Create An Action Plan For 7 Retail Stores Based On Infor

Create An Action Plan For 7 Retail Stores Based On The Information Bel

Create an action plan for 7 retail stores based on the information below. The action plan must be in a SMART format specific, measurable, achievable, relevant and “time specific. Each bold bullet point has to have a plan. Assignment do Saturday September 18, 2021. Each asterisks have to have a follow-up update.

Summary: · Common threads seen through tours: · Poor schedules, no quality in the store or market scheduling reviews, lack of succession plans, no people meetings, plans that are provided haven’t solved for the root cause. · Foundation broken and PLs do not have routines in place (causing issues like too many CP requestions) · Time is being spent on tasks that don’t help fix the big picture · Store specific feedback: · High qty of associates w/o schedules. Store15 had 26 associates: common issue · Team associates didn’t know they were getting a raise with our recent announcements (Store 90) · No Q2 talent review took place (Store 90) · Too many coach openings and stores couldn’t speak to plans to close the gaps. Huge priority for you. · SM development-team should have aligned Robert with a sponsor long ago. Has been identified, but we have to make new leader development a refreshed priority · Missing foundations I need to see in the market: · Detailed planning § Staffing plans by role for each store. These can be written by the PL or POL. Non-negotiable § Plans need to be specific and have a return on the investment. § Plans must solve for the root cause of the issue. (i.e. why we have to continue to clean up attendance points, exits, training, etc.) **Follow up what does it look like § Stores need to know how they win, and what does progress look like within the plan § Who exactly will follow up and to what frequency · What’s the footprint of the MHRM/what does the MHRM stand for in the market

Paper For Above instruction

Introduction

Effective management of retail stores requires strategic planning rooted in the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) framework. Based on the provided feedback and observations from store tours, a comprehensive action plan must target foundational weaknesses, improve staffing and scheduling, enhance leadership development, and establish clear accountability and follow-up mechanisms. This paper details a structured approach tailored to seven retail stores to address the core issues highlighted and to foster sustainable growth and operational excellence.

Specific Goals and Strategies

The first step involves clearly defining specific goals for each store, emphasizing scheduling accuracy, leadership development, employee engagement, and operational routines. For instance, by creating detailed staffing plans, each store can ensure appropriate coverage aligned with store needs. These plans will be authored by the respective PLs or POLs, with guidelines to ensure they address root causes such as absenteeism or high associate turnover.

Measurable Objectives

Each goal must be accompanied by measurable criteria. For example, reducing unscheduled associate attendance issues by 50% within three months, increasing the number of scheduled associates to at least 95%, and completing quarterly talent reviews in all stores exemplify measurable outcomes. Tracking tools like attendance reports, scheduling audits, and talent review documentation will enable store managers and leadership teams to monitor progress objectively.

Achievable Initiatives

To ensure goals are attainable, the action plan involves targeted training sessions for store managers and PLs, the implementation of standardized scheduling templates, and establishing accountability through regular check-ins. For example, store managers will be instructed to conduct weekly team meetings focused on scheduling and performance feedback, supported by coaching from regional leaders to drive consistency.

Relevance to Business Objectives

The initiatives directly contribute to resolving issues such as high associate no-shows, gaps in leadership, and poor routines that hinder store performance. Establishing routines like weekly review meetings, clear succession plans, and feedback loops aligns with broader organizational objectives of operational excellence and enhanced customer experience.

Time-Specific Action Steps

A detailed timeline will be set, with immediate actions by the end of the first month, such as implementing staffing plans and scheduling audits, followed by monthly checkpoints to review progress. For example, by September 30, each store will have finalized staffing plans; by October 15, all stores will have conducted at least two scheduled follow-ups. The ultimate deadline is September 18, 2021, for initial implementation and assessment of these strategies.

Follow-up and Accountability

Regular follow-up will be essential. Assigning specific roles—such as store managers, regional leaders, and the MHRM—to oversee various components will ensure accountability. Weekly virtual check-ins, combined with monthly store visits, will measure adherence and address emerging issues promptly. The follow-up will focus on evaluating measurable outcomes, adjusting plans as necessary, and reinforcing routines that impact the fundamental operations.

Leadership Development and Talent Planning

Leadership progression remains a priority. Developing a structured leader development program involving targeted training, mentorship, and sponsorship—such as aligning Robert with a sponsor—will prepare future store leaders. Completing a Q2 talent review for Store 90 and other stores will identify gaps and inform succession planning, ensuring leadership continuity.

Conclusion

This SMART-based action plan presents a comprehensive, targeted approach to overcoming foundational weaknesses in the seven retail stores. By focusing on clear, measurable, and strategic initiatives with defined timelines, the stores can improve scheduling practices, develop leadership capabilities, enhance routines, and ultimately drive improved performance and customer satisfaction. Continuous follow-up and accountability are critical to sustaining these efforts, ensuring long-term success and operational excellence.

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