non -threatening atmosphere. However in a corporate environment a certain level of conflict is inevitable. The key to effective resolution is that any grievance should be dealt with as close to its source as possible. 34 | P a g e Grievance resolution procedures The employee 's role Everyone in the store has the responsibility and the right to solve any problems or grievances if they occur. Create open communication channels and ensure that the workplace is free from discrimination. Discuss any complaint or grievance in a clear and logical way by following the correct procedural steps:  Employees shall notify the supervisor or manager in writing and state the remedy sought  Take the complaint to the manager if the complaint involves a supervisor  Reasonable time limits must be allowed for discussion at each level of authority  While procedures are being followed, normal work must continue The supervisor 's role As a supervisor you have a responsibility to develop trust and mutual respect, therefore all matters concerning grievance and discipline should be treated in a professional manner and in the strictest of confidence. Procedural steps:  Be assertive and ensure the problem is solved in a reasonable matter; be fair, non - discriminating and make sure you have all the facts before discussion commences  Allow reasonable time limits for discussion. Listen actively to employee complaints and grievances in an empathetic manner and reassure the employee that complaints will be resolved  Attempt to r esolve the conflict by discussing the problem with all parties close to the dispute  Encourage each party to state the problem and have both parties work together to find a solution 35 | P a g e  The supervisors must provide a response to employee 's grievance if the matt er has not been resolved If a resolution is not achieved refer the matter to the Manager The manager 's role Arrange for a further meeting between all parties to try to resolve the dispute. If the dispute can not be resolved at this level, as a last resort the following options are available: Procedural steps:  All employees and employers have the right to be represented by an industrial organisation  Employ a professional mediator or counsellor Disciplinary action Termination of employment Misconduct by an em ployee will result in 2 verbal warnings being issued, then a written warning, which will be signed by Management and the employee. The written warning will be kept on file for a period of twelve months and should the company need to issue another warning, the employment will be terminated. On termination of employment and within 7 days of the termination date, you will receive your wages, along with any holiday pay that you are owed. Misconduct Once employed with the store you must comply with our conditions of employment. If you fail to do so you may be terminated or issued with a verbal or written warning. Acts of misconduct are: 36 | P a g e  Creating general disharmony among employees  Verbal abuse of empl oyees  Abusive language, swearing or offensive behaviour  Frequent absentee and lateness without explanation  Refusal to follow instructions  Not following the dress code standard Instant dismissal In some circumstances, unacceptable behaviour may include wilf ul misconduct. In such situations employees will face instant dismissal without notice. The following actions may result in instant dismissal:  A serious breach in OH&S procedures  Committing a criminal offence at the workplace  Giving unauthorised discounts  Sexual harassment or discrimination of customers or employees  Committing sexual acts on the premises  Causing of any harm or intentional abuse to any employees or customers Under no circumstances may you start your shift under the influence of alcohol or ot her drugs, or any illegal substances. While on the premises it is also unacceptable to sell or consume alcohol or other drugs, or any illegal substances. The store will not tolerate theft of any kind, whether it be money or stock. If you are caught with an y of these in your possession you will be dismissed immediately and police action will be taken. 37 | P a g e EEO policy Our aim is to create a harmonious and enjoyable work environment for all employees. We all have a duty to prevent discrimination in the workplace. Our aim is to identify and eliminate discrimination. Failure to obey this policy could mean instant dismissal. Anti -discrimination and equal opportunity We have a commitment to prevent discrimination in the workplace. The A nti -discrimination and equal opportunity laws make it generally unlawful to discriminate against a person because of:  Religious preference  Gender or age  Physical impairment and condition  Sexual preference  Racial or ethnic background  Marital status  HIV/AIDS , hepatitis and other infectious diseases  Pregnancy and family responsibility  Sexual harassment Under Federal and State laws, sexual harassment in the workplace is unlawful. Our company will not tolerate harassment of any kind. Failure to obey this can lea d to instant dismissal.Conduct doesn 't have to be deliberate or intentional to amount to sexual harassment if it is unwelcome. Sexual harassment is verbal, written or physical behaviour of a sexual nature that is unwelcome and uninvited. Some examples are:  Offensive comments, jokes or gestures 38 | P a g e  Persistent leering or staring at you or your body  Flashing  Patting, pinching, fondling  Intrusive enquires into your private life  Jokes about someone 's appearance body shape, etc. Affirmative Action Our affirmative action program is to seek the right person for the right job. We strive to ensure equal access to promotion, training and development opportunities, and all other aspects of employment to all classes and groups of individuals. We have a number of affirmati ve action programs. -For more information please contact your supervisor. 39 | P a g e Incident Report Form When did the incident occur? Date : _____ / ___ / 20____ Time : ____: _______ AM /PM Who was involved? (Please tick one or more boxes ) Office staff Store staff Customer Contractor Other Was anyone injured ? Yes No Name of person injured :__________________________________________ Address : __________________________________________________ __________________________________________________ Phone : Day : _____________ Night : ____________ Mobile : ____________ Was there a witness ? Yes No Witness details (Please tick one box only ) Office staff Store staff Customer Contractor Ot her Name of witness : _____________________________________________ Address : __________________________________________________ __________________________________________________ Phone : Day : _____________ Night : ____________ Mobile : ____________ What type of incident was it? Minor injury Assault Trauma Vandalism Break and enter Robbery Theft Other Were the police contacted? Yes No Where did the incident occur?_______________________________ What happened? ____________________ ________________________________________ ____________________________________________________________ Describe the injury or damage ____________________________________________________________ ____________________________________________________________ What type of treatment was used? ____________________________________________________________ 40 | P a g e ____________________________________________________________ What immediate action did staff memb ers take? ____________________________________________________________ ____________________________________________________________ I agree that this information about the incident is true. Signature of injured party _________________________ Date ______ ______ Who is reporting this incident? Name: ________________________________________________ Position: ________________________________________________ Follow up actions taken: ____________________________________________________________ ____________ ________________________________________________ Signature of reporting party________________________ Date: _____/____/_____ Opening and Closing the Premises For the safety of yourself and others please follow these opening and closing procedures. Opening the store On arrival, please enter through staff entrance and sign in.  Secure your belongings in your locker  Sign for keys and count float in cash office  Secure your float in the cash register  Make sure all windows and doors are open and customer entrances are open and clear of obstacles  Vacuum the floor if needed  Turn on all equipment eg radio, air conditioning  Turn on lighting Closing the store All staff must leave before closing procedure is started 41 | P a g e No fri ends or relatives allowed during closing procedure Alarms will be activated by the Supervisor and security officer and all keys to be handed in to the security officer and signed off in the key register  Ensure that only the appropriate lighting is left on  Check all toilets, fitting rooms and do a quick run around to make sure no one is left in the store  Make sure all doors and windows are closed  Make sure all equipment is turned off eg radios, air conditioning  All registers clear and cash taken to the cash office Note : If your car is parked in a dark place make sure a security officer accompanies you to your vehicle. Cash office security After hours security is responsible for managing and maintaining building security Keys to the office are provided to all executive staff and to other staff members, as the occasion requires Doors must be kept locked at all times Two people must always be present when opening the safe and counting money . Work Attendance Punctuality All staff are required to be in their working area ready to commence at the start of their shift. Please use the toilet, put your bags away and have a drink before commencing your shift. 42 | P a g e Public holidays If you are rostered on a shift the day before or the day after a public holiday and you call in sick, a doctor's certificate must be supplied. This means if a public holiday falls on a Monday and you call in sick on either the Friday or the Tuesday a certificate will need to be supplied. Probation period All new employees will be on a three -month probation period. During your probation period there will be monthly reviews. At the end of the probation period a meeting will be organized for the employee, Dept. manager/supervisor and branch manager to discuss y our progress. Absence forms If you know you are going to be absent, you are obliged to phone in or have someone else phone in before your start time on each day of non -attendance.Absence of more than three consecutive days without notification may be consi dered abandonment of your job and may result in instant dismissal. Pay rates and bonus schemes Pay rates All staff members will be paid the award wage as stated by the Department of Industrial Relations and covered un der the award in each State. Furthermore, all staff members are entitled to the following penalty rates:  Overtime  Weekend and late night penalty rates and loading  Public holidays For more information regarding awards, refer to Industrial Relations website in your State. 43 | P a g e Staff members requiring additional hours A memo will be distributed to all staff members one month prior to peak trading e.g. Christmas, Easter or extended trading hours, to advise staff of additional hours available. Please advise your Supe rvisor in writing if you are interested in additional hours. Staff members who require a variation to the forthcoming roster e.g. annual leave, rostered day off, or sick leave, should complete a Roster Variation Form , which is available from your Superviso r. The Supervisor who allocates the roster will take all requests into account, but it is not always possible to please everyone. Preferences are given to employees who have been with the company the longest. Bonus schemes The store recognises excellence in sales achievement and offers incentives to continue enhancing sales performance in the future. Bonuses will be awarded to staff members who achieve individual sales targets. Monthly targets Staff members are set achievable sales targets. Bonuses are pai d as follows: Sales assistants 2% After 2 years of service 2.5 % Supervisors 3% Bonuses are calculated as follows: Employee A: Sales target for the month was $25,000. Achieved amount was $30,000. Therefore $5,000 x 2% = $250.00, less the appropriate tax. 44 | P a g e All bonuses will be paid on the seventh day of the following month. Performance appraisals Motivating the Sales Team One of the keys to motivate your team is to identify their individual strengths and weaknesses. This is done by way of a Performance Appraisal conducted by the Supervisor every three months. Once individual strengths and weaknesses are identified, the Sup ervisor can:  assist with improving weakness through training  direct staff members to tasks that enhance strength and reward staff members strengths. When the Performance Appraisal has been completed, it is reviewed and kept by Personnel Department. Performance Appraisal begins with the job description, tasks and competencies. Use these as the criteria against which key objectives will produce a performance judgement. The job description provides the clear and definitive standards required for objecti ve measurement. Key points to successful performance appraisals Staff need to be made aware of the appraisal system. It should never be a surprise. They should know:  why they are being appraised  what they will be appraised on  how the appraisal will be carr ied out  how it will help them 45 | P a g e What use is made of the result?  To be effective, the appraisal should produce a positive, creative and learning situation.  The appraisal is used for development rather than blame.  An important function is the creative aspect i.e. new targets, plans and goals need to be set.  It is the Supervisor in conjunction with the Personnel Department to provide help in setting new goals to gain commitment from staff to work towards achievement of the agreed goals.  An appraisal is a valuab le tool for the Personnel Department to identify strength and weakness as well as prepare a training strategy to enhance and address the development needs of staff members. 46 | P a g e Performance Appraisal Form Employee 's name: _______________________ Supervisor ____________________ Position Held: ___________________________ Time in Position: ________________ Period Appraised: ________________________ Position Status: FT / PT / CAS Key : O = Outstanding H = Highly Proficient S = Satisfactory N = Needs improvement Instructions : Rate yourself on each of the areas by circling the applicable appraisal key letter. Make any necessary comments in the space after each section. The appraisal covers all areas of your job function. The form has been designed to bring out your strengths and development needs. It will be discussed with your Supervisor. This appraisal is personal and confidential. Future Objectives (complete this part in the discussion phase of your appraisal) A ________________________________ ____________________ Action Date: ______/_______ /__________ B ________________________________ ____________________ Action Date: ______/_______ /__________ 47 | P a g e C ________________________________ ____________________ Action Date: ______/___ ____ /__________ D ________________________________ ____________________ Action Date: ______/_______ /__________ A Sales, service and promotion of products and services Employee Supervisor Shows a friendly nature and provides efficient service to customers O H S N O H S N Provides accurate and helpful advice on products and services available O H S N O H S N Actively sells and promotes all products and services O H S N O H S N Actively sells additional merchandise at every opportunity O H S N O H S N Comment : ________________________________ _______________________________ ________________________________ ________________________________ ________ B Processing of sales transactions and procedures Employee Supervisor Follows procedures for all transactions O H S N O H S N Operates register correctly O H S N O H S N Maintains cash security and follows cash handling procedures O H S N O H S N Comment : ________________________________ _______________________________ ________________________________ ________________________________ ________ C Complaint handling Employee Supervisor 48 | P a g e Handles complaints confidently and effectively O H S N O H S N Knows level of authority O H S N O H S N Comment : ________________________________ _______________________________ ________________________________ ________________________________ ________ D General Employee Supervisor Maintains a neat and tidy appearance at all times O H S N O H S N Shows punctuality and reliability O H S N O H S N Requires little supervision with work assignments O H S N O H S N Demonstrates decisive, practical and reliable decisions O H S N O H S N Shows good listening skills and speaks clearly and concisely O H S N O H S N Demonstrates awareness of others ' needs and is a good team player O H S N O H S N Willing and able to accept greater responsibilities O H S N O H S N Awareness to show regard for health and safety issues O H S N O H S N Always looking to improve procedures and processes O H S N O H S N Takes every opportunity to develop own skills O H S N O H S N Comment : ________________________________ _______________________________ ________________________________ ________________________________ ________ Major strengths What areas of my job description do I excel in? ________________________________ _ ________________________________ ________________________________ ________ Development needs What specific areas of my job should I work towards improving my understanding or level of skills? ________________________________ ________________________________ __ 49 | P a g e ________________________________ ________________________________ ________ Particular training or retraining I need to complete _______________________________ ________________________________ ________________________________ ________ ________________________________ ________________________________ ________ Supervisor' s comments ________________________________ ____________________ ________________________________ ________________________________ ________ ________________________________ ________________________________ ________ Employee' s signature : ________________________________ Date: __/____ /____ Supervisor 's signature : _______________________________ Date: __/____ /____ Point of Sale Questionnaire Department: _________________________ Staff Member: ____________________ Date: ________________ Conducted by: _____________________________ Level of service What time period elapsed before the salesperson acknowledged the customer?  1 - 5 seconds  6 - 10 seconds  11+ seconds What was the salesperson 's first communication?  no greeting at all / customer made first contact  a simple acknowledgement e.g. "Hi "  an acknowledgement and greeting Did the salesperson apologise for any inconvenience as customers lined in a queue? 50 | P a g e  Yes  No Was the correct amount charged for the goods purchased?  Yes  No Did the salesperson offer any additional merchandise or service?  Yes  No Did the salesperson mention any promotion or specials?  Yes  No Did the salesperson enter the sa le into the system without error?  Yes  No Cash sale only: Did the salesperson call the amount tendered by the customer?  Yes  No get change before placing amount tendered in cash drawer?  Yes  No count back the change to the customer?  Yes  No pass the change directly into the customer 's hand?  Yes  No 51 | P a g e Card sale only: Did the salesperson process the sale efficiently using electronic or manual methods?  Yes  No give the customer the correct copy of the receipt?  Yes  No pass receipt (& pen if appropriate) directly into customer 's hand?  Yes  No pass back the card using the customer 's name?  Yes  No Were the customer 's goods placed in a bag or wrapped appropriately?  Yes  No What was th e salesperson 's farewell?  no farewell  simple farewell e.g. "Thanks "  farewell plus parting comment Staff appearance Is the salesperson wearing approved uniform or appropriate clothing?  Yes  No 52 | P a g e Is the salesperson clean and tidy?  Yes  No Is the approved name badge being worn?  Yes  No General Are promotions current?  Yes  No Have all old promotional materials been disposed of?  Yes  No Are all store facilities operational? (If not, report immediately)  Yes  No Are customer complaints handled accordingly?  Yes  No Comments and overall impression: ________________________________ ________________________________ ________ ________________________________ ________________________________ ________ ________________________________ ________________________________ ________ Signature : ________________________________ ____ Date : _____________ 53 | P a g e Policies dealing with Theft Preventing theft Shop lifting is a huge cost to our business and must be reduced where possible. It is our company policy that with the proper training you can prevent shoplifting before it happens. Keep an eye on anyone acting suspicious, be alert and watch out for the signs. All staff must be on the look out for all acts of dishonesty and all incidents must be reported to the Manager. Our company policy is to prevent theft by the RGD method R: Recognise suspicious behaviour G: Good customer services D: Danger spots and times Recognising suspicious behaviou r  Shoppers who loiter in an area for a long time  Persons shopping in a group who split up but maintain eye contact  Groups of school children with large bags  Shoppers who avoid a staff member 's attention  Shoppers who wear unusual or bulky clothing Good cust omer service prevents theft Through good customer service there are ways to reduce the risk of shoplifting. The preventive measures our company follows are:  Always count the number of items customers take into the change room (company policy is no more tha n three items)  Always count the number of items when the customer is leaving the change rooms 54 | P a g e  Check customer and staff bags  Acknowledge customers on entering and leaving the store  Always offer customers assistance if they are wandering around  Look for cust omers watching you and ask if you can help them  Check that all lighting is turned on and working  Ask customers holding goods if they would like to pay for them  Make sure counter displays are fully stocked  Always keep cupboards locked that should be locked  Always keep the staff room door closed  Always keep your staff lockers locked Danger spots for theft Always maintain a clear view across the shop and have no hidden areas that may provide an easy opportunity to conceal merchandise. Areas of the store which are most likely to attract thieves are:  Displays near exits  Change rooms  Toilets  Unlocked doors  End of aisles Danger times for theft Shoplifters are most likely to steal during danger times so be alert and remember RDG. Keep your mind on the job during th ese times:  Late night and Saturday mornings  Holiday periods when store has busy peak times  Opening and closing times of the store  Staff changeovers 55 | P a g e  While attending to fitting room, lay -bys, changing displays, restocking and while using a ladder As a preve ntive measure, the store safety policy states that three limbs must be on the ladder at all times and a second person must support the ladder. That way they can also be keeping an eye out for any suspicious behaviour. Apprehension of shoplifters Be aware as shoplifting can happen unexpectedly. Apprehension of shoplifters should be the last resort. Our store policy is prevention is easy and a far more effective approach. False accusation or wrong apprehensions may leave our store open to charges. If you sus pect a customer of stealing, try to encourage them to purchase the item by using statements such as:  Would you like to purchase that item (use the name of the item if you know what they have taken)  You can pay for that item at the register when you are rea dy  Do you know we have a lay -by system?  If the customer has left the store and has not paid for the goods, use the following statements:  I am sorry but I think you have forgotten to pay for that item  Did you know you have not paid for the item in your poss ession? Procedure if apprehension must occur Alert another staff member to contact security by calling extension 71 Inconspicuously follow the accused if it is safe to do so Never accuse the customer of stealing or touch them in any way Ask the customer to accompany you to the security office 56 | P a g e If customer refuses to wait for security to arrive, inform security of the following d