Topic: Business proposal – Training guidance

Order Description
L&D Manager
Case Study Presentation – Candidate Brief

As part of your application for the L&D Manager you will need to prepare a presentation. You will be given all the information and at least a week to prepare.

Situation
For the purpose of this exercise assume that you are the L&D Manager for 3 stores in your regional area. Store A is a large Supermarket, Store B is a Convenience store and Store C is medium Supermarket. You have recently been appointed to your position and are in the process of reviewing the stores’ current position in terms of training completion and store performance.

Task
You are required to review the information contained in this pack and to prepare a 15 minute presentation to establish the short, medium and long term training priorities for your stores. Clearly outline why you think specific areas are priorities for training and how you will address these. The template on the last pages of this pack can help you plan your presentation but do not feel constrained by this template. You can stick to the headings if you like. However you choose to organise your presentation please bring 2 hard copies of your work.

Timings
You will have 15 minutes to present and then a further 10 minutes for questions.

Competencies
This exercise is designed to measure important role qualities and it will give you an opportunity to show how well you:
• Analyse Information
• Make plans and schedules
• Engage and communicate
• Apply technical L&D knowledge

Sainsbury’s Dictionary
Sainsbury’s uses a number of terms internally that not all candidates may understand. Below is an explanation of some of the terms we use.

Training Insights (TI). Shows what training has been completed and we focus on two important areas:
1. Safe and Legal training (including Refresher training). Our target is for 99% of colleagues who have been in role for 12 weeks or more to have completed it.
2. Role Specific Skills to do Your Job training. Our target is for 95% of colleagues to have completed their role specific Skills to do Your Job Training.
Each store completes a manual poll of the number of colleagues who have completed training every 4 weeks
Safe & Legal Work Pad. This training is for our Store Supervisors, Team Leaders and Managers. The training is focussed on core principles of managing, food safety, health and safety, procedures and processes to make sure they stay within the law and protect our colleagues, customers and brand.
Making Customers Matter (MCM).This is about measuring customer experience and satisfaction. A ‘mystery customer’ visits each store and evaluates the customer experience on three areas:
1) Environment (e.g. cleanliness)
2) Engagement (e.g. friendly helpful staff)
3) Easy Exit (length of the queue and how long it takes to pay/checkout)
After each visit stores receive their MCM report including comments from the mystery customer
Tell Sainsbury’s. This is the name of a program that allows customers to give their direct feedback about our services and products. This feedback is collected by emailing customers a survey or via our website where customers can give feedback whenever they want.
Counters. This is a department in our larger stores which includes fresh cold and hot food. We have different counters including delicatessen, fish, meat, hot foods and pizza. Our larger stores will tend to have the full range of counters and smaller stores could have just a few counters. It depends on space, competitors and the local customer demographic.
Out of Codes. These are products which have passed their ‘sell-by-date. We are legally obliged to sell only products that are in date.
Scorecard. Each store has a scorecard which show how the store is doing on key measures like sales, waste, training and MCM.
List of materials in the pack:
1. Email from Regional Manager
2. Handover document
3. Tell Customer feedback for stores
4. Training Record
5. Training Insights results
6. MCM newsletter
1. Email

From: Regional Manager, Sarah Willet
To: L&D Manager
Subject: Welcome & important information
Hello,
Welcome to the team! I hope that you are settling in well.
I am writing to introduce myself and to give you information on the stores in your area where you are responsible for meeting their learning and development requirements.
In my role as a Regional Manager I am responsible for the overall business performance of the three stores in our area. The safety of our staff and customers, and ensuring we meet our legal requirements, is of paramount importance.
Recent store results show that Store A beat sales budget by 1% and Store B beat sales budget by 2%. Store C consistently beats its sales budget by at least 1% per quarter. We recently appointed a new store manager in Store C who has been in role for the past 8 months and is performing exceptionally well.
I have attached a number of documents for you to review. There is also a handover note from your predecessor. You should have everything you need to get you started.

I look forward to meeting you in person very soon.

Warm regards,

Sarah Willet
Regional Manager

2. L & D Manager Handover

Hello and welcome!
Most things here are going pretty well I think, I have been off the last few weeks and I have been trying to complete the training for my new job. Here are some things you might want to have a look at to get you started.

Store A
• Some Team Leaders have not completed their Safe & Legal Essentials Work Pad – I have mentioned it to them.
• We have been having a few issues with MCM recently – we are still silver Year To Date (YTD) so should be OK with a bit of work.
• Counters keep missing their sales target so probably need to do some training here but not sure what this should focus on.

Store B
• They are not very good at polling their Training Insights results. You might need to ring the Store Manager to remind him to poll in Week 1.
• I have visited the store a few times to look at their Training Records and there is quite a lot of missing training – I have given them lists of what to do.
• We have had a number of complaints about ’out of date’ products over the past few months in the store.

Store C
• The store has met their TI targets and the Managers are really good at doing what they need to do.
• The store is currently having a refit and will have a Pizza and Hot Food Counter opening in 3 months’ time.
• The store is achieving all of its scorecard targets YTD.

Good luck with everything!

3. Tell Customer feedback
Store
Customer Feedback
A
Staff are always friendly on the checkouts, although queues are sometimes quite long.
A
The aisle with the cheese and the yogurts had lots of out of stocks and the shelves looked really dirty.
A
The meat aisle looked quite empty and shelves were dirty. Staff on the shop floor are friendly.
B
I came into your store last week and wanted to purchase something from your Deli Counter. There were two colleagues behind the counter chatting and laughing – neither looked up to acknowledge me. I was disappointed as this is not what I expected from your store.
B
There was only one person on the pizza counter and there was a queue. The member of staff who was serving was doing their best but complaining that they had asked for help but no one had been sent across to them. I love your Pizzas, but I was disappointed that the member of staff was put in that situation.
B
I noticed that in the fresh food aisle some of the products were out of date!
C
Staff are always really helpful and Sophie, one of your checkout staff, helped me to my car as she saw I was struggling with my shopping.
4. Training Record

Store B Colleague Training Record
Name ____B. Colleague___________________________ TNR (Training Not Required)

Legal Mandatory
Date Completed
Colleague Signature
Legal Mandatory
Store Specific
Date Completed
Colleague Signature
Welcome to Convenience
02.03.2012
B Colleague
Network Rail Induction
TNR

Safe Working Practices
04.03.2012
B Colleague
High Risk Food Safety Workshop
TNR

Be Safe, Be Alert DVD
02.03.2012
B Colleague
Machinery Training
04.03.2012
B Colleague

Petrol Skills to do your Job Cards and Sign off
TNR
Petrol Skills to do your Job Cards EPOS and Sign Off
TNR
Petrol Tanker Delivery
TNR
Petrol Safe and Legal Workshop
TNR

Non-Legal Mandatory
Date Completed
Colleague Signature
Non-Legal Mandatory
Role Specific
Date Completed
Colleague Signature
Checkouts Skills to do Your Job Cards and Sign Off
09.07.2014
B Colleague
Bakery Skills to do your Job Cards and Sign Off
TNR

Shop Floor Skills to do Your Job Cards and Sign Off
Cash Management
TNR
Cash Office EPOS
TNR
Hot Foods Skills to do your Job Cards and Sign Off

Licence to Count
TNR
Licence to Unload
TNR
Pizza Counter Skills to do your Job Cards and Sign Off
11.10.2015
B Colleague

Price Control (Non EPOS only)
TNR
Salad Bar Skills to do Your Job Cards and Sign Off
03.06.2015
B Colleague

Self-Checkout Cash Management
06.08.2014
B Colleague

Clothing Click & Collect Operating Your Convenience Store Cards and Sign Off
TNR

Store B Colleague Training Record

Name ____C. Colleague________________________________ TNR (Training Not Required)
Legal Mandatory
Date Completed
Colleague Signature
Legal Mandatory
Store Specific
Date Completed
Colleague Signature
Welcome to Convenience
16.08.2015
C Colleague
Network Rail Induction
TNR

Safe Working Practices
16.08.2015
C Colleague
High Risk Food Safety Workshop
20.08.2015

Be Safe, Be Alert DVD
Machinery Training
17.08.2015
C Colleague

Petrol Skills to do your Job Cards and Sign off
TNR
Petrol Skills to do your Job Cards EPOS and Sign Off
TNR
Petrol Tanker Delivery
TNR
Petrol Safe and Legal Workshop
TNR
Non-Legal Mandatory
Date Completed
Colleague Signature
Non-Legal Mandatory
Role Specific
Date Completed
Colleague Signature
Checkouts Skills to do Your Job Cards and Sign Off
21.08.2015
C Colleague
Bakery Skills to do your Job Cards and Sign Off
Shop Floor Skills to do Your Job Cards and Sign Off
22.08.2015
C Colleague
Cash Management
TNR
Cash Office EPOS
TNR
Hot Foods Skills to do your Job Cards and Sign Off
02.09.2015
C Colleague

Licence to Count
TNR
Licence to Unload
TNR
Pizza Counter Skills to do your Job Cards and Sign Off
TNR
Price Control (Non EPOS only)
TNR
Salad Bar Skills to do Your Job Cards and Sign Off
TNR
Self-Checkout Cash Management
24.08.2015
C Colleague

Clothing Click & Collect Operating Your Convenience Store Cards and Sign Off
TNR

Store B Store Lead Training Record

Name ____________L. Lead_________________________ TNR (Training not Required)
Legal Mandatory
Date Completed

Colleague Signature
Legal Mandatory
Store Specific

Date Completed

Colleague Signature
Welcome to Convenience
07.09.2013
L Lead
Network Rail Induction
TNR

Safe Working Practices
07.09.2013
L Lead
High Risk Food Safety Workshop
19.11.2015
L Lead
Be Safe, Be Alert DVD
08.09.2013
L Lead
Machinery Training
07.09.2013
L Lead
Refrigeration Temperature Management System
10.11.2014
L Lead
Petrol Skills to do your Job Cards and Sign off
TNR

Safe Use of Fire Extinguishers DVD
06.02.2014
L Lead
Petrol Tanker Delivery
TNR

Being Inclusive Workshop
08.06.2015
L Lead
Petrol Safe and Legal Workshop
TNR

Disciplinary Process Workshop
13.11.2014
L Lead

First Aid at Work Workshop
12.12.2013
L Lead

Convenience Store Lead Development Plan
12.09.2014
L Lead

Operating the Store Development Plan
17.06.2015
L Lead

Personal Licence Holder Qualification
12.09.2014
L Lead

Right to Work Workshop
06.09.2014
L Lead

Safe and Legal Essentials Work Pad Workshop and TYK

Think 25 for Managers and Convenience Store Leads
09.04.2015
L Lead
Store B Store Lead Training Record
Name ____________L. Lead_________________________ TNR (Training not Required)

Non-Legal Mandatory
Date Completed

Colleague Signature
Non-Legal Mandatory
Store Specific

Date Completed

Colleague Signature
Cash Management
16.01.2015
L Lead
Bakery Skills to do your Job Cards and Sign Off
02.03.2014
L Lead
Cash Office EPOS
TNR
L Lead
Hot Foods Skills to do your Job Cards and Sign Off
03.02.2014
L Lead
Checkouts Skills to do Your Job Cards and Sign Off
19.10.2013
L Lead
Pizza Counter Skills to do your Job Cards and Sign Off
04.05.2014

Licence to Count
22.11.2014
L Lead
Salad Bar Skills to do Your Job Cards and Sign Off
05.05.2014

Licence to Unload

L Lead
Self-Checkout Cash Management
20.10.2013
L Lead
Price Control (Non EPOS only)
26.07.2014
L Lead
Clothing Click & Collect Operating Your Convenience Store Cards and Sign Off
TNR

Shop Floor Skills to do Your Job Cards and Sign Off
23.01.2014
L Lead
Payroll Operating Your Convenience Store Cards, Sign Off
TNR

Verisae Facilities Management How to Guide
15.09.2015
L Lead
Petrol station development plan
TNR

RSS Reporting Coach’s Notes and Learner’s Pack
TNR
Labour for Convenience Store Leads Workshop
TNR
Price Control Operating Your Convenience Store Cards and Sign Off EPOS Stores
TNR
Our Values Event

Wellbeing and Managing Attendance Workshop
TNR

 
4. Training Insights Results

Store

Number of Colleagues

% of Colleagues Trained – Safe and Legal

Safe and Legal result

Role specific foundation result

Overall Result
Store A
276
92.03%
RED
GREEN
RED
Store B
43
67.00%
RED
RED
RED
Store C
256
99.22%
GREEN
GREEN
GREEN
5. MCM Newsletter – Visit 12 Store A
YTD: 81.5%

Visit 12: 76.6%
?
Don’t forget!
Our MCM helps us to think about how we serve all our customers and where we can improve. Let’s focus on continuing the progress we are making and focus on the areas highlighted to deliver a great result in the next visit.
Candidate Response Sheet
Please use this template to structure your response but do not feel constrained by the template. Bring your own expertise and judgement, and add further information in the template if you wish to do so.
Analysis of issues for each store
Store A

Store B
Store C
Priorities
Short Term 0-2 weeks

Medium Term 2-6 weeks

Long Term 6 weeks and onward

Actions
Impact and how I’ll evaluate

Case study 2: Fringe Benefits Tax
(max 1000 words, references unrestricted- only as necessary)
Periwinkle Pty Ltd (Periwinkle) is a bathtub manufacturer which sells bathtubs directly to the public. On 1 May 2015, Periwinkle provided one of its employees, Emma, with a car as Emma does a lot of travelling for work purposes. However, Emma’s usage of the car is not restricted to work only. Periwinkle purchased the car on that date for $33,000 (including GST).

For the period 1 May 2015 to 31 March 2016, Emma travelled 10,000 kilometres in the car and incurred expenses of $550 (including GST) on minor repairs that have been reimbursed by Periwinkle. The car was not used for 10 days when Emma was interstate and the car was parked at the airport and for another five days when the car was scheduled for annual repairs.

On 1 September 2015, Periwinkle provided Emma with a loan of $500,000 at an interest rate of 4.45%. Emma used $450,000 of the loan to purchase a holiday home and lent the remaining $50,000 to her husband (interest free) to purchase shares in Telstra. Interest on a loan to purchase private assets is not deductible while interest on a loan to purchase income-producing assets is deductible.

During the year, Emma purchased a bathtub manufactured by Periwinkle for $1,300. The bathtub only cost Periwinkle $700 to manufacture and is sold to the general public for $2,600.
1. Advise Periwinkle of its FBT consequences arising out of the above information, including calculation of any FBT liability, for the year ending 31 March 2016. You may assume that Periwinkle would be entitled to input tax credits in relation to any GST-inclusive acquisitions.

2. How would your answer to (1.) differ if Emma used the $50,000 to purchase the shares herself, instead of lending it to her husband?