Get documents about "Service AAPM ROLE ACOUNTABILITY
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- 9/14/2012
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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.
