Service AAPM Core Job Accountabilities Core Job Accountabilities To lead, support and train all Asset Protection functions for Service Center locations, Secondary Market locations and USO locations within assigned division which would include identification and reporting of shrink, fraud, write off awareness, Customer Data Privacy trends, proprietary information leaks and Investigations. Also partners and supports retail locations, as it pertains to CDP, Precinct ding write off awareness, Customer Data Privacy trends and service trends. This will be accomplished by partnering with local AAPM’s and Service field leadership to identify root causes and implement solutions. Provide Service process, systems and policy training and coaching to AAPM’s and field leaders that are in a position to identify and impact potential Service liability or risk issues. This position would also partner with Service field Leadership on various operational functions to insure process compliance and oversight. These functions would include physical inventory, customer data privacy and assessments. Develop networks and maintain relationships with Service field leadership, vendor partners, service providers, and law enforcement agencies. Primary attributes for success in this position are ability to partner, coach and influence vertically within the Service organization and cross functionally within the Best Buy field organization. Also ensure the ability to understand and create analytics that are relevant to the Service business model. Field/Store/District/Territory Leadership Core Job Accountabilities As a leader of Best Buy your core job accountabilities include a leadership component focused on creating a world class employee and customer experience, while profitably growing the overall stores business, as well as the key metrics specific to your role. Both of these areas are included in the core job accountabilities. Shrink Shrink Shrink Lack of consistent support to the Ensures a strong shrink culture in Proactive in developing and Note: Local leadership is empowered to add CJR’s during the 1 st quarter of the fiscal year. Role Specific Details – All Service Area Asset Protection leadership teams in creating, Service centers, USO’s and coaching leadership around how validating, and encouraging a Secondary Market locations and to create a world class shrink positive shrink culture assigned area through validation culture that also allows for a of facility visits/market world class customer assessments and by partnering experience. with Service Leadership (GM’s, In-Home managers, FSMM’s, DFM’s, Service HR leadership, & corporate support) as well as the local AAPM. Does not make time to support Communicates Service Center Communicates to Service and SR Service Leadership teams relating and Secondary Market shrink AAPM Leadership team on to over budget trends, IA’s or barometers and USO cycle count leaders that should be shrink related locations including opportunities monthly with recognized for their Service Centers, Secondary appropriate Service leadership performance as warranted or Market and USO’s and AAPM teams especially coached as needed. locations and/or USO’s that are trending over budget or are not completing consistent cycle counts. Lacks insight or resolution Monthly Communication to Consistently provides solutions towards root causes, struggles Service leadership and AAPM to Service leadership when with or lacks initiative on internal team on current state of opportunities arise especially for / external investigations. business, e.g. shrink trends, PI shrink challenged locations. Manager results, etc. by attending any conference calls, quarterly meetings and the AAPM bi- weekly calls. Does not make an effort to Assist and Support Service Demonstrates highly supportive attend GSSF/USO Quarterly leadership as it relates to and proactive approach to meetings and PI’s and does not identifying Asset Losses, Profit Service Leadership by providing discuss shrink. Drainers, Foundational insights and solutions that aide Excellence, and supports the PI and solve Against Asset Losses, processes to ensure accurate Profit Drainers, Foundational counts. Excellence, and full support of the PI process from start to finish ensuring accurate counts. Does not communicate with local Ensure that the local AAPM is Utilize leadership skills and AAPM’s shrink opportunities to aware of USO fleet cycle counts, knowledge to demonstrate help drive service culture and Service center counts and any expertise in root cause shrink follow up. opportunities that exist with analysis and making appropriate store PPM, PP Sup and agents as changes moving forward to shrink impacts retail location. prevent opportunities. Ensure ghost vehicles are not present. SAFETY SAFETY SAFETY Not seen as a leader that can Identify trends in safety that Is seen as a leader and expert in support the team or offer is unique to Service regards to safety and is sought assistance in safety issues. locations, GSR and USO’s and after for council, advice and provides recommendations leadership. Partners with and solutions to Service Corporate to improve processes leadership. Validates any E- and impacts change. learning’s. Has not positioned themselves as If needed, assist in safety Takes the lead in safety issues the safety subject matter expert related investigations, shares and is proactive in identifying claims with AAPM’s and root cause for claims throughout leadership. all Services. Lacks follow up and Ensures leadership and Champions the commitment to communication with appropriate follow-up on EBC claims and execute all aspects of safety leadership on claims that arise. any OSHA opportunities that programs. arise. INVESTIGATIONS INVESTIGATIONS INVESTIGATIONS Struggles with or lacks initiative Actively communicates to Provide reporting and coaching on communicating to leadership an overview of for SAPM/AAPM’s to conduct SAPM/AAPM team and investigations including investigations relating to theft, leadership regarding trends of customer data privacy and fraud and Secondary Market and apparent fraud within Service provide solutions and customer data privacy. partnerships to minimize future Demonstrates the ability to risks. conduct investigations through Consistently demonstrates the Has a difficult time being an objective lens and is open ability to conduct investigations objective, during an investigation minded to others input and through an objective lens and is and/or partnering with SHRM insight into the situation. open minded to others input Partners and communicates and insight into the situation. effectively and timely with Focuses not only on leadership. investigations, but sees the learning’s and is able to move the organization based Does not follow investigation Follows investigation SOP outcomes. SOP and leaves cases incomplete and follows through to and is not 100% on case completion of case Follows investigation SOP, looks management system or file management system and for ways to improve, helps retention guidelines. case file retention guidelines others and follows through to completion of case management system and case file retention guidelines. Does not actively assist in Continues to seek out new creating new exception reporting trends and develops tools and/or does not manage current Actively manages investigations and strategies to investigate. exception reports. from exception reporting. Assist Actively manages cases that in developing new reporting as arise from exception reports. business changes.
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