EXERCISE 2.

1:

New-manager challenges and job focus

- Common challenges you might face now:

- Delegating effectively and following up

- Shifting time from “doing” to “leading” (planning, coaching, coordinating)

- Building trust and credibility with the team quickly

- Balancing store operations with people development

- Managing upward expectations (head office, district managers)

How your job focus changes:

- From hands-on execution to designing systems, aligning staff to goals, and monitoring
performance

- From performing tasks yourself to empowering others and creating a positive working
environment

- From resolving every issue personally to coaching staff to solve issues themselves

EXERCISE 2.2:

Knowledge, skills, and attitudes for a good Store Manager

- Skills (how you do it): delegation, time management, communication, coaching,

performance management, problem solving, conflict resolution, scheduling, financial basics
(cost control, margins)

- Knowledge (why it matters): store operations, product availability, stock control, customer
service standards, HR policies, health and safety, loss prevention, budgeting

- Attitude (how you apply): customer-focused, accountability, adaptability, learning mindset,

fairness, resilience, collaboration, integrity

EXERCISE 2.3:

Manager vs Leader

- Manager: plans, organizes, assigns tasks, monitors performance, controls processes,

ensures targets are met
- Leader: sets direction, inspires and motivates, coaches people, influences culture, fosters
vision and buy-in

- Exercise prompt (example):

- Sophie (Team 1): participative/coach-style; team shows higher engagement,

collaboration, initiative, and stronger peer support

- Lucas (Team 2): more directive/task-focused; team shows clarity of roles and faster task
completion, but potentially less innovation and ownership

- How to use this: mix both styles as appropriate; adapt to team maturity and task
complexity.

1) Tasks you can delegate (example):

monthly stock replenishment planning, routine merchandising updates, weekend shift

schedules, basic customer escalation handling

EXERCISE 2.4:

Delegation practice

1. Steps to delegate:

- Define the task outcome, deadline, and standards

- Choose a capable person and explain rationale

- Provide resources, boundaries, and authority

- Set checkpoints and feedback loops

- Document learning and outcomes

2) Selecting individual to perform task:

match tasks to the person’s strengths, development goals, and workload

3) Delegation discussion notes:

what you observed, support provided, and expectations clarified

4) Checkpoints:

short daily/weekly updates, milestones, quality checks

5) End-of-period results:

assess if standards and deadlines were met; identify success factors or blockers
6) Learnings:

what you would do differently next time (e.g., clearer brief, more autonomy, better
milestones)

EXERCISE 2.5:

Formal and informal teams; your roles

- Example:

- Formal teams: Store management team, shift supervisors, inventory team

- Informal teams: break-room peer groups, cross-functional problem-solving circles

- Your role in each:

- Formal: leader/facilitator, set goals, assign roles, monitor performance

- Informal: coach, connector, culture carrier, address tensions, promote collaboration

EXERCISE 2.6:

Methods to know your staff better

- Practical methods:

- One-on-one meetings (regular, brief check-ins)

- Personality/working style quick assessments or participation in brief surveys

- Regular feedback and listening sessions

- Shadowing or rotating responsibilities to uncover strengths

- Informal social interactions to build rapport

- Plain-language ask: “What motivates you? What would help you perform better?”

EXERCISE 2.7:

Role of the Store Manager in building an effective team

- Core role: create clarity, align individual roles to the team goal, set expectations, and
remove barriers

Team member contributions:

share ideas, own development, support peers, hold each other accountable, communicate
openly

EXERCISE 2.8:

[Link] of your team and implications

- at Stage 4

2. (Performing), implications:

- The team usually operates with high trust and competence

- You should focus on delegation, coaching, succession planning, and process optimization

- Keep motivation high by recognizing contributors and providing stretch opportunities

3. Actions to improve effectiveness:

- Refine routines, metrics, and decision rights

- Promote peer coaching and knowledge sharing

- Identify potential future leaders and start mentoring

EXERCISE 2.9:

What motivates you?

- Common personal motivators: achievement, autonomy, growth, recognition, purpose,

security

- How this could influence staff motivation:

- If you value growth, provide development plans and stretch assignments

- If you value recognition, implement regular praise and visible wins

- If you value autonomy, grant more decision-making authority where appropriate

EXERCISE 2.10:

How to motivate your staff and create a supportive environment

- Practical actions you can take:

- Set clear goals and connect them to store performance

- Recognize and celebrate both small and big wins

 - Provide opportunities for development and advancement

- Empower staff with appropriate decision rights

- Ensure feedback is constructive and ongoing

- Create a safe, inclusive environment where ideas and concerns are heard

- Align rewards and incentives with performance and behavior

EXERCISE 2.12:

Summary responsibilities of the Store Manager

- Brief, practical summary you can adapt:

- Lead and develop people: know your team, set expectations, coach, give growth
opportunities

- Deliver store performance: meet sales, profitability, inventory control, and customer
service standards

- Manage operations: scheduling, stock, merchandising, safety/compliance, loss prevention

- Build the team: communicate a clear vision, foster collaboration, manage conflict,
succession planning

- Communicate and align: with head office, district managers, and your team; ensure clarity
of goals

- Monitor and improve: use data to drive decisions, set quality standards, review progress
regularly

- Culture and values: model ethical behavior, inclusivity, and a positive store culture

MODULE 3

1) Negative impacts of hiring the incorrect individuals

- Poor job performance and lower productivity; wasted training time and costs

- Higher turnover and recruitment costs from misfit hires

- Negative impact on customer service and shopper experience

- Safety, compliance, and risk issues (theft, accidents, policy violations)

- Low team morale, conflicts, and reduced collaboration

- Scheduling inefficiencies and increased absenteeism

- Brand/reputation damage and reduced trust with customers and colleagues

- Opportunity cost: lost sales and wasted management effort on remediation

EXERCISE 3.1.

Key requirements for a person working in a Trueworths store (irrespective of role)

- Strong customer service mindset: friendly, helpful, responsive

- Reliability: punctuality, good attendance, dependable

- Communication and teamwork: clear communication; works well with others

- Basic numeracy and cash handling awareness; attention to accuracy

- Problem-solving and adaptability: handles queries, multi-tasks as needed

- Safety and compliance awareness: follows policies, health/safety rules

- Digital literacy: comfortable with POS systems, scanners, store apps

- Professional appearance and adherence to uniform standards

- Integrity and trustworthiness; honesty in daily duties

- Physical stamina: ability to stand long periods and lift light to moderate loads

- Willingness to learn about products and promotions

EXERCISE 3.2.

1. Advantages of an online system for Trueworths

- Wider, faster reach to potential candidates; improved applicant pool

- Consistent, standardized screening reduces bias

- Streamlined process: automated job postings, screening, and notifications

- Better data tracking: applicant flow, source effectiveness, time-to-fill

- Integrated workflows: interview scheduling, feedback collection, reference checks

- Enhanced candidate experience: status updates, faster feedback

- Compliance and audit trails (privacy, consent, data retention)

- Easier onboarding handoff with digital documents

2. Advantages to the applicant

- Apply anytime from any location; convenience and flexibility

- Clear job descriptions and standardized questions

- Faster, more transparent process with status updates

- Ability to apply for multiple roles or locations in one system

- Efficient resume parsing and quicker screening

- Feedback opportunities and potential for clearer next steps

EXERCISE 3.3.

Screening CVs: what to look for and notes

- Relevance: direct experience and accomplishments aligned with the job

- Clarity and quality: readable format, consistent dates, no typos

- Progression: career growth, responsibilities, and impact demonstrated

- Quantifiable achievements: numbers (e.g., sales, customer satisfaction scores, error

reduction)

- Gaps or inconsistencies: note explanations and plan to address

- IT and role-specific skills: POS familiarity, cash handling, product knowledge

- Red flags: frequent short-stints without rationale, long unexplained gaps

- Respect privacy: avoid noting age, gender, ethnicity, or other protected attributes

- Document: use a simple notes field per CV (quality, relevance, potential concerns)

EXERCISE 3.5.

Why consistent questions should be asked of all applicants for the same position.

- Ensures fairness and equal opportunity

- Enables objective comparison across candidates

- Reduces the risk of unconscious bias influencing decisions

- Provides defensible, auditable rationale for hiring decisions

- Improves the reliability of the selection process and candidate experience

EXERCISE 3.6. IS BASED ON THE ASSESSMENT PREPARE THE INTERVIEW RECORD SHEET.

EXERCISE 3.7.

Benefits of conducting reference checks.

- Verifies employment history and roles claimed

- Provides insight into performance, reliability, attendance, conduct

- Gauges teamwork, communication style, and work ethic from a supervisor’s perspective

- Identifies strengths and development opportunities from a past manager

- Helps assess cultural fit and potential safety or policy issues

- Reduces hiring risk by validating claims before offer

EXERCISE 3.8.

How to make your hiring decision?

- Define must-have and nice-to-have criteria for the role; assign weights

- Use structured interviews with standardized questions across all candidates

- Score CV relevance, interview responses, and any assessments against a rubric

- Conduct reference checks and integrate findings into the decision

- Compare candidates using a decision matrix; identify top scorers

- Check for bias; involve the minimum necessary stakeholders; ensure documentation

- Make a clear, justifiable decision; prepare to communicate next steps to candidates

- If applicable, ensure offer aligns with policy, pay bands, and onboarding plan.

MODULE 4
EXERCISE 4.1.1

1) What is the purpose of induction?

- To welcome and integrate new staff into the store.

- To teach them how the store operates (policies, processes, systems).

- To communicate safety, compliance, and conduct expectations.

- To shorten the time it takes for a new hire to become productive.

- To align new staff with the store culture, customer-service standards, and performance
expectations.

2) What currently happens in a store when new staff join? What have you observed?

Suggestions for observation :

- Is there a formal onboarding checklist or a documented induction program?

- Do new hires receive training on safety, cash handling, POS, and stock procedures?

- Are store policies and house rules explained, and is there a sign-off?

- How long does it take for new staff to be able to work independently?

- Is there a buddy/mentor system, or do new hires largely train themselves?

- Are access to systems (POS, inventory, schedules) and uniforms provided promptly?

- Are there common gaps or repeating questions from new staff?

- Are safety procedures, emergency exits, and incident reporting explained?

- How is progress tracked (briefing notes, checklists, quizzes)?

EXERCISE 4.3

Would you do this as a store manager? Why is it so important?

- Yes. As a store manager, implement a structured induction program for every new hire.

- Why it’s important:

- Ensures consistency across all new staff (same baseline knowledge).

- Accelerates productivity and reduces mistakes (e.g., cash handling, safety).

- Improves safety compliance and reduces risk to the business.

 - Improves onboarding experience, which helps retention.

- Sets clear expectations about service standards, conducts, and policies.

- Facilitates faster integration with the team and store culture.

4) EXERCISE 4.4

Review a copy of the store house rules currently in existence in your store. Can you
suggest improvements? Are all new store staff aware of them?

- Improvements you can propose:

- Put rules in plain language, short sections (safety, conduct, appearance, use of devices,
breaks, lateness, emergencies, reporting).

- Use bullet points and clear headings; create a one-page quick reference card.

- Add a simple sign-off process (new staff sign to say they’ve read and understood).

- Translate into the languages used by your staff; provide visuals for key rules.

- Introduce a training module or micro-learning about house rules during induction.

- Schedule periodic refresher reminders (quarterly or after policy changes).

- Post rules in visible places (staff room, back office) and in the digital workspace.

- Tie rules to consequences and escalation paths; ensure fairness and consistency.

- Include real-work examples and scenario questions during onboarding.

- Are all new staff aware of them?

- Implement an onboarding checklist item: “House rules explained and signed off.”

- Add a short quiz or practical assessment during induction to confirm familiarity.

- Track acknowledgments in the HR or training system; review during 30-day reviews.

Exercise 4.5

Now that you have completed this module, summarize your responsibilities as a
Trueworths store manager.

Sample summary:

- Lead and manage daily store operations to meet sales targets and service standards.

- Hire, train, coach, and develop staff; manage performance and succession.
- Ensure excellent customer service and a positive shopping experience.

- Oversee stock control, merchandising, pricing, promotions, and inventory accuracy.

- Maintain store presentation, safety, cleanliness, and asset protection.

- Ensure compliance with company policies, health and safety regulations, and legal
requirements.

- Manage cash handling, banking, and financial reporting; monitor shrinkage.

- Schedule staffing, breaks, and payroll-related tasks; staff communications.

- Build and maintain vendor relationships; execute promotions and seasonal campaigns.

- Monitor KPIs, analyze data, and report to regional management.

- Communicate changes, issues, and opportunities to the store team and HO.

MODULE 5

EXERCISE 5.1

1) What is the difference between an important task vs an unimportant task?

- Important task: contributes significantly to achieving goals, outcomes, or long-term success

(e.g., improving customer satisfaction, achieving sales targets, ensuring safety).

- Unimportant task: has little impact on goals or outcomes, or can be delegated or

postponed without major consequences.

2) What is the difference between an urgent task vs a non-urgent task?

- Urgent task: requires immediate attention or action (time-sensitive); delays have

consequences (e.g., resolving a cash discrepancy at close, addressing a customer complaint
right away).

- Non-urgent task: can be planned and scheduled; delaying it does not cause immediate
problems (e.g., planning a staff training session, reviewing monthly promotions).

EXERCISE 5.2

List the tasks you do every day as a store manager. Assign each task to a quadrant
(Eisenhower matrix):
- Quadrant I (Urgent and Important):

- Open/Close procedures and cash reconciliation, handling a POS outage, immediate safety
incident or medical emergency, resolving a major customer complaint.

- Quadrant II (Important but Not Urgent):

- Staff development and coaching, inventory planning and replenishment, reviewing and
adjusting rosters for efficiency, merchandising improvements, training on new policies.

- Quadrant III (Urgent but Not Important):

- Responding to some emails or messages that require quick action but don’t impact long-
term goals (e.g., routine inquiries), minor interruptions from gadgets or vendors that don’t
affect core outcomes.

- Quadrant IV (Not Urgent and Not Important):

- Low-value tasks or distractions (e.g., scrolling social media unrelated to work, trivial
administrative chores that could be delegated or scheduled later).

EXERCISE 5.3

EXERCISE 5.5

5. What additional tasks are a store manager required to do on a daily basis?

- Monitor and respond to sharp spikes in customer demand or stock issues.

- Lead briefings with the team to communicate goals, safety, and promotions.

- Monitor cash handling and POS performance; address discrepancies.

- Observe service quality; coach staff during peak times.

- Check store cleanliness, safety conditions, and compliance with policies.

- Review and adjust the day’s plan based on sales data and customer flow.

- Communicate with head office and suppliers as needed.

6. What additional tasks are a store manager required to do on a weekly basis?

- Hold a team meeting to review performance, goals, and training needs.

- Conduct a weekly stock check/inventory reconciliation; adjust orders.

- Review promotions, pricing, and visual merchandising; plan upcoming weeks.

- Prepare weekly staff schedule, approve leave, and manage coverage.

- Analyze weekly sales trends and customer feedback; adjust tactics.

- Complete weekly financial reconciliation and petty cash review.

- Maintain vendor relationships; place or adjust orders for the week.

- Perform a routine store audit (safety, cleanliness, signage, equipment checks).

7. What additional tasks are a store manager required to do on a monthly basis?

- Review monthly sales performance and KPIs; set targets for next month.

- Conduct cycle counts or full inventory reconciliation; investigate discrepancies.

- Review budget, cost controls, and Profit & Loss implications; adjust where needed.

- Conduct staff performance reviews; identify development plans and training needs.

- Update and review store standards (merchandising guidelines, visual displays) for
consistency.

- Plan and review promotions, marketing activities, and seasonal campaigns.

- Ensure all compliance training is up to date; organize refresher sessions.

- Perform safety drills and review safety policies; update as required.

- Schedule and oversee major maintenance tasks or vendor service visits.

EXERCISE 5.6.

EXERCISE 5.7.

SUMMARY OF A STORE MANAGER RESPONSIBILITIES.

EXERCISE 6.1.
1) Consider the fixtures and merchandise that have to be bought to help generate sales.

- Fixtures: display units (shelves, gondolas, end caps), mannequins, signage, lighting, mirrors,
hooks, bins, planograms, floor mats, security devices, point-of-sale (POS) hardware.

- Merchandise: initial stock for each department, seasonal ranges, promotional items, stock
for best-sellers, replenishment stock, samples or display-only pieces (where applicable).

- Purpose: good fixtures and a compelling assortment improve visibility, accessibility, and
impulse purchases, making it easier for customers to find and buy.

2) Where does the money come from to buy these assets?

- Company equity (owners’ funds), retained earnings (profits kept in the business), bank
loans or overdrafts, supplier credit/credit terms, leasing or rental arrangements (instead of
buying outright), cash flow from day-to-day sales, internal budgeting from the division.

3) When money is borrowed from the bank – the money borrowed, as well as the interest
calculated, has to be paid. What is your understanding of "interest"?

- Interest is the cost of borrowing money. It is the price paid to the lender for the use of
someone else’s money, usually expressed as a percentage of the principal over a period of
time (simple or compound). It affects the total amount repaid and reduces the store’s profit
if not offset by increased sales or efficiency.

EXERCISE 6.2.

EXERCISE 6.3.

1) What are some of the ways in which we can increase our sales and ensure we make
enough money to pay for our expenses and make a profit?

- Improve product availability and assortment (stock what customers want).

- Optimize pricing and promotions (targeted discounts, bundle offers, loyalty rewards).

- Effective merchandising and store layout (clear sightlines, featured promotions, end caps).
- Increase foot traffic (local marketing, events, partnerships) and improve conversion rate
(customer service, faster checkout, upselling, cross-selling).

- Improve average transaction value (bundles, add-ons, upsell at POS).

- Control costs (shrink reduction, efficient staffing, waste reduction, negotiating supplier
terms).

- Enhance Omni channel or online presence if applicable (click-and-collect, online promos

driving in-store sales).

- Customer retention (loyalty programs, personalized communications, after-sales service).

2) What are some of the things the service department e.g. TDC or credit services can do
to support stores to increase their turnover?

- Provide timely promotions, research-backed assortment plans, and training for staff on
promotions and product knowledge.

- Supply marketing collateral, window displays, and planograms aligned with campaigns.

- Improve credit/customer service processes (pre-approvals, faster approvals, better debt

collection support) to keep sales flowing.

- Analytic support: sales dashboards, customer insights, and targeted promotions.

- Help with stock replenishment, vendor manage-inventory guidance, and problem-solving

for stockouts or overstock.

- Streamline return/credit processes to minimize friction for customers and protect margins.

3) What are the benefits of your Store making a profit?

a) To Trueworths (and your division)

- Funds for reinvestment (new stock, stores, marketing), stronger cash flow, ability to pay
dividends or bonuses, better creditworthiness, and a healthier overall business
performance.

b) To you as a store manager

- Potential for performance bonuses, career progression, job security, and recognition; more
resources to run the store effectively.
c) To your store staff

- Job security, potential pay boosts or allowances tied to performance, a more positive work
environment, and clearer incentive structures.

EXERCISE 6.5

What does Trueworths gain by having good quality debtors?

- Lower bad debt write-offs and fewer write-offs.

- Faster, more predictable cash flow and healthier working capital.

- Reduced financing costs and easier access to credit for the business.

- More accurate forecasting and budgeting; better inventory planning.

- Improved retailer reputation with suppliers and lenders, leading to more favorable terms.

EXERCISE 6.6

1) What is the purpose of the stock loss and hanger count?

- To verify physical stock against records, detect shrinkage (theft, error, or miscount), and
ensure inventory records are accurate. It helps protect margins, plan buying, and identify
training or process gaps.

2) How often should you review your hanger count report?

- Monthly is common, with more frequent reviews (weekly or cycle counts) in high-risk or
high-volume periods. Full counts might be quarterly or annually depending on policy.

3) What are the high risk areas in your store?

- Fitting rooms and display areas, back stock/stockrooms, high-value items (jewelry,
electronics, branded apparel), busy checkout lanes, staff break areas, receiving/returns, and
areas with poor visibility or access.

4) What are the risks associated with hanger counts not being performed frequently and
correctly?
- Unidentified shrink, wrong stock levels, mispriced items, missed promotions, degraded
customer service, stockouts or overstock, and inaccurate financial reporting.

5) How frequently should hanger counts be conducted in store?

- At minimum monthly for standard control; more frequently (weekly or cycle counting) in
high-risk areas or during peak seasons; a full annual or biannual stock take for reconciliation.

6) What is your role as a store manager in preparing for a hanger count?

- Schedule the count, assign roles, ensure security and darkness/lighting controls as needed,
train staff on counting procedures, ensure clean, organized stock areas, provide accurate
location and SKU references, and review results with action plans for variances.

7) How is a hanger count conducted?

- Prepare: lock down the area, print count sheets or use a scanning method, designate
counters, ensure all stock is accessible.

- Count: count items on hangers and in stock by SKU/location, using double-check or cross-
checking for accuracy; scan barcodes if available.

- Reconcile: compare counts to the records, note variances, investigate discrepancies, and
adjust systems accordingly.

- Report: document variances, sign off, and implement corrective actions (process changes,
training, security measures).

- Follow-up: monitor after-action results to prevent recurrence.

EXERCISE 6.7.

EXERCISE 6.8

1) What are the consequences of not updating customer details as often as we should or
incorrectly capturing their information?
- Poor customer experience (missed communications, wrong offers, wrong contact
methods).

- Ineffective marketing and promotions (low response rates, wasted spend).

- Compliance and privacy risks (data protection issues, potential breaches, duplicate
records).

- Lost sales opportunities (difficulty in targeting, loyalty program glitches, failed cross-sell).

- Inaccurate customer analytics and inventory planning.

EXERCISE 6.9.

1.

2. How would you plan to achieve this target? List the actions you would take in order to
achieve your store target.

- Clarify the target (SMART): specific, measurable, achievable, relevant, time-bound.

- Baseline and metrics: establish current performance, identify key drivers (conversion rate,
average basket, footfall, stock availability, promo response).

- Strategy and levers:

- Merchandising and assortment: ensure the right mix, align with seasonality and
promotions.

- Pricing and promotions: plan targeted offers, bundles, loyalty-driven incentives.

- Customer experience: staff training, faster checkout, upsell/cross-sell, know-your-

frequent-customer approach.

- Stock and availability: maintain optimal stock levels; reduce stockouts; improve
replenishment.

- Marketing and outreach: local campaigns, events, community partnerships, social media
push.

- Operations: staffing levels during peak times, accuracy of POS and stock records, hanger
counts, and debt collection if relevant.

- Resource plan: budget, staff assignments, timeframes, and required tools (POS updates,
signage, training materials).

- Timeline and milestones: set weekly/daily targets, review points, and accountable persons.
- Monitoring and adaptation: track KPIs (sales, conversion rate, average order value, gross
margin, shrinkage), hold regular review meetings, adjust tactics as needed.

- Risk management: identify potential obstacles (supplier delays, weather, staff shortages)
and mitigation steps.

- Communication: ensure store team understands targets, roles, and consequences; provide
feedback and recognition.

EXERCISE 6.10.

EXERCISE 6.11

1) Why is it necessary to have a return policy?

- Creates consistency for customers and staff.

- Reduces disputes by setting clear rules (time limits, condition of goods, proof of purchase).

- Protects the business from fraudulent or unfounded returns.

- Defines acceptable conditions for refunds, exchanges, or store credit.

- Supports stock control and inventory planning.

- Helps train staff to handle returns confidently and fairly.

- Improves customer experience by providing a predictable, fair process.

2) Scenario: Mrs. Jones returns a skirt without proof of purchase but with the swing ticket
attached.

a) How would you respond, bearing in mind the Trueworths returns policy?

- Acknowledge and show empathy: “I understand you’re hoping to return this.”

- Check the policy in your system or the policy document. If the policy requires proof of
purchase, explain politely what the policy states.

- If the item is within the return window and in saleable condition but there is no receipt,
offer the standard alternatives allowed by policy (e.g., exchange for another item, or store
credit at the current selling price, subject to tag and condition checks). If policy prohibits
returns without proof, explain the limitation clearly but courteously.

- If possible, verify the account: ask for the account holder’s name, phone number, or other
details to see if the purchase can be located in the Trueworths account history.
- If a return is not possible per policy, offer the closest acceptable alternative (exchange or
store credit for the current price, or assistance in selecting another item) and ensure the
customer leaves with a clear understanding of the decision.

b) The skirt shows on the system that it has been reduced to R250—the original price on
the swing ticket is R399. How much would you credit Mrs. Jones’ account by?

- If the policy allows a return without receipt and uses the current selling price for credit, you
would credit R250.

- If the policy requires proof of purchase and does not allow a return without one, you
would not issue a refund; offer an exchange or store credit only if the policy permits it under
those conditions (often at current price or per policy discretion).

- In short: credit amount = R250 (based on the current selling price shown in the system)
unless your policy states otherwise.

Summary of store manager responsibilities

- Set and communicate clear policies (returns, exchanges, staffing, service standards).

- Ensure consistent execution by all staff; monitor adherence.

- Plan and approve staffing levels to balance service quality with costs.

- Oversee training and development (PDDs, coaching, skills upgrades).

- Monitor performance metrics (sales, shrinkage, customer feedback, staff performance).

- Address customer complaints promptly and fairly.

- Ensure compliance with legal requirements and safety standards.

- Manage inventory and store operations to support service delivery.

MODULE 7

EXERCISE 7.1

With this mind, can you identify the dangers of over-staffing?

- Higher labour costs reduce store profitability.

- Thoughtless scheduling when guest traffic is low leads to wasted hours.

- Staff may become less productive (social loafing) when there are too many people but not
enough customers.

- Increased potential for interpersonal conflict or awkward customer-to-staff ratios.

- Underutilized skill sets and reduced opportunities for meaningful coaching.

- Difficulty managing schedules, payroll, and break coverage.

- Possible dilution of accountability and performance focus.

EXERCISE 7.2

1.

2.

EXERCISE 7.3

CASE STUDY 1

(long customer-service interaction in-store) & Poor customer-service behaviors observed

- Sales associate refused to retrieve display shoes and insisted they were in another section,
despite customer evidence they were not.

- The associate argued with the customer for about 10 minutes, escalating tension.

- The employee claimed there was no manager, and gave the customer incorrect information
about store policy.

- The manager was not engaged in the initial interaction; the customer had to seek them
out.

- The staff member left with a smug attitude, undermining the customer experience.

- Overall, failure to deliver a helpful, solution-focused service; poor communication and

escalation.

Corrections (how to fix and prevent)

- Train front-line staff on flexible, customer-centric service: empower employees to assist

even if it requires deviation from a strict policy.

- Clarify and communicate a customer-friendly display policy: allow retrieval of items if they
are clearly mis-staged or mis-located.
- Ensure managers are reachable quickly in-store and that staff escalate to a supervisor when
needed.

- Implement a service-recovery process: apologize, acknowledge the issue, offer an

immediate solution, and follow up to ensure satisfaction.

- Reinforce courteous behavior and professional attitude; provide coaching on de-escalation

and customer empathy.

- Monitor and measure service recovery outcomes; recognize or coach staff based on
performance.

CASE STUDY 2

Case study 2: Identify the poor customer service behaviors and suggest how they may be
corrected

Text: A long-term customer reports frustration with stock knowledge and inconsistent stock
updates.

Poor customer service behaviors evident:

- Sales staff lack product knowledge and cannot answer stock questions reliably.

- No clear communication about when stock will be available or what is in transit.

- Inconsistent information to customers; failure to set expectations.

- No proactive engagement or timely follow-up with the customer.

Corrections and improvement actions:

- Implement a robust product knowledge program (quick reference guides, daily stock
briefings, and a “stock champion” per department).

- Establish a daily stock update routine (before opening and during peak times) so staff can
provide accurate information on stock arrivals and shortages.

- Create a visible stock availability board or digital dashboard displaying live stock status and
expected shipments.

- Train staff to respond with a clear, honest approach: “Let me check for you and I’ll get back
to you by [time].”
- Improve communication scripts for stock-related inquiries; empower staff to escalate to a
supervisor when information is not readily available.

- Set expectations with customers and offer alternatives (special order, deposit, or suggested
substitutes) to keep trust.

CASE STUDY 3

(exchange issue with a mother acting as a proxy)

Poor customer-service behaviors observed

- The store refused to exchange a garment without the purchaser’s presence, despite the
customer being the daughter with the receipt and tags intact.

- The policy was applied rigidly (no allowance for proxies), causing unnecessary
inconvenience for a working parent.

- The customer reported the manager claimed the rule originated in Cape Town, suggesting
lack of local empowerment and inconsistent policy application.

- The store failed to offer alternatives (e.g., exchange with proof of purchase by proxy, store
credit, or a quick override by the manager).

- The customer was left with a delayed resolution and a negative impression of the brand’s
customer-friendliness.

Corrections (how to fix and prevent)

- Revisit and update exchange/return policy to accommodate reasonable proxies and urgent
situations (e.g., if receipt and tags are intact, or if proof of purchase exists).

- Empower local store managers to approve exceptions when appropriate and provide clear
guidelines to avoid “Cape Town vs. local” conflicts.

- Implement

EXERCISE 7.4.

1) List the behaviors you would like to modify on customer service behaviors

- Greeting customers promptly and warmly.

- Maintaining eye contact and a friendly tone.

- Listening actively to understand needs.

- Demonstrating product knowledge and offering relevant options.

- Asking open-ended questions to assess customer needs.

- Providing accurate information about stock, availability, and policy.

- Handling objections calmly and professionally.

- Upselling and cross-selling where appropriate without being pushy.

- Handling returns/complaints calmly and following policy.

- Closing the interaction with appreciation and an offer to help further.

2) Plan a training intervention/workshop that teaches the behaviors you would like your
staff to display. Make notes on:

a) When you would do this training so that it covers all staff

- Onboarding for new hires (within the first week or two).

- Regular refreshers (e.g., quarterly) to reinforce standards.

- Short “just-in-time” refreshers during slower periods or after a service failure.

- Additional sessions after major policy changes or introduce new products.

b) What content you would cover

- The exact customer service behaviors listed above.

- Product knowledge basics for key categories.

- Store policies (returns, exchanges, price-matching, layaway, etc.).

- Communication skills: greeting, tone, listening, body language.

- Handling complaints and difficult customers.

- Active selling vs. being overbearing; when to escalate.

- Role-plays and scripts for common scenarios.

- Use of systems: POS, loyalty accounts, and policy lookup.

- Time management and teamwork to avoid over/under staffing.

c) How long this training workshop would be, bearing in mind store operational
requirements
- Typical length: 2–4 hours for a full session; or split into two 2-hour sessions.

- For onboarding: 1–2 hours in the first week, with a follow-up 1–2 weeks later.

- Consider a shorter 60–90-minute module for monthly refreshers.

3) Run your training intervention. Make notes on:

a) What went well

- Interactive role-plays, real-case scenarios, and immediate feedback.

- Clear demonstrations of expected behaviors; supervisor/modeling of best practices.

- Good engagement and willingness to practice new skills.

b) Was the message clear

- Check for understanding via quick quizzes, scenario-based Q&A, or a quick walk-through in-
service.

4) Perform an additional observation – has the service behavior in your store changed? Do
you observe some of the originally identified poor behaviors? If so, what can you do to
ensure the poor service behaviors decrease?

- Track changes through brief post-training audits, customer feedback, mystery shopper
checks, and peer observations.

- If poor behaviors persist, provide targeted coaching sessions, re-run specific modules,
adjust workload and scheduling, and reinforce positive examples with recognition and
rewards.

- Establish accountability: set clear expectations, short-term improvement plans, and follow-
up dates.

MODULE 8

EXERCISE 8.1

What are the benefits to the store manager if they continually evaluate their staff’s
performance?
- Identifies gaps and targets for training and development.

- Improves service quality and customer satisfaction.

- Increases consistency in how policies are applied.

- Helps manage performance and accountability; supports promotions and progression.

- Enables data-driven decisions about staffing and scheduling.

- Reduces turnover by addressing issues early and recognizing good performers.

- Highlights safety and compliance risks and drives improvements.

EXERCISE 8.2

When should employees be taken through their PDD document? Whose responsibility is
this?

- PDD (Performance/Personal Development Discussion) should be introduced early:

- Onboarding: discuss expectations and development goals as part of probation.

- Regular intervals: at least quarterly check-ins and/or mid-year and year-end reviews.

- During promotions or role changes.

Whose responsibility is this:

- The immediate supervisor/line manager is primarily responsible for conducting and

documenting PDD discussions.

HR may provide guidelines and support (templates, scheduling, and policy alignment), but
the manager is the one who conducts the discussion and follows up on actions.

Exercise 8.3.

1. Reflecting on difficult feedback

Think of a time you received really difficult feedback

How you felt, and what you learned

- Learnings to capture:

- The value of specific, behavior-based feedback versus vague judgments.

- The importance of listening, asking clarifying questions, and restating what you heard.

- The role of a concrete action plan and a follow-up check-in.

- Situation: A supervisor told me my last project report was late and contained several
errors, and that this jeopardized a client deadline.

- Why hard: It challenged my competence and there was a strong, urgent tone; I worried
about losing trust with the client and the team.

- Destructive or constructive: Mostly constructive in content (specific issues and a clear path
to improvement) but delivered a bit harshly in tone.

- Impact (negative): I felt defensive and embarrassed; I questioned my own abilities.

- Impact (positive): It highlighted a real performance gap and an action plan helped me
improve my time management and QA checks.

2. How do you feel about difficult feedback now? What has helped or hindered your
response?

Feel motivation, relief, determination. What I did: I asked for concrete examples, requested
a short checklist for future reports, and scheduled a follow-up to review progress.

3. What insight have you gained from reflecting on difficult feedback?

positive and negative

Outcome: Report quality improved, deadlines met more reliably, and I gained a better sense
of how to manage client expectations.

D. How you would respond if you received more difficult feedback now

- Brief plan: listen first, acknowledge, ask for one or two concrete examples, summarize what
you’ll change, set a timeline, and request a check-in.

4. If negative feedback is given badly, what could be the impact on the recipient?
defensiveness, disengagement, loss of trust, reduced performance

Exercise 8.4 — One concrete example of feedback delivered to a staff member

Pick one real example (or a very plausible one) where you delivered feedback to a staff
member.

- Describe briefly: what happened, what you observed, and what you communicated.
- Include: Was the feedback timely, private, specific, behavior-based, and linked to
performance expectations.

1. What you learned from this exercise

- What went well: e.g., clear observations, specific examples, a collaborative tone, offering
support and a path forward.

- What could be improved: e.g., ensure privacy, balance critique with praise, avoid labels,
check understanding, set a follow-up date.

- What you would do differently next time: e.g., prepare notes, use “SBI” (Situation-
Behavior-Impact) framework, invite the staff member to respond.

Exercise 8.5 — Informal discussions for four scenarios

Scenario 1: Lucy loudmouth whistling to attract John in a busy DH department

Facts to consider

- It’s a busy store; customers are browsing.

- Lucy is trying to talk to John about weekend plans.

- The potential disruption to customers and coworkers.

- Department policy on noise levels and use of break areas.

Assumptions to list

- Lucy may not realize the disturbance her behavior causes.

- John is within hearing range and is not the only coworker affected.

- There is time and place for informal chats outside peak busyness.

Discussion plan (informal)

- Start with a calm note: “Lucy, I’ve noticed some loud conversations during busy periods,
which can be distracting for customers and colleagues.”

- State impact briefly: “Customers may feel their shopping experience is less comfortable,
and it can pull attention away from work tasks.”

- Invite her view: “What’s your plan for catching up with John about weekend plans right
now? Is there a better time/place?”
- Set expectation: “Please keep conversations at a lower volume during busy times or move
to a staff room.”

- Offer alternatives: “We can set a short break time or quick huddle in the staff area for non-
work topics.”

- Close with a positive note and follow-up: “I appreciate your understanding. If you need to
chat, I’m happy to find a quieter moment next time.”

Scenario 2: Delila Dress-sense arrives wearing a red shirt

Facts to consider

- Dress code policy and any exceptions.

- Safety, brand guidelines, professional appearance, customer perception.

- Context: first impression on shift start; potential time/place to discuss.

Assumptions to list

- Delila may have chosen the shirt for comfort or personal style.

- There may be a dress-code policy that she hasn’t fully absorbed.

- This is a chance to reinforce expectations without shaming.

Discussion plan

- Start with curiosity and policy: “Delila, I want to check in about our store dress code. I
noticed your red shirt today.”

- Link to policy and impact: “The dress code requires X color or style to align with brand
image and safety needs.”

- Invite her perspective: “Is there any reason you chose this shirt today? Do you understand
what the policy requires?”

- Agree on next steps: “Please switch to the approved attire for today’s shift or let me know
if you need a quick exception or guidance for future days.”

- Close positively: “Thanks for understanding—let me know if you have any questions about
the dress code.”

Scenario 3: Locker check — Silly Samantha put her handbag into a locker without a lock

Facts to consider
- Security policy on lockers and valuables.

- Risk of loss or theft; potential disruption if items aren’t secured.

- Whether she has previously been reminded about locker security.

Assumptions to list

- Samantha may be unaware of the policy or busy/forgetful.

- There may be a standard practice to lock valuables and use identification.

Discussion plan

- Start with a neutral observation: “Samantha, I noticed your handbag was placed in a locker
without a lock.”

- Explain impact: “Unsecured items can be at risk of loss or tampering and could create
security concerns for the team.”

- Invite explanation: “Would you explain why the locker wasn’t locked?”

- Reiterate policy and expectations: “Our policy is to lock lockers to protect belongings.
Please lock your locker moving forward.”

- Offer support: “If you don’t have a lock handy, I can help you arrange one or point you to
where to get one.”

- Close with a clear next step: “Please ensure all lockers used today are locked before you
leave.”

Scenario 4: Patricia updates the analysis book faultlessly; you want to recognize this good
performance

Facts to consider

- Consistent, high-quality work; impact on store metrics and accuracy.

- Appropriate recognition channel (private praise, team-wide acknowledgment, or formal

recognition).

- Any ongoing expectations or next steps to maintain performance.

Assumptions to list

- Patricia values tangible acknowledgment and understands how her work supports store
goals.

- Public recognition might motivate others, private praise may suit Patricia’s preference.
Discussion plan

- Start with specific praise: “Patricia, your updates to the analysis book were thorough and
accurate today. Excellent work.”

- Link to impact: “This helps our inventory and planning teams make better decisions and
keeps our figures reliable.”

- Token next steps: “Keep up the great work, and I’d like to see this level of consistency in
your next few updates as well.”

- Offer support and development: “If you want, we can set a brief check-in to align on any
upcoming changes or provide feedback to keep you at this level.”

- Decide on recognition: choose between private praise, team mention, or a formal

recognition note, depending on policy and Patricia’s preference.

EXERCISE 8.6:

What are the benefits of making notes about feedback given to employees throughout the
review period?

- Creates an accurate record of what was discussed, including specific examples and dates.

- Supports consistency and fairness across employees by providing an objective trail.

- Helps track progress, development needs, and changes over time for the formal PDD
discussion.

- Reduces memory bias and misunderstandings at the time of the review.

- Enables evidence-based decisions about promotions, development plans, and potential

disciplinary actions.

- Provides a reference if the employee disputes the feedback later.

- Facilitates follow-up: you can set concrete, time-bound action items and review dates.

- Aids in performance management by linking feedback to measurable outcomes.

EXERCISE 8.7:

Now that you have completed this Module, summarise your responsibilities as a Store
Manager.

- Lead and manage store operations to meet sales and service targets.

- Ensure excellent customer service and uphold brand standards.

- Hire, train, coach, motivate, and develop staff; manage performance, conduct regular
reviews, and address conduct issues.

- Schedule and deploy staff effectively to meet store needs; manage leave and attendance.

- Implement and enforce disciplinary procedures in line with policy; maintain

documentation.

- Manage cash, stock, and merchandising controls; prevent loss and theft.

- Ensure compliance with health, safety, and store policies; manage incident reporting.

- Communicate with regional or head office; prepare and submit required reports.

- Handle merchandising and visual presentation; oversee stock checks and inventory.

- Manage supplier relationships, store budgets, and cost controls.

- Foster a positive work environment, escalate issues, and drive continuous improvement.

EXERCISE 9.1.

Include others in tasks and welcome diverse Show favoritism or exclude colleagues from
perspectives opportunities.
Volunteer for growth opportunities and Hoard or withhold knowledge from
cross-training teammates.

- Submit time/leave records accurately and Falsify or tamper with time/leave records.
on time. Respect payroll deadlines and Complain about pay without following
cooperate with any payroll queries. proper channels.

Keep work areas tidy and equipment stored - Leave clutter or hazards in common areas.
safely.

Apply new skills to your work and share Fail to apply new knowledge or forget what
learnings with the team. you learned.

- Interact with colleagues respectfully and Bully, belittle, or exclude others.

listen without interrupting
- Seek and give constructive feedback; ask Avoid giving or receiving feedback;
clarifying questions. complain instead.

Set personal career goals and pursue - Stay in comfort zones and avoid new tasks.
appropriate opportunities.
EXERCISE 9.2.

EXERCISE 9.3:

Think about the case of Slack Simon again. Discuss how you would make sure that all the
requirements of procedural fairness are met before you issue Slack Simon with a Verbal
Warning. Assume that a Verbal Warning would be appropriate under the circumstances.

- Confirm the policy basis: verify that the behavior falls under the conduct covered by a
Verbal Warning and that prior coaching or feedback has occurred.

- Timely and private discussion: hold the conversation in a private setting, not in public.

- Specifics and evidence: describe the conduct, dates, and impact with concrete examples;
reference the relevant policy sections.

- Employee response: give Slack Simon the opportunity to respond and present his side of
the story.

- Consistency: ensure the action is consistent with how similar cases were handled
previously.

- Proportionality: ensure the action reflects the seriousness and the employee’s history (e.g.,
first incident vs. repeated issues).

- Documentation: complete the Record of Verbal Warning form immediately after the
meeting, capturing: employee details, date, reason, policy reference, summary of discussion,
employee response, expected improvement, support offered (coaching/training), and next
review date.

- Right to representation: if applicable by policy or local law, offer the right to a union
representative or another colleague.

- Consequences: clearly state what happens if there is no improvement and what the next
steps will be.

- Sign-off: have the manager and employee sign or acknowledge receipt; provide a copy to
the employee and file electronically.

EXERCISE 9.4.

EXERCISE 9.5.

EXERCISE 9.6.
EXERCISE 9.7:

Study the Truworths Cash Discrepancy Policy and answer the questions.

Note: Without the exact policy wording from your Appendix, use the following approach and
map to the policy forms given in your material.

- The sanction should escalate with repeated or larger discrepancies and with evidence of
negligence.

- Ensure you have documented evidence of each incident, including dates, amounts, and the
employee’s acknowledgment.

- For each incident, choose the sanction level that your policy prescribes (e.g., Verbal
Warning, Written Warning, Final Written Warning, Suspension, or Dismissal) and use the
corresponding form.

- Make sure to apply due process (notice, the employee’s right to respond, consistency with
past cases, and a record of the decision).

If you don’t have the exact forms handy, here is a general guide you can adapt:

- Very small discrepancy or first minor incident: Verbal Warning (recorded note in file; no
formal suspension).

- Repeated small discrepancies or larger single incident: Written Warning.

- Continued discrepancies or serious negligence: Final Written Warning; possible suspension.

- Serious dishonesty or repeated failures: Dismissal, subject to policy and legal notice.

Questions

1. John Muddlehead has a history of two earlier discrepancies and now a 55.00 short.
After admitting negligence, select the sanction form per policy.

- Likely progression: Written Warning or Final Written Warning depending on policy

thresholds and pay-back expectations.

2. On 15 September discrepancy of 75.00, negligent admission.

- Likely sanction: Written Warning or Final Written Warning; escalate if policy thresholds are
met.

3. 7 October discrepancy of 220.00, negligent.

- Likely sanction: Final Written Warning or Suspension, depending on policy and previous
outcomes.

4. End of October discrepancy of 45.00.

- Likely sanction: Verbal Warning or Written Warning, depending on policy and how prior
incidents were handled.

5. For the two sub-items (5.1 and 5.2):

- 5.1 (Dec 15: 72.50) and 5.2 (Dec 17: 2.50): Decide based on policy thresholds; smaller
amounts after repeated incidents may still lead to coaching or a warning if the policy
requires it; otherwise consider a Written Warning if it constitutes negligence or a pattern.

Note: You will need to select the exact form names from your policy (e.g., Verbal Warning
Form, Written Warning Form, Final Warning Form, Suspension Notice, Dismissal Letter). The
key is to ensure the sanction matches policy criteria and is consistently applied.

EXERCISE 9.8.

Are you satisfied that Dinah has dealt with Lenny fairly? If not, how would you have dealt
with the matter differently?

- No. Issues:

- Lenny was singled out without a timely, formal investigation.

- Dinah delayed action for two weeks and has not scheduled shifts pending investigation.

- There is no documented process, no consistent treatment of employees, and no HR

involvement.

How to handle differently:

- Follow the store’s theft and misconduct policy promptly: initiate a formal, confidential
investigation.

- Gather facts: obtain Lenny’s written statement, review bag-search

EXERCISE 9.9.

Which employees are subject to probation?

- Typically all new hires (full-time, part-time, and probationary or temporary hires). Check
the policy for any role-specific exclusions.
What will the probationary period be for a new weekly flexi-time Sales Consultant?

- Common duration: 3 months (sometimes 6 months or as stated in the policy). State the
policy duration exactly as written, but if not specified, default to a 3-month probation with
potential extension if allowed.

A probationary employee who does not get along with his or her co-workers has the right
to know the reasons for his or her dismissal but it is not necessary to have a hearing. TRUE
or FALSE?

- FALSE. In most policies, probationary employees have the right to be informed of

performance issues and to have a hearing or opportunity to respond as part of a fair
process.

Where would you find the applicable performance standards for a new Service Desk
Consultant?

- In the job description and the company’s Performance Standards or KPIs section (often in
the appendices of the Probation Policy or the Service Desk policy).

When should a Manager communicate the applicable performance standards to a

probationary employee?

- i) As soon as possible after employment commences.

Is it necessary to conduct a formal performance review for a probationary employee who

is performing in line with expected standards?

- Yes. A formal review is typically conducted to confirm successful probation and discuss
next steps, even if performance is meeting standards.

How many formal review sessions should you conduct with a probationer who is not
performing to acceptable standards?

- Typically two or more formal reviews (often followed by a formal performance

improvement plan). If your policy specifies a number, use that; otherwise plan for at least
two.
Under what circumstances will you consider shortening an employee's probation period?

- When performance is clearly exemplary or when the employee brings substantial relevant
experience and demonstrates readiness sooner than the standard period.

An employee whose probation period expires without communication from his/her

Manager:

(a) Remains on probation until further notice

(b) Is considered to be a permanent employee

(c) Is considered to have been on a fixed term contract which has now expired.

- Answer: (b) Is considered to be a permanent employee. (Reason: lack of formal

communication is typically construed as “probation completed; employee becomes
permanent.”)

An employee whose performance does not improve to acceptable standards after the
probation period has been extended once, may be

(a) Requested to attend a consultation hearing to consider the termination of his/her

services

(b) Given one last opportunity to improve by extending the probation period a second
time

(c) Placed on formal poor performance management.

- Answer: (b) Given one last opportunity by extending the probation period a second time
(if policy allows). If improvement still fails, move to formal performance management or
termination per policy.

EXERCISE 9.10: Answer the following regarding injuries at work.

1. Andy Knucklehead bumped his head; no bleeding but a nasty bump. Is it necessary to
follow injury-on-duty procedures?

- Yes. Record the incident as an injury-on-duty (IOD) case if required by your policy, even for
a bump. Conduct a basic first-aid assessment, document the incident, and decide if medical
follow-up is needed. Any head injury or injury sustained at work should be treated as an
Injury On Duty (IOD) event and recorded using the workplace injury procedures
(incident/accident report, IOD form, first aid log, etc.). This ensures compliance, traceability,
and follow-up.

2) Would you classify Andy’s injury as an "Incident" or "accident"? Give reasons.

- Classify as an accident. An accident is an unplanned event at work that results in an injury.

Andy sustained a physical injury (a nasty bump) from an event at work, even though it’s
minor. It’s more than a near-miss or generic incident.

3) What documentation will you complete about Andy’s accident?

- Injury On Duty (IOD) / Accident Report form

- First aid log entry (if first aid was given)

- Supervisor/manager incident report

- Any witness statements

- Medical assessment documentation (if seen by a clinician)

- Return-to-work note or medical clearance when applicable

- Record in the OHS/HR system and, if required, a root-cause or risk-control follow-up

4) The next day Andy reports severe headaches, nausea and disorientation. How will you
treat the situation and what documentation should be completed?

- Treat as a potential serious head injury: seek urgent medical evaluation (call emergency
services if symptoms worsen or do not improve; do not let him drive).

- Do not move him if there is a concern about spinal injury; monitor and reassess.

- Remove him from further work-related duties until medically cleared.

- Documentation:

- Update the IOD/Accident Report with the new symptoms and medical outcome

- Medical assessment/treatment report from the attending clinician

- Any follow-up instructions or return-to-work clearance

- Notes for HR and Safety (investigation into root cause, corrective actions)

- Record of communications with Andy and his supervisor

5. Andy is diagnosed with a concussion and is booked off for five days. What
documentation will you complete when Andy returns to work?

- Complete an IOD record for the incident and ensure medical clearance/fit-for-work details
are in his file. Issue a Return-to-Work/Medical Clearance note and update training records if
required.

6. Andy had no sick leave available at the time of the injury. How will you deal with Andy’s
leave for the five days that he was off duty?

- Follow the policy on leave. This could involve unpaid leave, advance from leave balances if
allowed, or special leave if the policy permits; otherwise seek HR guidance. Document the
decision and ensure payroll records reflect the arrangement.

7. Is it necessary to report Andy’s accident to the Occupational Health and Safety

Inspector?

- In many jurisdictions, serious or notifiable injuries must be reported to the relevant

occupational health and safety authority. If your policy requires reporting, or if the incident
meets statutory thresholds, do so. If unclear, escalate to HR/safety officer for compliance.

EXERCISE 9.12:

Now that you have completed this Module, summarise your responsibilities as a
Truworths Store Manager.

- This mirrors and builds on the earlier responsibilities: lead store operations, drive sales and
service, manage people (recruitment, coaching, performance), enforce policy compliance
(discipline, attendance, conduct), manage financials and cash controls, oversee safety and
incident reporting, manage stock and loss prevention, ensure merchandising standards,
liaise with regional office, prepare reports, and drive continuous improvement.