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 20 minutes Q & A 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 0 1 3 5 No evidence of Evidence of 1-2 positive Evidence of a Evidence of all positive indicators indicators but also majority of positive positive indicators and several negative evidence of 1-2 indicators and only and no negative negative indicators evidence of 1-2 indicators 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 Discussion shows that they do not selling and service. understand the difference between • selling and service. Articulates the need for selling as • well as service. Does not present a strong argument • to support improved selling as well as Verbally outlines his/her plans for new initiatives around selling. service. • • Verbally explains his/her training and Is unable to articulate what strong selling skills look like. communication plans to support new • initiatives. 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 Presentation comes across as “nit- balance between detail and bigger picky” and does not take a helicopter picture. view. • • Suggests ways of measuring and No suggestion of how to measure or monitoring success. monitor success. • • Observations/comments show a Observation/comments focus on balance between customer and either customer or business needs business needs. but not both. • • Discussion includes comments Shows limited understanding or around VM techniques. interest in VM techniques. • • Brings in examples of what good Does not mention other retailers and practice they’ve seen in other confines the discussion to their own retailers. 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 Lacks presence and charisma. • captures the imagination. Does not consider incentives or ways • Suggests incentives/support to to motivate team. • encourage team. Overly focussed on negative • Is enthusiastic about positive observations. Fails to celebrate observations – doesn’t just focus on success. • negative aspects. Fails to provide workable, realistic • Considers negative observations to solutions to negative observations. be opportunities and demonstrates a solutions focussed approach. 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 Lacks enthusiasm when discussing enthusiastic. Is motivated to succeed. the challenges of the store. • • Sees challenges as an opportunity to Sees challenges as barriers rather develop their own skills. then opportunities. • • Identifies their own development Fails to identify their own needs in addressing store issues. development needs in addressing store issues.