Job Analysis Report

Job Analysis Report

for the classification of

Retail Manager

November 2014

David J. Keyser

West Chester University

1

Table of Contents

Executive Summary…………………………………………………………………………….…2

Introduction to the Job and Context……………………………………………………………….3

Information Gathering…………………………………………………………………………….3

O*NET………………………………………………………………………………………………..………3

ETL Common Core Roles……………………………………………………………………………………3

Subject Matter Experts……………………………………………………………………………….………4

Interviews…………………………………………………………………………………………………….4

Development of the Job Analysis Questionnaire………………………………………………….5

Tasks & KSA Identification & Grouping………………………………………………………...…………..5

Questionnaire Development………………………………………………………………….………………5

Questionnaire Administration……………………………………………………………………..6

Data Analysis……………………………………………………………………………...………6

Computation of Mean Rating and Critical Scores………………………………………………..…………..6

Data Analysis Tables……………………………………………………………………..…………7

Task & KSA Linking Procedure…………………………………………………………….………………13

Linkage Table………………………………………………………………………...……………14

Summary of Results……………………………………………………………………………..…………..15

Job Description…………………………………………………………………………………..21

References…………………………………………………………………………..……………25

Appendix A: O*NET Summary Report………………………………………………………….26

Appendix B: ETL Common Core Roles…………………………………………..……………..29

Appendix C: Job Analysis Interview Questions…………………………………………………32

Appendix D: Job Analysis Questionnaire………………………………………………………..35

2

Executive Summary

The following job analysis report illustrates the steps involved to identify the important

tasks, knowledge, skills and abilities that are necessary to perform the job of a Retail Manager.

The O*NET OnLine database and an acquired document explaining the core roles of Executive

Team Leads (ETLs) at Target were used to obtain background information on the job of a Retail

Manager. Two ETLs at Target were interviewed as subject matter experts (SMEs) while three

ETLs were asked to complete a job analysis questionnaire. The SME’s responses to the

questionnaire were used to determine the essential tasks, knowledge, skills, and abilities (KSAs)

needed to perform the job successfully. The analysis linked these essential tasks of a Retail

Manager with the important KSAs required to perform those essential tasks. The report includes

both the data analysis of the task and KSA statements rated by the SMEs as well as the resulting

job description for a Retail Manager.

3

Introduction to the Job and Context

Retail Managers are responsible for ensuring team members work effectively through

support and facilitation of daily tasks. They provide team members with recognition and

important information regarding safety regulations, upcoming events, and policy changes

through a consistently changing work environment. Retail Managers have to constantly adapt to

their environment in order to resolve difficult issues regarding customers, team members, and

upper management. Retail Managers are responsible for selecting and developing potential talent

through hiring, training, and promotion methods to enrich a positive team culture. With that

being said, Retail Managers are also responsible for firing individuals who do not perform within

company standards.

Information Gathering

O*NET

The O*NET OnLine database was referred to obtain background information on the job

of a Retail Manager. The O*NET summary report for retail manager listed the essential tasks and

KSAs necessary to successfully perform the job. This summary report was helpful in

categorizing the critical tasks and KSAs required for the job and in developing the job analysis

questionnaire. The O*NET summary report can be found in Appendix A.

ETL Common Core Roles

Upon request, information regarding the core roles of the position of Target Executive

Team Leader (ETL) was obtained by the job analyst in order to receive even further background

4

information of the job of Retail Manager. The ETL core roles indicated all of the essential duties

of this specific type of Retail Manager and were helpful in developing the job analysis

questionnaire. The ETL core roles summary can be found in Appendix B.

Subject Matter Experts

Information regarding the job of retail manager was also gathered from two subject

matter experts: Matthew Uhlman and Lydia Johnston. Both of the SMEs are current incumbents

who work at the Target in West Pottsgrove Township, Pennsylvania. Both Mr. Uhlman and Ms.

Johnston have many years of experience while working in retail. Mr. Uhlman has been an ETL at

Target for three years while Ms. Johnston has been an ETL at Target for eight months, but has

worked for the company for over eight years.

Interviews

Individual interviews with both SMEs were conducted to gain a deeper understanding of

the job of a retail manager. The SMEs were asked to describe their daily routine and daily

expectations on the job, what types of hardships are faced, what the characteristics of the best

and worst performing person they have seen in the job, etc. Interview questions can be found in

Appendix C. Besides different leadership styles, the SMEs indicated that arguably the most

important attribute for a retail manager to have is a positive attitude and the ability to connect

with team members, guests, and other leaders. These interview responses were used to develop

the job analysis questionnaire.

5

Development of the Job Analysis Questionnaire

The job analysis questionnaire was created based on a combination of the information

from the O*NET OnLine summary report for retail managers, the ETL Common Core Roles, and

the information gathered from interviews of the three SMEs.

Task and KSA Grouping

The job analysis questionnaire contained five sections. They were 1) Tasks, 2)

Knowledge, 3) Skills, and 4) Abilities 5) Open comments. After researching the job of a retail

manager on O*NET, ETL Common Core Roles, and conducting interviews with SMEs, task and

KSA statements were written. The finalized questionnaire consisted of twenty one task

statements, seven knowledge statements, seven skill statements, and seven ability statements.

Overall, this questionnaire was a detailed overview of the major tasks and KSAs needed to

perform the job of a retail manager. The final job analysis questionnaire can be found in

Appendix D.

Questionnaire Development

The questionnaire was developed in a way that each task and KSA statement was to be

rated on two dimensions: importance and frequency by each SME. Importance referred to the

importance of the task or KSA in relation to overall success of job performance. Frequency

referred to the frequency of performing the task or using the KSA on the job. Separate rating

scales were used to measure importance and frequency of use. The importance scale was

anchored from 0 = unimportant to 2 = essential and the frequency of use scale was anchored

from 0 = never use to 3 = frequently use.

6

Questionnaire Administration

The questionnaire was administered to the two SMEs who were interviewed and one

additional SME.

Data Analysis

Computation of Mean Rating and Critical Scores

The mean ratings were calculated by finding the average for each of the tasks and KSA

statements for both importance and frequency. The combined ratings for each of the tasks and

KSA statements were calculated by adding the mean importance and mean frequency of use. The

mean importance (MI), mean frequency of use (MF), and combined rating (CR) for each of the

tasks and KSA statements are presented in Tables 1- 4 below. The average of each task and KSA

statements for mean importance and mean frequency of use had to be at least 0.5 or higher to

retain. Statements receiving a mean importance and frequency rating lower than 0.5 were reject.

For each task and KSA statement a critical score (combined rating) was computed by adding the

mean importance rating to the mean frequency rating. A cutoff score of 2 was set to identify the

most critical tasks and KSAs for a retail manager. The reason why a cut score of 2 was used was

because it seemed reasonable given the data. Statements with a combined rating less than 2 were

rejected and statements with a combined average greater than 2 were retained and placed in the

job description. In the current job analysis every task and KSA statement was retained.

7

Table 1 – Data Analysis of Task Statements

Descriptions

Tasks

MI

MF

CR

1. Convey marvelous moments with

customers by responding to

customer issues and grievances to

facilitate customer satisfaction.

2 2.67 4.67

2. Make decisions on the hiring,

training, and evaluation aspects of

team members and in some cases,

promoting and firing when required.

2 2.33 4.33

3. Use appropriate tools and

authorizations to meet financial

obligations such as budgets, team

member schedules, etc.

2 2.67 4.67

4. Examine and ensure team

accountability for correct display,

signing, and pricing of merchandise.

1.33 2.67 4

5. Hold team accountable for

maintaining brand standards such as

cleanliness, organization, and

adequate work environments by

enforcing brand policies.

2 2.67 4.67

6. Develop current team by

providing feedback on tasks along

with recognition.

2 3 5

7. Facilitate change for new and

current team members through

communication and best practice

such as being up to date with policy

and leadership changes.

1.67 2.33 4

8. Promote safety in the workplace

through training and recognition.

1.67 2.33 4

9. Maintain regular attendance

through flexible work schedules

(e.g. nights, weekends, holidays,

extended shifts, etc.)

1.33 3 4.33

8

10. Conduct morning meetings with

team and supervisor to discuss

plans, performance, recognition, etc.

1 3 4

11. Seek personal feedback in order

to constantly refine strengths and

bolster weaknesses as a leader.

1.33 2.33 3.66

12. Provide others with feedback in

order to give insight into best

practices of others.

1.33 2.33 3.66

13. Collaborate with team to

identify best practices and illustrate

expectations of tasks.

1.33 2.33 3.66

14. Facilitate monthly meetings to

review sales, areas of improvement

for the team and store as a whole,

discuss upcoming events (e.g.

holidays), etc.

1.67 2.33 4

15. Create a balanced weekly

schedule by incorporating the needs

of the store in relation to the

availability of each team member.

2 3 5

16. Take leadership courses and

constantly remain current on

different company expectations and

standards to facilitate professional

development.

1 1.67 2.67

17. Instruct and support team when

dealing with difficult sales

transactions or returns to bolster

team performance and insure

positive guest experience.

1.67 2.67 4.34

18. Monitor inventory on the sales

floor and ensure that all

merchandise is replenished once

inventory is low.

2 3 5

19. Serve as a leader who

recognizes store goals and delegate

appropriately to ensure the tasks

will be completed effectively.

2 3 5

20. Confirm that the team follows

food standards such as product

rotation and elimination of expired

or damaged products to guarantee

food freshness for guests.

1.33 2.33 3.66

21. Provide training and feedback to

colleagues and subordinates in order

1.67 2.33 4

9

to reinforce best practices.

10

Table 2 – Data Analysis of Knowledge Statements

Description

Knowledge

MI MF CR

1. Utilize knowledge of business or

leadership received during the

completion of college or equivalent

experience.

1.33 2 3.33

2. Possess the knowledge of

different types of merchandise and

the principles, and methods for

presenting, endorsing, and selling

products.

1 2 3

3. Understanding the principles of

business and management in order to

promote different marketing

strategies, leadership techniques,

human resource modeling, etc.

2 3 5

4. Knowledge of principles and

procedures for recruiting potential

talent and personnel training

1.33 2.67 4

5. Knowledge of different legal

issues such as employee compliance

(taking breaks at the right time)

2 3 5

6. Knowledge of jargon used in store

such as brand, FIFO (first in, first

out), best practice, etc.

1.67 3 4.67

7. Knowledge of food safety

standards to safeguard the health of

guests and team members.

1.67 2.67 4.34

11

Table 3 – Data Analysis of Skill Statements

Description

Skills

MI

MF

CR

1. Be aware of different reactions

from guests and team members and

be able to understand why they are

reacting in that manner.

1.33 2.33 3.66

2. Manage individual time

effectively and the time of other

subordinates.

1.67 3 3.67

3. Identify complex problems and

use existing information to develop

and evaluate options and implement

solutions.

1.33 3 4.33

4. Use technology and different

types of software to make daily tasks

easier and more efficient.

1.67 2.67 4.34

5. Possess coordination skills to

balance different projects at the same

time/multitask.

1.67 2.67 4.34

6. Motivating individuals by

knowing their work style and their

interests.

1.33 2.67 4

7. Facilitate instruction and training

based on the interests and abilities of

the team.

1 2.33 3.33

12

Table 4 – Data Analysis of Ability Statements

Description

Abilities

MI MF

CR

1. Ability to use mathematical

reasoning and choose the right

mathematical methods to

solve a problem.

0.67 1.33 2

2. Ability to listen to and

understand information and

ideas presented through oral

comprehension.

2 3 5

3. Ability to speak clearly and

communicate information and

ideas with others in a way that

they understand.

2 3 5

4. Ability to know when

something is wrong or

recognizing a situation that

has the potential to generate a

problem.

2 3 5

5. Ability to adapt to constant

changes in work environment

such as changes in team,

policy, management, morale,

etc.

2 3 5

6. Ability to climb and

descend from ladders carrying

merchandise.

1 2 3

7. Have the physical

capabilities of lifting up to

forty pounds.

1.67 2 3.67

13

Task and KSA Linkage Procedure

The job analyst linked the essential tasks of the retail manager classification with the

important KSAs required to perform those essential tasks. For this linkage process, the job

analyst used the following rating scale: 0= No Relationship. This KSA is not needed to perform

this task or 1= Relationship. This KSA is needed to perform this task. The table below shows the

task/KSA linkage results. The linkage table is important because it contains the KSAs that a

perspective retail manager or current incumbent will need to be a high performer on the job.

14

KSA Statements

Tasks with a

relationship to

this KSA

1. Utilize knowledge of business or leadership received during the

completion of college or equivalent experience.

2, 7, 16, 19

2. Possess the knowledge of different types of merchandise and the

principles, and methods for presenting, endorsing, and selling

products.

4, 18, 20

3. Understanding the principles of business and management in order to

promote different marketing strategies, leadership techniques, human

resource modeling, etc.

2, 3, 4, 7, 10, 11,

12, 13, 14, 15,

16, 17, 19, 21

4. Knowledge of principles and procedures for recruiting potential talent

and personnel training.

2, 6, 7, 8, 12, 17,

21

5. Knowledge of different legal issues such as employee compliance

(taking breaks at the right time).

2, 7, 8, 16

6. Knowledge of jargon used in store such as brand, FIFO (first in, first


5, 20, 21

7. Knowledge of food safety standards to safeguard the health of guests

and team members.

1, 4, 5, 8, 20

8. Be aware of different reactions from guests and team members and be

able to understand why they are reacting in that manner.

1, 2, 5, 6, 7, 8,

12, 17, 21

9. Manage individual time effectively and the time of other

subordinates.

9, 10, 19, 21

10. Identify complex problems and use existing information to develop

and evaluate options and implement solutions.

1, 2, 3, 7, 17, 19,

15

11. Use technology and different types of software to make daily tasks


2, 3, 14, 15, 16

12. Possess coordination skills to balance different projects at the same

time/multitask.

1, 2, 3, 15

13. Motivating individuals by knowing their work style and their

interests.

2, 6, 7, 12, 13, 21

14. Facilitate instruction and training based on the interests and abilities

of the team.

6, 7, 12, 13, 17,

21

15. Ability to use mathematical reasoning and choose the right

mathematical methods to solve a problem.

3, 14, 15, 17

16. Ability to listen to and understand information and ideas presented

through oral comprehension.

1, 10, 11, 13, 14

17. Ability to speak clearly and communicate information and ideas with

others in a way that they understand.

1, 2, 6, 7, 8, 10,

12, 13, 14, 17,

19, 21

18. Ability to know when something is wrong or recognizing a situation

that has the potential to generate a problem.

1, 2, 3, 4, 5, 6, 7,

8, 12, 13, 14, 17,

18, 19, 20, 21

19. Ability to adapt to constant changes in work environment such as

changes in team, policy, management, morale, etc.

2, 10, 11, 14, 16,

19, 21

20. Ability to climb and descend from ladders carrying merchandise.

5, 8, 13, 18

21. Have the physical capabilities of lifting up to forty pounds.

5, 8, 13, 18

16

Summary of Results

Based on the results from the linkage process, the critical tasks from the job analysis

questionnaire were linked to the critical KSAs. Listed below are the KSAs related to each

essential task.

Convey marvelous moments with customers by responding to customer issues and

grievances to facilitate customer satisfaction: Knowledge of food safety standards to

safeguard the health of guests and team members, be aware of different reactions from

guests and team members and be able to understand why they are reacting in that manner,

identify complex problems and use existing information to develop and evaluate options

and implement solutions, possess coordination skills to balance different projects at the

same time/multitask, ability to listen to and understand information and ideas presented

through oral comprehension, ability to speak clearly and communicate information and

ideas with others in a way that they understand, and ability to know when something is

wrong or recognizing a situation that has the potential to generate a problem.

Make decisions on the hiring, training, and evaluation aspects of team members and

in some cases, promoting and firing when required: Utilize knowledge of business or

leadership received during the completion of college or equivalent experience,

understanding the principles of business and management in order to promote different

marketing strategies, leadership techniques, human resource modeling, etc., knowledge of

principles and procedures for recruiting potential talent and personnel training,

knowledge of different legal issues such as employee compliance (taking breaks at the

right time), be aware of different reactions from guests and team members and be able to

understand why they are reacting in that manner, identify complex problems and use

existing information to develop and evaluate options and implement solutions, use

technology and different types of software to make daily tasks easier and more efficient,

possess coordination skills to balance different projects at the same time/multitask,

motivating individuals by knowing their work style and their interests, ability to speak

clearly and communicate information and ideas with others in a way that they understand,

ability to know when something is wrong or recognizing a situation that has the potential

to generate a problem, and ability to adapt to constant changes in work environment such

as changes in team, policy, management, morale, etc.

Use appropriate tools and authorizations to meet financial obligations such as

budgets, team member schedules, etc.: Understanding the principles of business and

management in order to promote different marketing strategies, leadership techniques,

human resource modeling, etc., identify complex problems and use existing information

to develop and evaluate options and implement solutions, use technology and different

17

types of software to make daily tasks easier and more efficient, possess coordination

skills to balance different projects at the same time/multitask, ability to use mathematical

reasoning and choose the right mathematical methods to solve a problem, and ability to

know when something is wrong or recognizing a situation that has the potential to

generate a problem.

Examine and ensure team accountability for correct display, signing, and pricing of

merchandise: Possess the knowledge of different types of merchandise and the

principles, and methods for presenting, endorsing, and selling products, understanding the

principles of business and management in order to promote different marketing strategies,

leadership techniques, human resource modeling, etc., knowledge of food safety

standards to safeguard the health of guests and team members, and ability to know when

something is wrong or recognizing a situation that has the potential to generate a

problem.

Hold team accountable for maintaining brand standards such as cleanliness,

organization, and adequate work environments by enforcing brand policies:

Knowledge of jargon used in store such as brand, FIFO (first in, first out), best practice,

etc., knowledge of food safety standards to safeguard the health of guests and team

members, be aware of different reactions from guests and team members and be able to

understand why they are reacting in that manner, ability to know when something is

wrong or recognizing a situation that has the potential to generate a problem, ability to

climb and descend from ladders carrying merchandise, and have the physical capabilities

of lifting up to forty pounds.

Develop current team by providing feedback on tasks along with recognition:

Knowledge of principles and procedures for recruiting potential talent and personnel

training, be aware of different reactions from guests and team members and be able to

understand why they are reacting in that manner, motivating individuals by knowing their

work style and their interests, facilitate instruction and training based on the interests and

abilities of the team, ability to speak clearly and communicate information and ideas with

others in a way that they understand, and ability to know when something is wrong or

recognizing a situation that has the potential to generate a problem.

Facilitate change for new and current team members through communication and

best practice such as being up to date with policy and leadership changes: Utilize

knowledge of business or leadership received during the completion of college or

equivalent experience, understanding the principles of business and management in order

to promote different marketing strategies, leadership techniques, human resource

modeling, etc., knowledge of principles and procedures for recruiting potential talent and

personnel training, be aware of different reactions from guests and team members and be

able to understand why they are reacting in that manner, identify complex problems and

18

use existing information to develop and evaluate options and implement solutions,

motivating individuals by knowing their work style and their interests, facilitate

instruction and training based on the interests and abilities of the team, ability to speak



to generate a problem,

Promote safety in the workplace through training and recognition: Knowledge of

principles and procedures for recruiting potential talent and personnel training,


right time), knowledge of food safety standards to safeguard the health of guests and

team members, be aware of different reactions from guests and team members and be

able to understand why they are reacting in that manner, ability to speak clearly and

communicate information and ideas with others in a way that they understand, ability to


generate a problem, ability to climb and descend from ladders carrying merchandise, and

have the physical capabilities of lifting up to forty pounds.

Maintain regular attendance through flexible work schedules (e.g. nights, weekends,

holidays, extended shifts, etc.): Manage individual time effectively and the time of other

subordinates.

Conduct morning meetings with team and supervisor to discuss plans, performance,

recognition, etc.: Understanding the principles of business and management in order to

promote different marketing strategies, leadership techniques, human resource modeling,

etc., manage individual time effectively and the time of other subordinates, ability to

listen to and understand information and ideas presented through oral comprehension,

ability to speak clearly and communicate information and ideas with others in a way that

they understand, and ability to adapt to constant changes in work environment such as


Seek personal feedback in order to constantly refine strengths and bolster

weaknesses as a leader: Understanding the principles of business and management in

order to promote different marketing strategies, leadership techniques, human resource

modeling, etc., ability to listen to and understand information and ideas presented through

oral comprehension, and ability to adapt to constant changes in work environment such as


Provide others with feedback in order to give insight into best practices of others:

Understanding the principles of business and management in order to promote different

marketing strategies, leadership techniques, human resource modeling, etc., knowledge of

principles and procedures for recruiting potential talent and personnel training, be aware

of different reactions from guests and team members and be able to understand why they

are reacting in that manner, motivating individuals by knowing their work style and their

interests, facilitate instruction and training based on the interests and abilities of the team,

ability to speak clearly and communicate information and ideas with others in a way that

19

they understand, and ability to know when something is wrong or recognizing a situation

that has the potential to generate a problem.

Collaborate with team to identify best practices and illustrate expectations of tasks:


marketing strategies, leadership techniques, human resource modeling, etc., motivating

individuals by knowing their work style and their interests, facilitate instruction and

training based on the interests and abilities of the team, ability to listen to and understand

information and ideas presented through oral comprehension, ability to speak clearly and

communicate information and ideas with others in a way that they understand, ability to


generate a problem, ability to climb and descend from ladders carrying merchandise, and

have the physical capabilities of lifting up to forty pounds.

Facilitate monthly meetings to review sales, areas of improvement for the team and

store as a whole, discuss upcoming events (e.g. holidays), etc.: Understanding the


leadership techniques, human resource modeling, etc., use technology and different types

of software to make daily tasks easier and more efficient, ability to use mathematical

reasoning and choose the right mathematical methods to solve a problem, ability to listen

to and understand information and ideas presented through oral comprehension, ability to

speak clearly and communicate information and ideas with others in a way that they

understand, ability to know when something is wrong or recognizing a situation that has

the potential to generate a problem, and ability to adapt to constant changes in work

environment such as changes in team, policy, management, morale, etc.

Create a balanced weekly schedule by incorporating the needs of the store in

relation to the availability of each team member: Understanding the principles of

business and management in order to promote different marketing strategies, leadership

techniques, human resource modeling, etc., use technology and different types of

software to make daily tasks easier and more efficient, possess coordination skills to

balance different projects at the same time/multitask, and ability to use mathematical

reasoning and choose the right mathematical methods to solve a problem.

Take leadership courses and constantly remain current on different company

expectations and standards to facilitate professional development: Utilize knowledge

of business or leadership received during the completion of college or equivalent

experience, understanding the principles of business and management in order to promote

different marketing strategies, leadership techniques, human resource modeling, etc.,


right time), use technology and different types of software to make daily tasks easier and

more efficient, and ability to adapt to constant changes in work environment such as


20

Instruct and support team when dealing with difficult sales transactions or returns

to bolster team performance and insure positive guest experience: Understanding the


leadership techniques, human resource modeling, etc., knowledge of principles and

procedures for recruiting potential talent and personnel training, be aware of different

reactions from guests and team members and be able to understand why they are reacting

in that manner, identify complex problems and use existing information to develop and

evaluate options and implement solutions, facilitate instruction and training based on the

interests and abilities of the team, ability to use mathematical reasoning and choose the

right mathematical methods to solve a problem, ability to speak clearly and communicate

information and ideas with others in a way that they understand, and ability to know

when something is wrong or recognizing a situation that has the potential to generate a

problem.

Monitor inventory on the sales floor and ensure that all merchandise is replenished

once inventory is low: Possess the knowledge of different types of merchandise and the

principles, and methods for presenting, endorsing, and selling products, ability to know

when something is wrong or recognizing a situation that has the potential to generate a

problem, ability to climb and descend from ladders carrying merchandise, and have the

physical capabilities of lifting up to forty pounds.

Serve as a leader who recognizes store goals and delegate appropriately to ensure

the tasks will be completed effectively: Utilize knowledge of business or leadership

received during the completion of college or equivalent experience, understanding the


leadership techniques, human resource modeling, etc., manage individual time effectively

and the time of other subordinates, identify complex problems and use existing

information to develop and evaluate options and implement solutions, ability to speak



to generate a problem, and ability to adapt to constant changes in work environment such

as changes in team, policy, management, morale, etc.

Confirm that the team follows food standards such as product rotation and

elimination of expired or damaged products to guarantee food freshness for guests:

Possess the knowledge of different types of merchandise and the principles, and methods

for presenting, endorsing, and selling products, knowledge of jargon used in store such as

brand, FIFO (first in, first out), best practice, etc., knowledge of food safety standards to

safeguard the health of guests and team members, and ability to know when something is

wrong or recognizing a situation that has the potential to generate a problem.

Provide training and feedback to colleagues and subordinates in order to reinforce

best practices: Understanding the principles of business and management in order to

promote different marketing strategies, leadership techniques, human resource modeling,

etc., knowledge of principles and procedures for recruiting potential talent and personnel

training, knowledge of jargon used in store such as brand, FIFO (first in, first out), best

21

practice, etc., be aware of different reactions from guests and team members and be able

to understand why they are reacting in that manner, manage individual time effectively

and the time of other subordinates, motivating individuals by knowing their work style

and their interests, facilitate instruction and training based on the interests and abilities of

the team, ability to speak clearly and communicate information and ideas with others in a

way that they understand, ability to know when something is wrong or recognizing a

situation that has the potential to generate a problem, and ability to adapt to constant

changes in work environment such as changes in team, policy, management, morale, etc.

The job description included the essential tasks and KSAs used in this linkage exercise.

22

Job Description

Job Title: Retail Manager

General summary of responsibilities: Facilitate, manage, and enhance team performance

through praise and recognition. Provide and except feedback from others in order to enhance best

practices. Hire, fire, and promote team to enhance a positive team culture and work environment.

Resolve any disputes with team members and guests to provide an ultimate experience. Hold the

team accountable for their actions while promoting safety and balancing the needs of the team.

Be flexible and adaptable to new technologies, challenges, and policies that can impact work

environment or core roles.

Tasks:

Convey marvelous moments with customers by responding to customer issues and

grievances to facilitate customer satisfaction.

Make decisions on the hiring, training, and evaluation aspects of team members and in

some cases, promoting and firing when required.

Use appropriate tools and authorizations to meet financial obligations such as budgets,

team member schedules, etc.

Examine and ensure team accountability for correct display, signing, and pricing of

merchandise.

Hold team accountable for maintaining brand standards such as cleanliness, organization,

and adequate work environments by enforcing brand policies.

Develop current team by providing feedback on tasks along with recognition.

Facilitate change for new and current team members through communication and best

practice such as being up to date with policy and leadership changes.

Promote safety in the workplace through training and recognition.

Maintain regular attendance through flexible work schedules (e.g. nights, weekends,

holidays, extended shifts, etc.).

Conduct morning meetings with team and supervisor to discuss plans, performance,

recognition, etc.

Seek personal feedback in order to constantly refine strengths and bolster weaknesses as

a leader.

Provide others with feedback in order to give insight into best practices of others.

Collaborate with team to identify best practices and illustrate expectations of tasks.

Facilitate monthly meetings to review sales, areas of improvement for the team and store

as a whole, discuss upcoming events (e.g. holidays), etc.

Create a balanced weekly schedule by incorporating the needs of the store in relation to

the availability of each team member.

Take leadership courses and constantly remain current on different company expectations

and standards to facilitate professional development.

Instruct and support team when dealing with difficult sales transactions or returns to

bolster team performance and insure positive guest experience.

23

Monitor inventory on the sales floor and ensure that all merchandise is replenished once

inventory is low.

Serve as a leader who recognizes store goals and delegate appropriately to ensure the

tasks will be completed effectively.

Confirm that the team follows food standards such as product rotation and elimination of

expired or damaged products to guarantee food freshness for guests.

Provide training and feedback to colleagues and subordinates in order to reinforce best

practices.

Knowledge:

Utilize knowledge of business or leadership received during the completion of college or

equivalent experience.

Possess the knowledge of different types of merchandise and the principles, and methods

for presenting, endorsing, and selling products.


marketing strategies, leadership techniques, human resource modeling, etc.

Knowledge of principles and procedures for recruiting potential talent and personnel

training.

Knowledge of different legal issues such as employee compliance (taking breaks at the

right time).

Knowledge of jargon used in store such as brand, FIFO (first in, first out), best practice,

etc.

Knowledge of food safety standards to safeguard the health of guests and team members.

Skills:

Be aware of different reactions from guests and team members and be able to understand

why they are reacting in that manner.

Manage individual time effectively and the time of other subordinates.

Identify complex problems and use existing information to develop and evaluate options

and implement solutions.

Use technology and different types of software to make daily tasks easier and more

efficient.

Possess coordination skills to balance different projects at the same time/multitask.

Motivating individuals by knowing their work style and their interests.

Facilitate instruction and training based on the interests and abilities of the team.

Abilities:

Ability to use mathematical reasoning and choose the right mathematical methods to

solve a problem.

Ability to listen to and understand information and ideas presented through oral

comprehension.

24

Ability to speak clearly and communicate information and ideas with others in a way that

they understand.

Ability to know when something is wrong or recognizing a situation that has the potential

to generate a problem.

Ability to adapt to constant changes in work environment such as changes in team,

policy, management, morale, etc.

Ability to climb and descend from ladders carrying merchandise.

Have the physical capabilities of lifting up to forty pounds.

Qualifications:

Must have at least a bachelor’s degree.

Experience:

Previous knowledge, skills, or work-related experience is not required but highly

recommended.

25

References:

O*NET OnLine. (2010). First-Line Supervisors of Retail Sales Workers. Retrieved from

http://www.onetonline.org/link/summary/41-1011.00 on 10/14/2014

http://www.onetonline.org/link/summary/41-1011.00%20on%2010/14/2014

26

Appendix A

O*NET First-Line Supervisors of Retail Sales Workers Summary Report

Summary Report for: 41-1011.00 - First-Line Supervisors of Retail Sales Workers

Directly supervise and coordinate activities of retail sales workers in an establishment or

department. Duties may include management functions, such as purchasing, budgeting,

accounting, and personnel work, in addition to supervisory duties.

Sample of reported job titles: Manager, Store Manager, Assistant Manager, Department

Manager, Shift Manager, Meat Department Manager, Assistant Store Manager, Office Manager,

Bakery Manager, Deli Manager

Tasks

Provide customer service by greeting and assisting customers, and responding to

customer inquiries and complaints.

Direct and supervise employees engaged in sales, inventory-taking, reconciling cash

receipts, or in performing services for customers.

Monitor sales activities to ensure that customers receive satisfactory service and quality

goods.

Inventory stock and reorder when inventory drops to a specified level.

Instruct staff on how to handle difficult and complicated sales.

Hire, train, and evaluate personnel in sales or marketing establishments, promoting or

firing workers when appropriate.

Assign employees to specific duties.

Enforce safety, health, and security rules.

Examine merchandise to ensure that it is correctly priced and displayed and that it

functions as advertised.

Plan budgets and authorize payments and merchandise returns.

Knowledge

Customer and Personal Service — Knowledge of principles and processes for

providing customer and personal services. This includes customer needs assessment,

meeting quality standards for services, and evaluation of customer satisfaction.

Sales and Marketing — Knowledge of principles and methods for showing, promoting,

and selling products or services. This includes marketing strategy and tactics, product

demonstration, sales techniques, and sales control systems.

Administration and Management — Knowledge of business and management

principles involved in strategic planning, resource allocation, human resources modeling,

leadership technique, production methods, and coordination of people and resources.

English Language — Knowledge of the structure and content of the English language

including the meaning and spelling of words, rules of composition, and grammar.

Mathematics — Knowledge of arithmetic, algebra, geometry, calculus, statistics, and

their applications.

27

Education and Training — Knowledge of principles and methods for curriculum and

training design, teaching and instruction for individuals and groups, and the measurement

of training effects.

Personnel and Human Resources — Knowledge of principles and procedures for

personnel recruitment, selection, training, compensation and benefits, labor relations and

negotiation, and personnel information systems.

Skills

Active Listening — Giving full attention to what other people are saying, taking time to

understand the points being made, asking questions as appropriate, and not interrupting at

inappropriate times.

Coordination — Adjusting actions in relation to others' actions.

Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses

of alternative solutions, conclusions or approaches to problems.

Monitoring — Monitoring/Assessing performance of yourself, other individuals, or

organizations to make improvements or take corrective action.

Service Orientation — Actively looking for ways to help people.

Speaking — Talking to others to convey information effectively.

Management of Personnel Resources — Motivating, developing, and directing people

as they work, identifying the best people for the job.

Social Perceptiveness — Being aware of others' reactions and understanding why they

react as they do.

Time Management — Managing one's own time and the time of others.

Complex Problem Solving — Identifying complex problems and reviewing related

information to develop and evaluate options and implement solutions.

Abilities

Oral Comprehension — The ability to listen to and understand information and ideas

presented through spoken words and sentences.

Oral Expression — The ability to communicate information and ideas in speaking so

others will understand.

Speech Clarity — The ability to speak clearly so others can understand you.

Speech Recognition — The ability to identify and understand the speech of another

person.

Problem Sensitivity — The ability to tell when something is wrong or is likely to go

wrong. It does not involve solving the problem, only recognizing there is a problem.

Deductive Reasoning — The ability to apply general rules to specific problems to

produce answers that make sense.

Category Flexibility — The ability to generate or use different sets of rules for

combining or grouping things in different ways.

Information Ordering — The ability to arrange things or actions in a certain order or

pattern according to a specific rule or set of rules (e.g., patterns of numbers, letters,

words, pictures, mathematical operations).

28

Mathematical Reasoning — The ability to choose the right mathematical methods or

formulas to solve a problem.

Near Vision — The ability to see details at close range (within a few feet of the

observer).

29

Appendix B (ETL) Common Core Roles

Executive Team Leader Common Core Roles

Be Your Best Self

Be respectful and act with integrity.

Be Fast, Fun and Friendly.

Be accountable and continuously improve.

Be Your Best Self.

Perform leader on duty (LOD) duties; ensuring the entire team is productive and the store

is meeting brand.

Walk the sales floor daily to set daily goals and expectations, coach and follow up with

the team to ensure the goals and expectations are satisfied; quickly identify and

implement solutions to any in-stock, presentation, pricing, signing or safety issues.

Champion personal leadership development using company tools and programs; actively

seek feedback from team, peers and leader.

Interpret corporate communication, and provide clear direction to others.

Effectively execute and lead the team through new initiatives and change.

Actively participate in Talent and Culture meetings.

Deliver amazing moments for team members and guests.

Serve as a leader by strategically thinking about how to develop and accomplish goals,

and properly delegate to team members the tasks necessary to implement those goals.

Ensure team members comply with established dress guidelines, including name badge.

Hold team members accountable for completing position training, conduct follow-up and

assess training progress of new team members.

Complete additional duties as needed or required.

Health Team Culture

Plan for the right person, right place, right time.

Develop a talented team with a winning spirit.

Foster an inclusive, diverse and save culture.

Create an environment of openness, trust and recognition.

Assess and select top talent at the hourly team member and team leader level by

interviewing new candidates for hire and current team members for promotion, and make

decisions about whom to hire.

Actively participate in the performance management process, which includes

recognizing, coaching, providing meaningful feedback, writing and delivering

performance reviews and writing and delivering counseling and corrective actions.

Follow up a d take action on team commitments.

Analyze schedules to ensure proper staffing levels that meet business needs.

Develop business leaders using impactful talent management tools, including, not limited

to, leadership expectations, leadership status, GAPs, etc.

Ensure team members and team leaders are provided all required duty-free meal periods

and rest breaks.

Lead a compliance culture that mitigates financial and legal risk; focus on compliance,

integrity, and safety.

30

Drive a safe and secure culture focused on incident and injury prevention; encourages

save behaviors through coaching and recognition, and by identifying, reporting and

responding to all safety concerns and trends in a timely manner.

Contribute to a respectful Fast, Fun and Friendly atmosphere for all team members by

placing importance on everyday moments with the team.

Evaluate performance results, and develop and implement action plans to achieve

performance goals; hold team leaders accountable to do the same.

Drive Profitable Sales

Put the guest first.

Build a sales culture.

Superior execution through best practices.

Deliver on financial goals.

Lead a culture of sales and expense financial accountability.

Proactively leverage tools, reports and processes to meet or beat payroll goals.

Demonstrate awareness, engagement and accountability for gross margin.

Actively demonstrate and recognize the Vibe model: Engage+ Educate+ Sell to drive

sales and guest loyalty.

Model, coach and recognize Vibe service behaviors leveraging Vibe tools and routines.

Use all avenues to close the sale (e.g., Target.com, Target app and Flexible Fulfillment).

Appropriately prioritize and drive continuous improvement in the areas of the profit

formula to impact total store profitability and company Earnings Before Interest and

Taxes (EBIT).

Support the shortage-awareness culture; understand how operational procedures impact

profitability; avoid shortcuts; promote theft and fraud prevention through guest service.

Drive complete, timely and quality merchandising transactions.

Supervise and coach the team to ensure excellent in-stocks with minimal outs.

Hold the team accountable for accurate pricing and current signing.

Ensure the interior and exterior of the store are neat, safe, clean and is comfortable and

well lit; maintain offstage brand.

Educate the team on how amazing moments drive profitability.

Empower the team to make it right for the guest to drive guest loyalty.

Place importance on each guest interaction.

Understand and connect how everyday tasks and daily leadership are connected to guest

satisfaction.

Ensure team follows food freshness standards, product rotation (FIFO), no expired

products, remove dented or damaged product, properly handle temperature-sensitive food

items and ensure cleanliness to prevent pest infestation when handling food items.

Lead your team to incorporate digital routines into store culture, champion new

technology and processes to drive sales.

Food/Sales Floor/Front End Common Role

Continually inspect the freshness and quality of products on the sales floor and in the

backroom.

31

Ensure that team follows proper product rotation procedures, including immediately

removing and marking outdated or poor-quality items that do not meet our high

standards.

Ensure the team is responding quickly to cleanliness and freshness issues; verify freezers

and coolers are neat, organized and clean.

Ensure all processes and new rollouts are executed by the team to guarantee brand

consistency.

Analyze and use financial data to assess area; develop and implement action plans when

necessary.

Ensure team members understand and execute the functions in their core roles by using

proper processes to complete their daily tasks.

Lead teams to keep backrooms, receiving dock and sales floor organized, clean and free

of clutter.

32

Appendix C

Job Analysis Interview Questions

INTERVIEW QUESTIONNAIRE

JOB ANALYSIS

Name: ________________________________________________________

Job Title: ________________________________________________________

How Long in this Role: _____________________________

Introduction

Reason for interview

Explain how data will be used

Maintain Confidentiality

1. If you divided your job into major functions, what would they be? What are the

major job responsibilities?

_______________________________________________________________

_______________________________________________________________

2. Describe a typical day on the job from the beginning of the shift to the end. How

much time do you spend doing each thing?

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

3. Are there any activities that do not necessarily happen every day that you consider

an important part of your job?

________________________________________________________________________

________________________________________________________________________

______________________________________________________

4. If you broke down the major functions of the job into individual tasks, what

would they be?

________________________________________________________________________

________________________________________________________________________

______________________________________________________

5. Who are the other people that you work with on the job? In what ways do you

interact (Peers, Subordinates, Supervisors)

o Peers:

33

o Subordinates:

o Supervisors:

6. What are the biggest challenges or problems faced on the job for both new and

experienced employees? Why are they challenges or problems?

For new employees:

_____________________________________________________________________

_____________________________________________________________________

___________________________________________________

For experienced employees:

_____________________________________________________________________

_____________________________________________________________________

___________________________________________________

7. Think of the best performing person you have seen in this job. What makes this

person a better performer than an average performer?

________________________________________________________________________

____________________________________________________________

_______________________________________________________________

8. Think of the worst performing person you have seen in this job. What makes this

person worse than an average performer?

_____________________________________________________________________

_____________________________________________________________________

___________________________________________________

9. What kinds of errors or mistakes can someone in this job make? What are the

consequences?

_____________________________________________________________________

_____________________________________________________________________

___________________________________________________

10. If you were asked to hire a new person for the job, what would you look for?

What kind of knowledge, skills, or abilities would be required?

_____________________________________________________________________

_____________________________________________________________________

___________________________________________________

11. What types of formal/classroom training and on-the-job training do employees in

this job receive?

When first hired:

34

Ongoing (e.g. annual):

12. Critical incidents (example situations) of exceptionally good or poor performance

(situation, action, result)

_____________________________________________________________________

_____________________________________________________________________

35

Appendix D

Job Analysis Questionnaire

Retail Manager Job Analysis Questionnaire

Statement of Informed Consent:

Your participation in this questionnaire is voluntary. No personal information of any kind will be

asked for or recorded. The information will be collected for educational purposes only and your

responses will not have any direct or indirect administrative impact. There are no known or

foreseeable risks associated with participating.

Purpose:

The purpose of this questionnaire is to gather information about the job of a retail manager.

This information will be used in developing a job specification and description for the job of a

retail manager. The results will be presented as part of a class project for Advance Industrial

Psychology (PSY 560) at West Chester University. If you have any questions please contact

David J. Keyser at [email protected].

There are five parts to this questionnaire. The first four parts include a series of statements

related to tasks, knowledge, skills, and abilities required to effectively perform the job of a

retail manager. You will be required to provide ratings of these statements on two dimensions,

importance and frequency. The fifth part provides open space for written comments on areas that

you may think of as important but may not have been covered in the questionnaire. This

questionnaire was constructed such that 20 minutes should be adequate to complete it, but there

is no time limit. Once complete please return the questionnaire to David J. Keyser at

[email protected] or in person during working hours at Target in West Pottsgrove

Township, PA.

mailto:[email protected]

36

Part I: Instructions

Please read each of the following statements carefully and indicate your responses in the

appropriate cells for:

Importance of each task statement in performing your job

Frequency of doing each task on the job

Descriptions (Tasks)

Importance

0 – Unimportant

1 – Important

2 – Essential

Frequency of Use

0 – Never Perform

1 – Rarely Perform

2 – Occasionally Perform

3 – Frequently Perform

Convey marvelous moments with

customers by responding to

customer issues and grievances to

facilitate customer satisfaction.

Make decisions on the hiring,

training, and evaluation aspects of

team members and in some cases,

promoting and firing when required.

Use appropriate tools and

authorizations to meet financial

obligations such as budgets, team

member schedules, etc.

Examine and ensure team

accountability for correct display,

signing, and pricing of merchandise.

Hold team accountable for

maintaining brand standards such as

cleanliness, organization, and

adequate work environments by

enforcing brand policies.

Develop current team by providing

feedback on tasks along with

recognition.

Facilitate change for new and

current team members through

communication and best practice

such as being up to date with policy

37

and leadership changes.

Promote safety in the workplace

through training and recognition.

Maintain regular attendance through

flexible work schedules (e.g. nights,

weekends, holidays, extended shifts,

etc.)

Conduct morning meetings with

team and supervisor to discuss

plans, performance, recognition, etc.

Seek personal feedback in order to

constantly refine strengths and

bolster weaknesses as a leader.

Provide others with feedback in

order to give insight into best

practices of others.

Collaborate with team to identify

best practices and illustrate

expectations of tasks.

Facilitate monthly meetings to

review sales, areas of improvement

for the team and store as a whole,

discuss upcoming events (e.g.

holidays), etc.

Create a balanced weekly schedule

by incorporating the needs of the

store in relation to the availability of

each team member.

Take leadership courses and

constantly remain current on

different company expectations and

standards to facilitate professional

development.

Instruct and support team when

dealing with difficult sales

transactions or returns to bolster

team performance and insure

positive guest experience.

Monitor inventory on the sales floor

and ensure that all merchandise is

replenished once inventory is low.

Serve as a leader who recognizes

store goals and delegate

appropriately to ensure the tasks

38

will be completed effectively.

Confirm that the team follows food

standards such as product rotation

and elimination of expired or

damaged products to guarantee food

freshness for guests.

Provide training and feedback to

colleagues and subordinates in order

to reinforce best practices.

39

Part II: Instructions



Importance of each knowledge statement in performing your job

Frequency of using these content areas on the job

Description (Knowledge)

Importance

0 – Unimportant

1 – Important

2 – Essential

Frequency of Use

0 – Never Perform




Utilize knowledge of business or

leadership received during the

completion of college or equivalent

experience.

Possess the knowledge of different

types of merchandise and the

principles, and methods for

presenting, endorsing, and selling

products.

Understanding the principles of

business and management in order to

promote different marketing

strategies, leadership techniques,

human resource modeling, etc.

Knowledge of principles and

procedures for recruiting potential

talent and personnel training

Knowledge of different legal issues

such as employee compliance

(taking breaks at the right time)

Knowledge of jargon used in store

such as brand, FIFO (first in, first


Knowledge of food safety standards

to safeguard the health of guests and

team members.

40

Part III: Instructions



Importance of each skill in performing your job

Frequency of using each skill on the job

Description (Skills)

Importance

0 – Unimportant

1 – Important

2 – Essential

Frequency of Use

0 – Never Perform




Be aware of different reactions from

guests and team members and be

able to understand why they are

reacting in that manner.

Manage individual time effectively

and the time of other subordinates.

Identify complex problems and use

existing information to develop and

evaluate options and implement

solutions.

Use technology and different types

of software to make daily tasks


Possess coordination skills to

balance different projects at the same

time/multitask.

Motivating individuals by knowing

their work style and their interests.

Facilitate instruction and training

based on the interests and abilities of

the team.

41

Part IV: Instructions



Importance of each ability in performing your job

Frequency of using each ability on the job

Description (Abilities)

Importance

0 – Unimportant

1 – Important

2 – Essential

Frequency of Use

0 – Never Perform




Ability to use mathematical

reasoning and choose the right

mathematical methods to

solve a problem.

Ability to listen to and

understand information and

ideas presented through oral

comprehension.

Ability to speak clearly and

communicate information and

ideas with others in a way that

they understand.

Ability to know when

something is wrong or

recognizing a situation that

has the potential to generate a

problem.

Ability to adapt to constant

changes in work environment

such as changes in team,

policy, management, morale,

etc.

Ability to climb and descend

from ladders carrying

merchandise.

Have the physical capabilities

of lifting up to forty pounds.

42

Part V- Instructions

In the space provided below please indicate in detail any job relevant information that was not

covered in this questionnaire.

Thank you for your participation!

Documents

Job Analysis Report