SWOT presentation exercise Assessors brief Youll need to brief - - PDF document

SWOT presentation exercise

Assessors brief You’ll need to brief candidates on this exercise at least a week before the selection event to allow time for them to prepare fully. Candidates are asked to conduct a SWOT analysis of a store of your choice and then asked to give a 20 minute presentation on their findings at the event itself. This should be followed by a 10 minute Q & A session. You can ask them to either analyse a Clarks store, or that of a competitor. Either way, it must be a store that you are familiar with so that you can properly assess the accuracy of their analysis. Below is a candidate brief that you should include in the candidates confirmation letters, or confirm over the telephone. This exercise assesses Sales Focus, Commercial Awareness, Leadership and Drive and Personal Development.

Exercise Timings Candidate presentation Q & A 20 minutes 10 minutes Materials Required Flipchart Optional

Candidate brief We’d like you to complete a SWOT analysis of the following store: Using your findings, prepare a 20 minute presentation, to be delivered at the selection event. This will be followed by a 10 minute Q & A session. Our main focus will be on the content of your presentation, rather than the method of delivery. We do not expect you to use flip charts or PowerPoint. We’ll be using this exercise to assess your management skills, but in particular we’ll be assessing Sales Focus, Commercial Awareness, Leadership, and Drive and Personal Development. (SWOT = Strengths, Weaknesses, Opportunities, Threats)

EXERCISE ASSESSMENT SHEET SWOT PRESENTATION EXERCISE STORE MANAGER Candidate Name: Assessor: Date: Use this form to assess the candidate against the qualities you’re looking for.

• Note down any positive/negative examples on the reverse of this page.
• Assess how well they’ve done using the quality negative/positive indicators.

Note: those listed are only examples of positive/negative indicators. The candidate may come up with other things that give you good or bad evidence for this quality.

• Give a total score using the scoring key below and note in the space provided.
• Once you’ve scored all qualities, give an overall total for the exercise, and record it in the

space provided. SCORING KEY 1 3 5 No evidence of positive indicators and several negative Evidence of 1-2 positive indicators but also evidence of 1-2 negative indicators Evidence of a majority of positive indicators and only evidence of 1-2 negative indicators Evidence of all positive indicators and no negative indicators OVERALL ASSESSMENT Scores Sales Commercial Leadership Drive & Focus Awareness People Personal Development Total Score Comments:

SWOT PRESENTATION EXERCISE STORE MANAGER (PLEASE MAKE NOTES ON REVERSE) SALES FOCUS Understands the link between business performance and a selling culture. Encourages team members and peers to actively challenge themselves to increase sales. Is able to set and maintain high operational and visual standards to create a sales driven environment. Positive Indicators Negative Indicators

• Recognises the difference between

selling and service.

• Articulates the need for selling as

well as service.

• Verbally outlines his/her plans for

new initiatives around selling.

• Verbally explains his/her training and

communication plans to support new initiatives.

• Discussion shows that they do not

understand the difference between selling and service.

• Does not present a strong argument

to support improved selling as well as service.

• Is unable to articulate what strong

selling skills look like.

• Does not verbally outline new

initiatives around selling. COMMERCIAL AWARENESS Understands and makes the link between the organisation and wider retail environment to make sound commercial judgements that deliver sales and profit targets whilst meeting customer expectations. Positive Indicators Negative Indicators

• Presentation shows an acceptable

balance between detail and bigger picture.

• Suggests ways of measuring and

monitoring success.

• Observations/comments show a

balance between customer and business needs.

• Discussion includes comments

around VM techniques.

• Brings in examples of what good

practice they’ve seen in other retailers.

• Presentation comes across as “nit-

picky” and does not take a helicopter view.

• No suggestion of how to measure or

monitor success.

• Observation/comments focus on

either customer or business needs but not both.

• Shows limited understanding or

interest in VM techniques.

• Does not mention other retailers and

confines the discussion to their own store knowledge.

LEADERSHIP Inspires, motivates and supports individuals and the team as a whole to achieve results and their goals. Sets an example and acts with integrity. Positively adapts to change and carries the team with them. Makes Clarks/Ravel a great place to work. Positive Indicators Negative Indicators

• Communicates their vision well and

captures the imagination.

• Suggests incentives/support to

encourage team.

• Is enthusiastic about positive
• bservations – doesn’t just focus on

negative aspects.

• Considers negative observations to

be opportunities and demonstrates a solutions focussed approach.

• Lacks presence and charisma.
• Does not consider incentives or ways

to motivate team.

• Overly focussed on negative
• bservations. Fails to celebrate

success.

• Fails to provide workable, realistic

solutions to negative observations. DRIVE AND PERSONAL DEVELOPMENT Strives to achieve results with energy, drive and enthusiasm. Responds positively to challenges and difficulties. Is determined and works hard to deliver. Energetic and

• enthusiastic. Understands own development needs, recognises and takes opportunities to

improve own performance. Positive Indicators Negative Indicators

• Has good energy levels and is
• enthusiastic. Is motivated to succeed.
• Sees challenges as an opportunity to

develop their own skills.

• Identifies their own development

needs in addressing store issues.

• Lacks enthusiasm when discussing

the challenges of the store.

• Sees challenges as barriers rather

then opportunities.

• Fails to identify their own

development needs in addressing store issues.