Best Buy Credit Card Debt Cancellation

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					F Y 1 1 B B Y F i e l d Co r e J o b R e sp o n si b li t i e s

Core Job Responsibilities
Employees will get credit for the contributions made every day. By position, there will be one set of Core Job
Responsbilities across the field. Some of these Core Job Responsibilities will be the same across all roles, and
some will be augmented by discipline specific anchors for specialty roles. It us up to the manager and the
employee to discuss, define, agree to, and be clear about how these responsibilities show up in their store or
market. It is also up to the manager and employee to be clear about how the employee’s unique, individual
contribution and discretionary effort are represented in these Core Job Responbilities. Core Job
Responsibilities and goals, by role, are listed below.
                                          Field/Store/District/Territory Leadership
                                                  Core Job Responsibilities
As a leader of Best Buy your core job responsibilities include a store 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
responsibilities.

Note: Local leadership is empowered to add CJR’s during the 1 st quarter of the fiscal year.

Role Specific Details – All
                         1                               2                            3                               4                                  5
                          Below Expectations                                Meets Expectations                                     Exceeds Expectations
                Does not have a talent pool of external          Has an external talent pool and is building           External and internal talent pool is diverse
                 candidates                                        the diversity and capacity of the pool                 and rhythm is in place for monthly
                Does not understand or assess current            Understands, accurately assesses current               updates/follow up
                 Talent bench and does not plan or                 Talent bench and can articulate plans for             Understands, accurately assesses current
                 demonstrate development                           development                                            talent bench and proactively demonstrates
                Viewpoint and ESI action plans not created       Viewpoint / ESI action plans created in                development or movement of talent.
                 or not activated on                               partnership with the employees and                     Employees can articulate next steps in
                Does not conduct effective formal                 activated upon in the store                            their development based on their talent
                 (quarterly check-ins) and informal (in-the-      Conducts formal (quarterly check-ins) and              designation
 Employee




                 moment) performance management                    informal (in-the-moment) performance                  Viewpoint/ ESI action plans created in
                 discussions with employees                        management discussions that balance                    partnership with the employees, activated
                Turnover is worsening                             recognition for work well done and                     upon in the store, and includes a focus on
                                                                   coaching for opportunities                             each employee’s strengths as a unique
                                                                  Turnover is holding flat                               individual
                                                                                                                         Conducts formal and informal
                                                                                                                          performance management discussions that
                                                                                                                          balance recognition for work well done
                                                                                                                          and coaching for opportunities, as well as
                                                                                                                          ensures the quality extends to all levels of
                                                                                                                          their organization
                                                                                                                         Turnover is improving
                Doesn’t make self easily accessible to the       Make self accessible to customer for                  Actively seeks out the customer voice.
                 customer and doesn’t actively seek out            feedback                                               Example exit interviews as indicated by
                 customer voice                                   Listens to and is a voice for the customer             CSI, Solutions, Call Center, store
                Associates cannot speak to innovation in          as indicated by CSI, Solutions, Call Center,           interactions and Customer roundtables
                 their department and they lack the                store interactions and Customer                       Innovation is yielding solid results and
                 empowerment to try their own ideas                roundtables                                            employees can give specific examples of
                Leader does not manage execution of our          Innovation is based on customer’s insights             these results and how the work has
                 TRUST engagement model                            and is evident in departments                          positively impact the customer’s
 Customer




                CSI Score below company average                  Leader manages execution of our TRUST                  experience
                Lack of awareness and related results for         engagement model as validated by TRUST                Leader manages execution of our TRUST
                 Foundational Excellence                           certifications                                         engagement model not only validated by
                                                                  CSI Score at company average                           TRUST certification but by feedback from
                                                                  Clear understanding and aware of                       customers on CSI and Mystery shops
                                                                   opportunities related to Foundational                 CSI score above company average
                                                                   Excellence, established business rhythm               Clear understand and exceeding
                                                                                                                          expectations related to Foundational
                                                                                                                          Excellence, established business rhythm,
                                                                                                                          strong gap management with peer leading
                                                                                                                          results, and best practice sharing
                Growth plan is inactive with limited to no       Growth plan is localized, actively in place           Growth plan is achieving desired business
                 awareness                                         and has employee awareness                             results by being localized, iterative, well
                Does not exhibit any of the characteristics      Understands how strategies, decisions and              understood and balanced between current
                 defining business acumen                          actions impact financial performance                   strategy and longer term growth vehicles
 Financial




                % Solutions below company average                 across the integrated frame                           Employee is teaching and reinforcing the
                % Connections below company average              % Solutions at company average                         link between decisions and actions on
                                                                  % Connections at company average                       financial performance, across the
                                                                                                                          integrated frame
                                                                                                                         % Solutions above company average
                                                                                                                         % Connections above company average
Role Specific Details
                                              1                                2                            3                                4                            5
                                               Below Expectations                                   Meets Expectations                                 Exceeds Expectations
                                 Shrink                                               Shrink                                              Shrink
                                       Lack of consistent support around                 Supports all Company Shrink Awareness              Takes a Proactive approach, provides on
                                        Company Shrink Related Programs and                Programs and Initiatives. Inspects locations        purpose initiative towards support of all
                                        initiatives. Doesn’t consistently support          as it relates to awareness programs and             Company Shrink Awareness programs
                                        or validate store location as it relates to        shrink culture.                                     and initiatives. Seen as a leader and sets
                                        Awareness programs                                Supports and Partners with District Teams           the standard towards facilitating results.
                                        And Shrink Culture.                                relating to over budget or shrink                  Consistently demonstrates their leadership
                                       Does not make time to support District             challenged locations. Provides root cause           skills through engaged interaction and
                                        teams relating to over-budget or shrink            analysis and conducts internal / external           support to District teams relating to
                                        related locations. Lacks insight or                investigations based on findings.                   over budget or shrink challenged locations.
                                        resolution towards root cause, struggles          Supports and Partners with District teams           Uses their leadership and knowledge to
                                        with or lacks initiative on internal /             as it relates to identifying Asset Losses,          demonstrate expertise in root cause
                                        external investigations.                           Profit Drainers and Foundational                    analysis, internal and external
                                       Does not participate in results oriented           Excellence.                                         investigations.
                                        solutions as it relates to Asset Losses,      Safety                                                  Demonstrates highly supportive approach
                                        Profit Drainers and Foundational                  Is accessible to the team as needed for             to Partners and District teams. Provides
                                        Excellence. Does not seek feedback or              safety issues.                                      insights and solutions that aide and solve
                                        initiate strategies to develop actionables        Participates in handling situations and             Against Asset Losses, Profit Drainers and
 Area Asset Protection Manager




                                        that aide and solve against Asset Losses,          assists the team in resolution                      Foundational Excellence.
                                        Profit Drainers and Foundational              Investigations                                      Safety
                                        Excellence                                        Consistently demonstrates the ability to           Takes the lead in safety issues and is the
                                 Safety                                                    conduct investigations through an                   calm in time of stress
                                     Not seen as a leader that can support the            objective lens                                     Provides support to the team, and gets
                                      team or offer assistance in safety issues           Is able to develop a point of view and              involved as needed depending on the
                                     Has not positioned themselves as the                 positively work to influence without                situation.
                                      safety subject matter expert                         authority                                          Is seen as a leader and expert in regards to
                                 Investigations                                           Is open minded to others input and insight          safety and is sought after for council,
                                     Has a difficult time being objective during          into the situation                                  advice and leadership.
                                      an investigation                                APS Support/Training                                Investigations
                                     Struggles to ensure that the environment            In partnership with the PPM ensures that           Demonstrates consistent logic, rationality,
                                      is maintained during the duration of the             the APS is certified, well trained, and             and objectivity when making decisions
                                      investigation                                        prepared to complete the responsibilities          Is able to anticipate consequences of those
                                 APS Support/Training                                      of the role                                         decisions
                                     Lack of interaction with the APS team               On store visits, the APS is a focus and time       Is not just focused on the investigation at
                                     Does not take an active interest, and is not         is spent understanding their employee               hand but sees the broader picture and is
                                      engaged in the APS employee experience               experience, strengths, opportunities, and           able to help move the organization based
                                      or development                                       support needed                                      on learning’s
                                                                                                                                          APS Support/Training
                                                                                                                                              Actively develops APS employees to build a
                                                                                                                                               bench for the AAPM role
                                                                                                                                              Understands APS employees’ talent
                                                                                                                                               designation and is involved in supporting
                                                                                                                                               their career path as indicated
                                                                                                                                              Is proactive around development and sees
                                                                                                                                               it as a critical role to the success of the
                                                                                                                                               employee, AAPM, and the organization
                                       P&L Management/SOP                                 P&L Management/SOP                                 P&L Management/SOP
                                           Poor P&L management Inconsistent                   Expands market share through revenue             Maximizes STI earnings
                                            performance management                             comps                                             Exceeds Matrix budgets
                                           Limited management of account base                Achieves consistent revenue /GMD                  Increases NOP over YTD trends
                                           Doesn’t achieve Matrix budgets                     budgets                                           Exceeds Revenue Growth Targets
                                           Inconsistent GMD growth                           Maintains required service penetration            Exceeds SG&A targets
                                           Below average GMP results                          results                                       Retail Organizational Alignment
                                       Retail Organizational Alignment                        Controls payroll and SGA in their AOR             Participates in customer events (Retail or
                                           Drops customers after initial purchase            Delivers accurate forecasts of the business        BBFB)
                                           Unresponsive to customer needs                Retail Organizational Alignment                        Involves Retail partners with high value
                                           Declining lead growth from Retail                 Increases ‘repeat’ customer purchases              customers
                                           Limited customer interaction                      Timely follow up to customer inquiries            Receives referrals from existing customers
BBFB




                                           Lacks a multi-channel focus of driving            Updated CRM activity for customer                 Develops targeted solutions for customer
                                            business customer sales in retail                  accounts                                           base
                                       People Development/Team Synergy                        Visits high value customers personally        People Development/Team Synergy
                                           Understaffed                                      Offers a ‘total solution’ to customers            Develops employees into higher level
                                           High turnover                                 People Development/Team Synergy                         positions
                                           Low number of employees earning STI               Maintaining Headcount objectives                  Participates in Blue Shirt development
                                           Limited employee development                      Monthly 1:1s with Direct Reports                   training
                                           Little/No Teamwork                                Consistent PDG follow up with direct              Mentors peers with Employee
                                                                                               reports                                            development
                                                                                              Conducts employee development training            Challenges direct reports with expanded
                                                                                              Provides timely recognition                        responsibilities
                                                                                              Creates team environment                          Positivity impacts diversity in their AOR
                                                                                                                                                 Consistent team approach to business
                                            Has limited relationships within the             Has built and fostered a network within           Has demonstrated an ability to make
                                            organization based on time with the                the organization based on time with the            contacts within the organization, foster the
                                            company                                            organization                                       relationship, and work with others for the
Business Manager and Project Manager




                                           Does not have a deep understanding of             Has a working knowledge of Best Buy                benefit of the employee, the customer and
                                            Best Buy strategies, processes, and culture        strategies, processes and culture                  the business.
                                           Has not taken a personal interest in              Actively engaged in opportunities to learn        Uses the knowledge of Best Buy strategies,
                                            training above and beyond the training             and grow including training events,                process, and culture along with personal
                                            provided                                           Elearnings, a personal training plan,              experiences to make well thought out
                                           Does not foster innovation and create and          seeking out feedback, etc                          decisions in service of the employee,
                                            implement new ideas to support growth             Based on assigned project, fosters                 customer, and the business
                                                                                               innovation and create and implement new           Has taken the knowledge from training
                                                                                               ideas to support growth                            opportunities and adapted the learnings
                                                                                                                                                  into his/her personal leadership style
                                                                                                                                                 Based on assigned project, fosters
                                                                                                                                                  innovation, create and implement new
                                                                                                                                                  ideas to support growth, and include
                                                                                                                                                  others by educating and creating
                                                                                                                                                  additional growth opportunities
                             Customer Experience 70% of time                     Customer Experience 70% of time                     Customer Experience 70% of time
                             Sales Proficiency- Customer promise                 Sales Proficiency- Customer promise                 Sales Proficiency- Customer promise
                                 Certification Process does not exist and/or        Certifications at company average and              Vision of Good Certification process in
                                  completion is below company standards               associates can speak to specific learning           place and shared as best practice. Cert
                                 Associates do not reference Role playing            modules                                             completion above company average
                                  and can note execute recent learning’s             Some evidence of Role playing exists and           CSMs can articulate and show specific
                                 Leader does not have a clear POV for                employees can demonstrate to leadership             examples of development. Role playing
                                  TRUST                                               validation of learnings                             Associates are mentors
                                 TRUST Execution Engagement scores                  CSM can articulate POV for TRUST                   CSM has a clear POV for TRUST that is
                                  below company average                              TRUST Execution Engagement scores at                reinforced on sales floor and also
                                 No NET follow up. CSM not involved or               company average                                     articulated by associates
                                  assisting in facilitation                          CSM takes an active role in NET facilitation       TRUST Execution Engagement Score above
                                 Ineffective Sales Floor Leadership                  and follow up                                       company average
                             Services – Customer Fulfillment                         Effective Sales Floor Leadership                   CSM participates in NET and structured
                                 Precinct and Autotech not included in          Services – Customer Fulfillment                          follow up and training validation exists
                                  relevant trainings. No engagement to               Ensures Precinct and Autotech are                  Sales Floor Leadership demonstrating
                                  ensure services trainings are executed              included in relevant trainings in both store        above average interactions with
                                 Services Certification and other                    and discipline specific.                            employees and customers
                                  foundational excellence within the                 Services Certifications and other              Services – Customer Fulfillment
                                                                                                                                     
Customer Solutions Manager




                                  precincts and Autotech not adhered too              foundational excellence within precincts            CSM not only ensures proper training in
                                  and sustained throughout the District               and Autotech maintained and coached in              Precincts and Autotech, they also have an
                             Drive Time Execution 20% of time                         every store                                         integrated plan of inclusion with store
                                 Leaders are not knowledgeable about the        Drive Time Execution 20% of time                         leaders connecting with the services
                                  promotions or competition.                         Leaders are knowledgeable about the                 employees regularly
                                 Leaders cannot demonstrate the                      promotions & competition.                          Services Certifications and other
                                  experiences advertised.                            Leaders can demonstrate the experiences             foundational excellence within precinct s
                                 Leadership conference learning’s are not            advertised.                                         and Autotech is fully sustained and active
                                  be being trained or executed                       Leadership conference learning’s are being          in every store
                             Performance & Labor Management 10%                       trained or executed                            Drive Time Execution 20% of time
                                 Foundational SOP is not in place within all    Performance & Labor Management 10%                      Leaders can demonstrate the experiences
                                  areas of responsibility (Precincts, sales          Foundational SOP is in place within all             advertised and EPIC Solutions are created
                                  floor, & Autotech) there is a lack of follow        areas of responsibility (Precincts, sales           and shared across company
                                  up and urgency to correct issues.                   floor, & Autotech), consistently executed,         Leaders know the goals and are exceeding
                                 Unaware of labor performance in Sales               and concerns are addressed with urgency.            the goals
                                  and Services                                       Aware of labor performance in Sales and            Leadership conference learning’s are being
                                                                                      Services                                            utilized and executed, and are yielding
                                                                                     Effectively coaches in labor performance in         measurable outcomes
                                                                                      Sales and Services                             Performance & Labor Management 10%
                                                                                                                                         Solid foundational SOP is used as the
                                                                                                                                          platform within all areas of responsibility
                                                                                                                                          (Precincts, sales floor, & Autotech), to gain
                                                                                                                                          customer and employee insights, innovate,
                                                                                                                                          and profitably grow the business
                                                                                                                                         Supports culture of labor management in
                                                                                                                                          Sales and Services
                                                                                                                                         Effectively coaches Sales and Services
                                                                                                                                          labor productivity, provides peer
                                                                                                                                          leadership
                              Coaching & Training                                Coaching & Training                               Coaching & Training
                                  Certification/Elearnings are not completed        Certifications/Elearnings are completed          Certifications/Elearnings are completed
                                   timely or with consistency.                        based on role and tenure and associates           based on role and tenure and associates
                                  Supervisor does not have a clear POV for           can speak to specific learning modules            can demonstrate proficiency
                                   TRUST                                             Supervisor can articulate a POV on TRUST         Supervisor have enabled a culture with
                                  Does not use learnings from customer               and employees can demonstrate a                   TRUST as the foundation for employees
                                   metrics such as Mystery Shops and CSI to           knowledge of expectations                         interaction with our customers
                                   coach and train employees in service of           Uses learnings from customer metrics such        Uses learnings from customer metrics such
                                   the customer                                       as Mystery Shops and CSI to coach and             as Mystery Shops and CSI to coach and
Deputy Counter Intelligence




                              Performance Management                                  train employees in service of the customer        train employees that have led to
                                  Employees are not consistently receiving      Performance Management                                 measurable improvement.
                                   feedback or personal development                  On a quarterly basis One on Ones are         Performance Management
                                  Foundational SOP is not in place within the        completed for all employees including            On a quarterly basis One on Ones are
                                   Precincts there is a lack of follow up and         discussions on performance and                    completed for all employees including
                                   urgency to correct issues to include               development                                       discussions on performance and
                                   Customer Data Privacy.                            Foundational SOP is in place within the           development. Connections are made
                              Company Initiatives/Promotional Periods                 Precincts consistently executed, and              between feedback, business plans and
                                  Supervisor is not knowledgeable about the          concerns are addressed with urgency to            performance
                                   promotions or company strategy.                    include customer data privacy.                   Solid foundational SOP is used as the
                                                                                 Company Initiatives/Promotional Periods                platform within the Precincts to gain
                                                                                     Supervisor is knowledgeable about the             customer and employee insights, innovate,
                                                                                      promotions and company strategy and               and profitably grow the business
                                                                                      has developed plans for training and         Company Initiatives/Promotional Periods
                                                                                      execution                                        As a result of training and execution
                                                                                                                                        employees are able to execute and utilize
                                                                                                                                        learnings that lead to a better customer
                                                                                                                                        experience and profitable outcome.
                                      Customer Experience 70% of time                     Customer Experience 70% of time                    Customer Experience 70% of time
                                      Sales Proficiency- Customer promise                 Sales Proficiency- Customer promise                Sales Proficiency- Customer promise
                                          Associates do not reference Role playing           Some evidence of Role playing exists and          District CSMs can articulate and show
                                           and can note execute recent learning’s              employees can demonstrate to leadership            specific examples of development. Role
                                          Leader does not have a clear POV for                validation of learnings                            playing Associates are mentors
                                           TRUST                                              Can articulate POV for TRUST                      District CSMs have a clear POV for TRUST
                                          TRUST Execution Engagement scores                  TRUST Execution Engagement scores at               that is reinforced on sales floor and also
                                           below company average                               company average                                    articulated by associates
                                          No NET rhythm for districts CSM, not               District CSMs takes an active role in NET         TRUST Execution Engagement Score above
                                           involved or assisting in facilitation               facilitation and follow up                         company average
                                          Ineffective or absent Sales Floor                  Effective Sales Floor Leadership                  District CSM participates in NET and
                                           Leadership                                     Services – Customer Fulfillment                         structured follow up and training
                                      Services – Customer Fulfillment                         District CSM ensures Precinct and                  validation exists
                                          Precinct and Autotech not included in               Autotech are included in relevant trainings       Sales Floor Leadership demonstrating
                                           relevant trainings. No engagement to                in both store and discipline specific.             above average interactions with
                                           ensure services trainings are executed             Services Certifications and other                  employees and customers
                                          Services Certification and other                    foundational excellence within precincts      Services – Customer Fulfillment
                                           foundational excellence within the                  and Autotech maintained and coached in            District CSM not only ensures proper
District Customer Solutions Manager




                                           precincts and Autotech not adhered too              every store                                        training in Precincts and Autotech, they
                                           and sustained throughout the District          Drive Time Execution 20% of time                        also have an integrated plan of inclusion
                                      Drive Time Execution 20% of time                        Leaders are knowledgeable about the                with store leaders connecting with the
                                          Leaders are not knowledgeable about the             promotions & competition.                          services employees regularly
                                           promotions or competition.                         Leaders can demonstrate the experiences           Services Certifications and other
                                          Leaders cannot demonstrate the                      advertised.                                        foundational excellence within precinct s
                                           experiences advertised.                            Leadership conference learning’s are being         and Autotech is fully sustained and active
                                          Leadership conference learning’s are not            trained or executed                                in every store
                                           be being trained or executed                   Performance & Labor Management 10%                 Drive Time Execution 20% of time
                                      Performance & Labor Management 10%                      Foundational SOP is in place within all           Leaders can demonstrate the experiences
                                          Foundational SOP is not in place within all         areas of responsibility (Precincts, sales          advertised and EPIC Solutions are created
                                           areas of responsibility (Precincts, sales           floor, & Autotech), consistently executed,         and shared across company
                                           floor, & Autotech) there is a lack of follow        and concerns are addressed with urgency.          Leaders know the goals and are exceeding
                                           up and urgency to correct issues.                  Aware of labor performance in Sales and            the goals
                                          Unaware of labor performance in Sales               Services                                          Leadership conference learning’s are being
                                           and Services                                       Effectively coaches in labor performance in        utilized and executed, and are yielding
                                                                                               Sales and Services                                 measurable outcomes
                                                                                                                                             Performance & Labor Management 10%
                                                                                                                                                 Solid foundational SOP is used as the
                                                                                                                                                  platform within all areas of responsibility
                                                                                                                                                  (Precincts, sales floor, & Autotech), to gain
                                                                                                                                                  customer and employee insights, innovate,
                                                                                                                                                  and profitably grow the business
                                                                                                                                                 Supports culture of labor management in
                                                                                                                                                  Sales and Services
                                                                                                                                                 Effectively coaches Sales and Services
                                                                                                                                                  labor productivity, provides peer
                                                                                                                                                  leadership
                              Shrink                                           Shrink                                               Shrink
                                  Lack of consistent support to the               Ensuring that shrink culture is active in our       Proactive in developing and coaching
                                   leadership teams in creating, validating,        stores, district, and territories and also           leaders around how to create a world class
                                   and supporting a positive shrink culture         balanced with the needs of the customer              shrink culture that also allows for a world
                              Safety                                                and the employee                                     class customer experience
                                  Not seen as a leader than can support the       Validate metrics, processes, and                    Seeks out leaders to recognize their
                                   team or offer assistance in safety issues        procedures, and coach and train leaders              performance as warranted or coach as
                                  Has not positioned themselves as the             on findings                                          needed
                                   safety subject matter expert                Safety                                               Safety
                              Sr. AAPM Development                                 Is accessible to the team as needed for             Takes the lead in safety issues and is calm
                                  Does not make time for development or            safety issues                                        in the time of stress
                                   consistently complete one on ones with          Participates in handling situations and             Provides support to the team and gets
                                   their team                                       assists the team in resolution                       involved as needed, depending on the
                                  Does not lead through an integrated frame   Sr. AAPM Development                                      situation
Divisional AP Director




                                   appreciating the employee experience as a       Quarterly engage in the PDG process                 Is seen as a leader and expert in regards to
                                   port of their work                               ensuring to provide talent designations              safety and is sought after for counsel,
                              Strategy Support                                      and development activities to assist with            advice and leadership
                                  Does not come to quarterly meeting               desired career path                             Sr. AAPM Development
                                  Does not take initiative or added               Strives to have a developed and ready new           Assigns stretch assignments to employees
                                   responsibilities to improve the function         bench for their replacement                          to assist them in learning and growing,
                                  Not engaged on the development of the           Coaches and supports team on                         while also supporting the work in the
                                   strategy                                         investigations                                       function
                                                                               Strategy Support                                         Places a priority on the employee
                                                                                   Identifies core needs and business                   experience, their development, and
                                                                                    objectives for business strategy                     ensuring that employees feel they have
                                                                                   Assists in the development of the 5 year             the opportunity to learn and grow
                                                                                    business plan strategy                              Encourages self discovery and learning of
                                                                                   Actively participates in the quarterly               employees during investigations
                                                                                    strategy meetings                               Strategy Support
                                                                                                                                        Sees an opportunity and acts on it to build
                                                                                                                                         out a program, SOP, processes, or
                                                                                                                                         improvement strategy that impacts the
                                                                                                                                         broader function (e.g. SOP program, APS
                                                                                                                                         certification, BBYM SOP, etc.)
                                  Does not attend                                 Attends some Corporate/District/Territory           Attends and contributes in most
                                   Corporate/District/Territory meetings            cross-functional meetings and/or                     Corporate/District/Territory cross-
                                   and/or conference calls for the quarter.         conference calls for each quarter.                   functional meetings and/or conference
                                  Has not sought partnerships outside of          Has good relationships with                          calls for the quarter.
                                   team or with corporate support.                  Corporate/Territory staff/Districts and is          Has exemplary relationships with
                                  Has not completed roundtables or                 viewed as a resource and partner.                    Corporate/Territory staff/Districts and is
                                   Territory conference calls.                     Holds at least 2 roundtables every quarter           viewed as a resource and partner.
                                  No understanding or consistent use of the        and sends recaps of results to Leadership.          Holds at least 4 roundtables every quarter
                                                                               
Deployment Resource Manager




                                   BBY Portal.                                      Conducts a Territory conference call every           and always sends recaps of results to
                                  Little or no understanding of the                month and provides agendas to team and               Leadership.
                                   Integrated Merch Process.                        Leadership.                                         Conducts a Territory conference call every
                                  Does not drive the Sales Development            Good understanding of the BBY Portal and             month and provides agendas and recaps to
                                   Group agenda.                                    can speak to how to use it and what the              team and Leadership.
                                  Does not seek and has received no                benefits are for your partners, peers and           Excellent understanding of the BBY Portal
                                   feedback from Corporate, Territory,              customers.                                           and can train others how to use it and
                                   District partners and team members.             Understands the Integrated Merch Process             speaks to the benefits for partners, peers
                                                                                    and how it works.                                    and customers.
                                                                                   Drives the Sales Development Groups                 Fully understands the Integrated Merch
                                                                                    agenda. Current Drive time and Field                 Process and how it works and trains
                                                                                    Leadership Guide are used.                           others.
                                                                                   Seeks and receives feedback from                    Consistently understands, communicates,
                                                                                    Corporate, Territory, District partners and          and drives the Sales Development agenda.
                                                                                    team members.                                        Current drive time and Field Leadership
                                                                                                                                         Guide are used.
                                                                                                                                        Seeks, receives and acts upon feedback
                                                                                                                                         from Corporate, Territory, District partners
                                                                                                                                         and team members.
                              Training                                            Training                                            Training
                                  Only conducts training programs upon               Works closely with HR partners to deliver          Works with HR partners to conduct
                                   request                                             standard Employee Relations risk                    Employee Relations training needs
                                  Fails to keep field partners informed of            mitigation training programs to managers            assessment
                                   events that could impact our ability to             and supervisors as needed                          Develops a training plan to address needs
                                   prevent third party intervention                   Communicates current events, both                  Tailors standard programs or develops new
                                  Overlooks opportunities to coach on the             internal and external, pertaining to union          programs as necessary to meet training
                                   importance of creating an Issue Free work           organizing activity                                 needs
                                   environment                                        Provides one on one coaching on                    Shares training experiences and programs
                                  Does not share knowledge relevant to                maintaining union free status                       developed with other Field ER team
                                   mitigating risk associated with compliance         Utilizes knowledge of applicable state and          members
                                   and employee relations issues                       federal employment and labor laws and          Measurement
                                  Is unable to connect work to the employee           government compliance requirements to              Teaches field partners how to read
                                   experience, the customer experience and             train and coach on preventing third party           measurement data
                                   financial results.                                  intervention                                       Utilizes multiple data sources (e.g.,
                              Measurement                                             Connects training topics to business                Viewpoint, UVI, ESI, CVR, Engagement
                                  Unable to explain measurement tools                 outcomes                                            Ratio, Turnover) to advise leaders on
                                  Relies on others to interpret measurement      Measurement                                              higher risk locations
                                   results                                            Assist in the administration and               Assessment
                              Assessment                                               interpretation of union vulnerability              Rolls up assessment data to evaluate
                                  Visits UVI red locations but only conducts a        measurement tools                                   trends
                                   superficial assessment                             Identifies locations with elevated risk            Does follow up meetings to assess action
                                  Does not provide balanced feedback that is          levels based on measurement data                    plan effectiveness
                                   helpful in improving employee                       Articulates the relationship the data has to       Shares conclusions from assessments with
                                   engagement                                          business outcomes                                   other Field ER team members to identify
                                  Takes no ownership in addressing issues        Assessment                                               systemic issues
                                  Assessments are done based on what is              Conduct Employee Relations risk                    Seeks organizational partners to address
                                   most convenient versus highest priority             assessments to determine risk level and             systemic issues
Employee Relations Managers




                              Conflict Resolution                                      root cause, when it is indicated that risk     Conflict Resolution
                                  Provides no peer review support beyond              level is elevated.                                 Utilizes peer review hearing outcomes as
                                   case tracking                                      Assessment plan is created that targets             training tools to improve decision making
                                  Takes no initiative to intervene in conflict        highest priority locations first                    by managers
                                   situations                                         Follows assessment protocol established            Analyzes and communicates peer review
                                  Fuels conflict situations by acting on              by Sr. Manager, Employee Relations                  trends
                                   incomplete information                             Partners with local HR and business                Takes steps to reduce the amount of time
                              Union Response                                           leaders to utilize each assessment as an            that elapses between the filing of an
                                  Defers ground team leadership to other              opportunity to improve employee                     appeal and a hearing being conducted
                                   team members                                        engagement                                         Teaches managers how to effectively
                                  Fails to provide training to prevent unfair        Assists with Action Planning as requested           handle conflict situations
                                   labor practice charges                         Conflict Resolution                                 Union Response
                                  Does not communicate union activities to           Assist in the prompt and effective                 Develops strategy and calendar for union
                                   ER team leadership                                  resolution of workplace conflict through            organizing campaign
                                  Does not engage with Ranger team                    training, mediation and conflict coaching          Handles response to union activity and
                                   members                                            Trains Peer Review facilitators                     informs Sr. Mgr, Employee Relations of
                                                                                      Administers Peer Review process in their            action taken
                                                                                       assigned geography, which includes case            Develops and trains Ranger team members
                                                                                       tracking; answering questions; follow up            in their territory to enhance rapid
                                                                                       with the HRSC; ensuring that the process            response capability
                                                                                       steps are being followed; and making sure
                                                                                       that the post case documentation meets
                                                                                       expectations
                                                                                      Recognizes conflict situations and takes
                                                                                       initiative to intervene as appropriate
                                                                                  Union Response
                                                                                      Act as second level responder to union
                                                                                       organizing activity, taking the role of lead
                                                                                       for core ground team
                                                                                      Conducts training of managers and
                                                                                       supervisors on lawful behavior and
                                                                                       communication
                                                                                      Directs the activity of Ranger team
                                                                                       members assigned to a situation
                                                                                      Acts as the primary on-site contact for all
                                                                                       union activity in their territory, taking
                                                                                       direction from the Sr. Manager, Employee
                                                                                       Relations
                                      Does not attend cross functional meetings.        Attends some cross functional meetings in        Attends and contributes in most cross
                                      Has not sought partnerships outside of             each quarter.                                     functional meetings each quarter.
                                       team or with corporate support.                   Sends required precaps and recaps of work        Always sends required precaps and recaps
                                      Has not sent precaps of upcoming work,             to be done and that has been completed.           of work to be done and that has been
                                       recaps of work completed or meetings              Sends meeting recap information to                completed.
                                       attended.                                          partners and subordinates.                       Always sends meeting recap information
        Field Deployment Manager




                                      No understanding or consistent use of the         Good understanding of the BBY Portal and          to partners and subordinates.
                                       BBY Portal.                                        can speak to how to use it and what the          Excellent understanding of the BBY Portal
                                      Little or no understanding of the                  benefits are for your partners, peers and         and can train others how to use it and
                                       Integrated Merch Process.                          customers.                                        speaks to what the benefits are for your
                                      Does not drive the Sales Development              Understands the Integrated Merch Process          partners, peers and customers.
                                       Group agenda.                                      and how it works. Drives the Sales               Fully understands the Integrated Merch
                                      Does not seek and has received no                  Development Groups agenda.                        Process and how it works.
                                       feedback from their peers, partners,              Current Drive time and Field Leadership          Consistently drives the Sales Development
                                       subordinates or customers.                         Guide are used.                                   Groups agenda.
                                                                                         Seeks and receives feedback from their           Current drive time and Field Leadership
                                                                                          peers, partners, subordinates or                  Guide are used.
                                                                                          customers.                                       Seeks, receives and acts upon feedback
                                                                                                                                            from peers, partners, subordinates or
                                                                                                                                            customers.
                                      Does not take responsibility for overall In-      Responsible for overall In-Home customer,        Proactively improves the overall In-Home
                                       Home customer, employee and financial              employee and financial experience.                customer, employee and financial
                                       experience.                                       Employees efficiently execute requested           experience.
                                      Does not manage labor using the LOMR               work.                                            Proactively manages labor based on both
                                       guidance and lacks planning relationship          Manages labor using a combination of              known and expected future labor needs
                                       with Forward Ops team.                             LOMR guidance and known customer pain             (i.e. spikes in business based on pending
Field Services Market Manager




                                      Does not balance labor guidance against            points (Days Out in the moment).                  offers or Holidays).
     Deputy Field Marshall




                                       customer needs (days out).                        Communicates regularly with Forward              Active partner with Forward Ops in
                                      Does not articulate expectations around            Ops.                                              planning for labor management.
                                       meeting customers’ needs (both known              Ensures workforce is adequately prepared         Employees use time in customer’s home to
              and




                                       and unknown) in the home.                          (skill sets) for upcoming offers.                 both efficiently and effectively deliver
                                      Foundational SOP is not in place and              Foundational SOP is in place and                  work and illustrate to customer what is
                                       consistently executed and followed up              consistently executed and followed up.            possible.
                                      Cannot reach outside of own discipline as a       Is identifiable as a leader throughout the       There is a balance great balance in the
                                       leader; is unaware of goals for outside            Territory/Market/Districts; participates in       store of SOP as bumpers and innovation in
                                       departments, stores, and districts.                other disciplines as needed                       the store with clear communication and
                                                                                                                                            partnerships
                                                                                                                                           Can tie discipline specific goals to stores in
                                                                                                                                            the entire Territory/Market/USO; able to
                                                                                                                                            create a plan for any discipline in order to
                                                                                                                                            grow the business
                           FEA                                                 FEA                                                    FEA
                               FEA not being completed timely, there is           FEA assessments are completed timely,                 Connections are made between the FEA,
                                limited evidence of action planning, and            creates action plans based on findings, and            the employee, customer, and growing the
                                minimal follow-up to ensure progress is             ensures improvement on opportunities                   business.
                                being made.                                        Foundational SOP is set as a minimum                  Foundational SOP is not only set as a
                               Foundational SOP is inconsistent                    expectation and is consistently followed               minimum expectation but employees
                           Margin                                              Margin                                                      understand how it empowers them to
                               Shrink culture is seen as a bolt on strategy       Shrink processes are in place and                      innovate and best service the customer.
                                and not inherent in the culture                     consistently executed                             Margin
                               Has not built a culture around inventory           Stock count completion and adjustments                Shrink culture and awareness is
                                integrity via stock count completion and is         are done consistent and timely.                        foundational in the environment with
                                not able to influences leaders                 Asset Protection                                            consideration to the customer and
                           Asset Protection                                        Participates in handling situations and                employee
Inventory Supervisor




                               Not seen as a leader than can support the           assists the team in resolution                        Has built a culture around inventory
                                team or offer assistance in safety issues          Ensures that the APS is certified, well                integrity via stock count completion and
                               Lack of interaction with the APS team and           trained and prepared to complete the                   adjustments through an ability to influence
                                is not engaged in APS employee                      responsibilities of the role                           leaders
                                experience and development                     Leadership                                             Asset Protection
                           Leadership                                              Consistent review and validation of daily,            Takes the lead in safety issues, provides
                               Inconsistent processing of daily, weekly            weekly and monthly reports (I.e. Daily                 support to the team and gets involved
                                and monthly reports                                 Receiving and Shipping Report and the                 Understands APS employee talent
                               Inconsistent with cleanliness standards,            Exception and Canceled Transfers Report)               designations and supports career path as
                                organization in the warehouse, and is not          Consistently clean , organized, and well               indicated
                                well stocked                                        stocked warehouse (I.e. Signage, Tacos,           Leadership
                                                                                    Peg Hooks) that allows inventory                      Reports are consistently processed and
                                                                                    specialists the ability to efficiently ship and        learning’s are used to recognize employees
                                                                                    receive product and allows salesfloor                  and action plan opportunities
                                                                                    employees the ability to effectively service          As well as having consistently clean,
                                                                                    the customer                                           organized, and a well stocked warehouse
                                                                                                                                           the leader observes employee behaviors,
                                                                                                                                           coaches in the moment, and creates plans
                                                                                                                                           to create more efficiency and to minimize
                                                                                                                                           product damage.
                           SEA/FEA                                             SEA/FEA                                                SEA/FEA
                               FEA not being completed timely, there is           FEA assessments are completed timely,                 Connections are made between the FEA,
                                limited evidence of action planning, and            creates action plans based on findings, and            the employee, customer, and growing the
                                minimal follow-up to ensure progress is             ensures improvement on opportunities.                  business. SEA Score >97%
                                being made. SEA Score <95%                          SEA Score 95-97%                                      Foundational SOP is not only set as a
                               Foundational SOP is inconsistent                   Foundational SOP is set as a minimum                   minimum expectation but employees
                           Brand Standards                                          expectation and is consistently followed               understand how it empowers them to
                               Unaware of brand standards                     Brand Standards                                             innovate and best service the customer.
                               Little or no evidence of teaching vision of        Clear understanding of brand standards            Brand Standards
                                good and/or reacting to execution                  Proactively teaching vision of good and               Clear understanding of brand standards
                                opportunities                                       reacting to execution opportunities                   Strong evidence of teaching vision of good
Merchandising Supervisor




                           Merchandising Standards                             Merchandising Standards                                     and reacting to execution opportunities
                               Merchandising standards are                        Merchandising standards are consistently          Merchandising Standards
                                inconsistently executed and planograms              executed as per the company direction                 In conjunction with Customer and
                                are not set accurately and timely                   and planograms are set 100% accurately                 Employee insights, merchandising
                               SEA results do not indicate an                     SEA results indicate an understanding of               standards are consistently executed with
                                understanding of growth enablers and at             growth enablers and at risk principles.                appropriate partnership and planograms
                                risk principles.                               Leadership                                                  are set 100% accurately and per the
                           Leadership                                              Consistent review and validation of daily,             company schedule
                               Inconsistent processing of daily, weekly            weekly and monthly reports (I.e. Action               SEA results indicate employees understand
                                and monthly reports                                 Center and Low Sku Walk)                               how to impact the growth enablers and at
                               Not in communication with the project              Prepared and aware of the project team                 risk principles in service of the customer
                                team on a consistent basis                          schedule to ensure efficiency. Upon arrival       Leadership
                                                                                    walks with the Project Team Lead to align             Reports are consistently processed and
                                                                                    on work.                                               learnings are used to recognize employees
                                                                                                                                           and action plan opportunities
                                                                                                                                          Is proactive in communication with the
                                                                                                                                           Project Team Lead to ensure that needs
                                                                                                                                           are communicated upfront and there is
                                                                                                                                           alignment on the work to be completed.
                    Training:                                             Training:                                             Training:
                         Director manages execution of trainings              Director manages execution of trainings              Director not only manages the execution
                          including set expectations, coach and train           including set expectations, coach and train           of the trainings but is leading with an
                          MBM’s, follow-up, and hold the team                   MBM’s, follow-up, and hold the team                   integrated frame including the impact the
                          accountable and recognize based on                    accountable and recognize based on                    trainings have on the customer, employee,
                          performance.                                          performance.                                          and the business.
                         Director can model knowledge of product,              Director can model knowledge of                     When modeling knowledge of product, the
                          the Art of demo/ Trust behaviors.                      product, the Art of demo/ Trust                      Art of the demo/TRUST the Director does
                    Merchandising:                                               behaviors.                                           so with all constituencies in mind ensuring
                         MHT departments are not properly set to          Merchandising:                                             that the customer’s needs are at the
                          merchandising standards.                             MHT departments generally execute                     foundation of the interaction.
                         Signage and display tools do not normally             Merchandising standards set for MHT.            Merchandising:
                          get set and are not in the correct positions.        Signage and display tools are generally on            MHT departments consistently execute
                         Products do not function with regularity.             display and in their correct positions.                Merchandising standards set for MHT
MHT Director




                         MHT departments do not support the                   Products generally function without error.             exceptionally.
                          Magnolia brand.                                      MHT departments are a vision of good                  All signage and display tools are
                    Relationships:                                              that generally support the Magnolia                    consistently on display in their correct
                          Director/Brand Manager does not                      brand.                                                 positions.
                           develop and sustain relationships with          Relationships:                                             All products consistently function without
                           key constituents.                                    Director/Brand Manager has                            error.
                          Key Constituents do not feel supported                relationships with most of our key                   MHT departments are a vision of great
                           by the Brand Manager/Director.                        constituents.                                         that supports the Magnolia brand.
                                                                                Director/Brand Manager is                      Relationships:
                                                                                 knowledgeable about MHT and conveys                  Director/MBM has established key
                                                                                 the needs of the Magnolia customer to                 partnerships and can leverage
                                                                                 leadership in the market.                             relationships to influence change in
                                                                                                                                       service of the customer.
                                                                                                                                      Director/MBM understands the global
                                                                                                                                       demands of the business, adapts his/her
                                                                                                                                       style based on those needs, and balances
                                                                                                                                       the Magnolia business discussion.
                    Training:                                             Training:                                             Training:
                          Brand Manager has not demonstrated                   Brand Manager scans the environment,                   Trainings result in a differentiated
                           skill sets needed to scan the                         identifies training opportunities in service            experience in the stores as indicated by
                           environment, identify training                        of the customer, and creates and delivers               employees executing the TRUST model,
                           opportunities in service of the customer.             effective trainings to meet those needs.                demonstrating the possibilities, and
                          Certified employees do not demonstrate                Certified employees meet expectations                  Identifying customers unknown needs.
                           Art of Demo/Trust.                                    when performing Art of the demo/Trust.                 Certified employees connect with the
                          Certified employees do not have a                    Certified employees have product                        customer through sharing the ART OF
                           satisfactory level of product knowledge.              knowledge skills and can demonstrate                    THE DEMO & Trust not just in actions
                    Merchandising:                                               the value to our customers.                             but in explaining the experience and
                         MHT departments are not properly set to         Merchandising:                                                 how it relates to the customer’s needs.
                          merchandising standards.                             MHT departments generally execute                       Certified employees not only display
                         Signage and display tools do not normally             Merchandising standards set for MHT.                     product knowledge skills but they
                          get set and are not in the correct positions.        Signage and display tools are generally on               understand how the products we sell
                         Products do not function with regularity.             display and in their correct positions.                  can make a meaningful impact and can
MHT Brand Manager




                         MHT departments do not support the                   Products generally function without error.               enhance the customer experience.
                          Magnolia brand.                                      MHT departments are a vision of good            Merchandising:
                    Relationships:                                              that generally support the Magnolia                   MHT departments consistently execute
                          Director/Brand Manager does not                      brand.                                                 Merchandising standards set for MHT
                           develop and sustain relationships with         Relationships:                                               exceptionally.
                           key constituents.                                    Director/Brand Manager has                           All signage and display tools are
                          Key Constituents do not feel supported                relationships with most of our key                    consistently on display in their correct
                           by the Brand Manager/Director.                        constituents.                                         positions.
                                                                                Director/Brand Manager is                            All products consistently function without
                                                                                 knowledgeable about MHT and conveys                   error.
                                                                                 the needs of the Magnolia customer to                MHT departments are a vision of great
                                                                                 leadership in the market.                             that supports the Magnolia brand.
                                                                                                                                Relationships:
                                                                                                                                      Director/MBM has established key
                                                                                                                                       partnerships and can leverage
                                                                                                                                       relationships to influence change in
                                                                                                                                       service of the customer.
                                                                                                                                      Director/MBM understands the global
                                                                                                                                       demands of the business, adapts his/her
                                                                                                                                       style based on those needs, and balances
                                                                                                                                       the Magnolia business discussion.
                        FEA                                                 FEA                                                 FEA
                            FEA not being completed timely, there are          FEA assessments are completed timely,              Connections are made between the FEA,
                             limited evidence of action planning, and            creates action plans based on findings, and         the employee, customer, and growing the
                             minimal follow up to ensure progress is             ensures improvement on opportunities                business.
                             being made.                                        Foundational SOP is set as a minimum               Foundational SOP is not only set as a
                            Foundational SOP is inconsistent                    expectation and is consistently followed            minimum expectation but employees
                        Financial Services                                  Financial Services                                       understand how it empowers them to
                            Limited financial services culture exists          Active partner in influencing strong                innovate and best service the customer.
                            Debt Cancelation behaviors are not in               financial services culture in business units   Financial Services
                             place or are inconsistent with the company         Debt cancellation behaviors are in place.          Connections are made between financial
                             values                                              Employees are aware of the benefits of              services, customer benefit, and profitable
                        Labor Management                                         debt cancellation                                   growth
                            Foundational labor processes are not           Labor Management                                        Establishes a culture where top
                             consistently executed and / or followed            Aware of labor performance in business              performance in Debt Cancelation is
                             resulting in overspending                           units and managing within 1% of half rule           balanced with CSI and/or cancelation rates
                            Lack of influencing, coaching and training         Influencing ,coaching and training on the      Labor Management
Operations Manager




                             on the tools for labor management                   tools for labor management                         Strategically manages labor in balance with
                            Inconsistent forecasting of labor per the          Consistent forecasting of labor by                  the needs of the customer, the employee
                             company standard                                    department as per the company standard              and the business.
                        Leadership                                          Leadership                                              Supports culture of labor management
                            Inconsistent processing of daily, weekly           Consistent review and validation of daily,          through labor management life cycle
                             and monthly reports (Ie. credit card                weekly and monthly reports (i.e. credit             process with labor spend equal to half rule
                             transmittal settlement report, register             card transmittal settlement report, register       Is seen as a partner to the GM in
                             reboot report)                                      reboot report)                                      accurately forecasting by department and
                            Does not have organized, fully stocked,            Organized, fully stocked, and well trained          is able to influence without authority.
                             and well trained cashiers following SOP for         cashiers following SOP for                     Leadership
                             recommendations to ensure that                      recommendations to ensure that                     Reports are consistently processed and
                             customers can flow through the checkout             customers can flow through the checkout             learnings are used to recognize employees
                             in an efficient manner                              in an efficient manner                              and action plan opportunities
                            Customer service desk is not set up to             Customer service desk is set up to                 Has organized, fully stocked, well trained
                             maximize the customer experience (Ie. Dot           maximize the customer experience (Ie. Dot           employees and actively observes customer
                             com line, computer repair line) and                 com line, computer repair line) and                 and employee interaction, coaches in the
                             solutions specialist are not processing             solutions specialist are processing                 moment, and creates plans to continue to
                             accurately per SOP                                  accurately per SOP                                  exceed the customer experience.
                                                                                                                                    Is observing trends and patterns at the
                                                                                                                                     customer service desk, seeking to
                                                                                                                                     understand, and works with the selling
                                                                                                                                     team on solutions.
                        FEA                                                 FEA                                                 FEA
                            FEA not being completed timely, there is           FEA assessments are completed timely,              Connections are made between the FEA,
                             limited evidence of action planning, and            creates action plans based on findings, and         the employee, customer, and growing the
                             minimal follow-up to ensure progress is             ensures improvement on opportunities                business.
                             being made.                                        Foundational SOP is set as a minimum               Foundational SOP is not only set as a
                            Foundational SOP is inconsistent                    expectation and is consistently followed            minimum expectation but employees
                        Financial Services                                  Financial Services                                       understand how it empowers them to
                            Limited financial services culture exists          Active partner in influencing strong                innovate and best service the customer.
                            Debt Cancelation behaviors are not in               financial services culture in business units   Financial Services
                             place or are inconsistent with the company         Debt cancellation behaviors are in place.          Connections are made between financial
Operations Supervisor




                             values                                              Employees are aware of the benefits of              services, customer benefit, and profitable
                        Leadership                                               debt cancellation using Integrated Frame            growth across all departments
                            Inconsistent processing of daily, weekly       Leadership                                              Establishes a culture where top
                             and monthly reports (I.e. credit card              Consistent review and validation of daily,          performance in Debt Cancelation is
                             transmittal settlement report, register             weekly and monthly reports (I.e. credit             balanced with CSI and/or cancelation rates
                             reboot report, bad debt)                            card transmittal settlement report, register   Leadership
                            Does not have organized, fully staffed, and         reboot report, bad debt)                           Reports are consistently processed and
                             well trained cashiers following SOP for            Organized, fully staffed, and well trained          learnings are used to recognize employees
                             recommendations to ensure that                      cashiers following SOP for                          and action plan opportunities
                             customers can flow through the checkout             recommendations to ensure that                     Has organized, fully staffed, well trained
                             in an efficient manner                              customers can flow through the checkout             employees and actively observes customer
                            Customer service desk is not set up to              in an efficient manner                              and employee interaction, coaches in the
                             maximize the customer experience (I.e.             Customer service desk is set up to                  moment, and creates plans to continue to
                             Dot com line, computer repair line, return          maximize the customer experience (I.e.              exceed the customer experience.
                             and exchange experience) and solutions              Dot com line, computer repair line, return         Is observing trends and patterns at the
                             specialist are not processing accurately per        and exchange experience) and solutions              customer service desk, seeking to
                             SOP                                                 specialist are processing accurately per            understand, and works with the selling
                                                                                 SOP                                                 team on solutions.
                          SEA/FEA                                            SEA/FEA                                           SEA/FEA
                              FEA not being completed monthly. SEA              FEA completed monthly. Score SEA 95 –            FEA completed monthly. SEA Score >97%
                               Score <95%                                         97%                                              Clear understanding of SEA/FEA metrics
                              Not aware of SEA/FEA expectations and             Clear understanding of SEA/FEA metrics            and is exceeding expectations
                               current results                                    and expectations                                 Strong gap management with peer leading
                              Little or no evidence of gap management           Aware of opportunities and actively               results and best practice sharing
                          Brand Standards                                         working with leaders to gap manage           Brand Standards
                              Unaware of brand standards                    Brand Standards                                       Clear understanding of brand standards
                              Little or no evidence of teaching VOG             Clear understanding of brand standards           Strong evidence of teaching vision of good
                               and/or reacting to execution opportunities        Proactively teaching vision of good and           and reacting to execution opportunities
                          Merchandising Standards                                 reacting to execution opportunities          Merchandising Standards
                              Merchandising standards are                   Merchandising Standards                               In conjunction with Customer and
                               inconsistently executed and planograms            Merchandising standards are consistently          Employee insights, merchandising
Product Process Manager




                               are not set accurately and timely                  executed as per the company direction             standards are consistently executed with
                              SEA results do not indicate an                     and planograms are set 100% accurately            appropriate partnership and planograms
                               understanding of growth enablers and at           SEA results indicate an understanding of          are set 100% accurately and per the
                               risk principles.                                   growth enablers and at risk principles.           company schedule
                          Inventory                                          Inventory                                             SEA results indicate employees understand
                              Little or no evidence of assisting with gap       Actively partnering with business units to        how to impact the growth enablers and at
                               management                                         gap manage performance opportunities              risk principles in service of the customer
                              No TPOV around inventory integrity and            Has a strong TPOV of how stock counts        Inventory
                               not a strong focus to improve store’s              and accurate license plate management            Has developed strong product
                               culture. Stock counts <90%                         are key components of inventory integrity.        preservation culture within business units
                               completion/adjustment                              Stock counts 90 – 95% in                         Can articulate how performance has/is
                          Assets Protection                                       completion/adjustment                             improving as a result of culture/process
                              Not seen as a leader than can support the     Assets Protection                                     Has built a culture around inventory
                               team or offer assistance in safety issues         Participates in handling situations and           integrity via stock count execution and
                              Lack of interaction with the APS team and          assists the team in resolution                    accurate license plate management. Stock
                               is not engaged in APS employee                    Ensures that the APS is certified, well           counts >95% in completion/adjustment
                               experience and development                         trained and prepared to complete the         Assets Protection
                                                                                  responsibilities of the role                     Takes the lead in safety issues, provides
                                                                                                                                    support to the team and gets involved
                                                                                                                                   Understands APS employee talent
                                                                                                                                    designations and supports career path as
                                                                                                                                    indicated
                             SEA/FEA                                             SEA/FEA                                                SEA/FEA
                                 FEA not being completed timely, there is           FEA assessments are completed timely,                 Connections are made between the FEA,
                                  limited evidence of action planning, and            creates action plans based on findings, and            the employee, customer, and growing the
                                  minimal follow-up to ensure progress is             ensures improvement on opportunities.                  business. SEA Score >97%
                                  being made. SEA Score <95%                          SEA Score 95-97%                                      Foundational SOP is not only set as a
                                 Foundational SOP is inconsistent                   Foundational SOP is set as a minimum                   minimum expectation but employees
                             Margin                                                   expectation and is consistently followed               understand how it empowers them to
                                 Shrink culture is seen as a bolt on strategy   Margin                                                      innovate and best service the customer.
                                  and not inherent in the culture                    Shrink processes are in place and                 Margin
                                 Has not built a culture around inventory            consistently executed                                 Shrink culture and awareness is
                                  integrity via stock count completion and is        Stock count completion and adjustments                 foundational in the environment with
                                  not able to influences leaders                      are done consistent and timely.                        consideration to the customer and
                             Brand Standards                                     Brand Standards                                             employee
                                 Unaware of brand standards                         Clear understanding of brand standards                Has built a culture around inventory
                                 Little or no evidence of teaching VOG              Proactively teaching vision of good and                integrity via stock count completion and
                                  and/or reacting to execution opportunities          reacting to execution opportunities                    adjustments through an ability to influence
                             Merchandising Standards                             Merchandising Standards                                     leaders
                                 Merchandising standards are                        Merchandising standards are consistently          Brand Standards
                                  inconsistently executed and planograms              executed as per the company direction                 Clear understanding of brand standards
                                  are not set accurately and timely                   and planograms are set 100% accurately                Strong evidence of teaching vision of good
                                 SEA results do not indicate an                     SEA results indicate an understanding of               and reacting to execution opportunities
Product Process Supervisor




                                  understanding of growth enablers and at             growth enablers and at risk principles.           Merchandising Standards
                                  risk principles.                               Asset Protection                                           In conjunction with Customer and
                             Asset Protection                                        Participates in handling situations and                Employee insights, merchandising
                                 Not seen as a leader than can support the           assists the team in resolution                         standards are consistently executed with
                                  team or offer assistance in safety issues          Ensures that the APS is certified, well                appropriate partnership and planograms
                                 Lack of interaction with the APS team and           trained and prepared to complete the                   are set 100% accurately and per the
                                  is not engaged in APS employee                      responsibilities of the role                           company schedule
                                  experience and development                     Leadership                                                 SEA results indicate employees understand
                             Leadership                                              Consistent review and validation of daily,             how to impact the growth enablers and at
                                 Inconsistent processing of daily, weekly            weekly and monthly reports (I.e. Daily                 risk principles in service of the customer
                                  and monthly reports                                 Receiving and Shipping Report and the             Asset Protection
                                 Inconsistent with cleanliness standards,            Exception and Canceled Transfers Report,              Takes the lead in safety issues, provides
                                  organization in the warehouse, and is not           Action Center, Low Sku Walk)                           support to the team and gets involved
                                  well stocked                                       Consistently clean , organized, and well              Understands APS employee talent
                                 Not in communication with the project               stocked warehouse (I.e. Signage, Tacos,                designations and supports career path as
                                  team on a consistent basis                          Peg Hooks) that allows inventory                       indicated
                                                                                      specialists the ability to efficiently ship and   Leadership
                                                                                      receive product and allows salesfloor                 Reports are consistently processed and
                                                                                      employees the ability to effectively service           learnings are used to recognize employees
                                                                                      the customer                                           and action plan opportunities
                                                                                     Prepared and aware of the project team                As well as having consistently clean,
                                                                                      schedule to ensure efficiency. Upon arrival            organized, and a well stocked warehouse
                                                                                      walks with the Project Team Lead to align              the leader observes employee behaviors,
                                                                                      on work.                                               coaches in the moment, and creates plans
                                                                                                                                             to create more efficiency and to minimize
                                                                                                                                             product damage.
                                                                                                                                            Is proactive in communication with the
                                                                                                                                             Project Team Lead to ensure that needs
                                                                                                                                             are communicated upfront and there is
                                                                                                                                             alignment on the work to be completed.
                                    Sales Proficiency                                  Sales Proficiency                                    Sales Proficiency
                                        Certification/Elearnings are not completed        Certifications/Elearnings are completed             Certifications/Elearnings are completed
                                         timely or with consistency.                        based on role and tenure and associates              based on role and tenure and associates
                                        Sales proficiency is not validated thru            can speak to specific learning modules               can demonstrate proficiency
                                         leadership interaction such as role playing       Sales proficiency is validated through              Sales proficiency is not only evident thru
                                        Supervisor does not have a clear POV for           leadership interaction such as role playing          behaviors but is reflected in customer and
                                         TRUST                                             Supervisor can articulate a POV on TRUST             financial outcomes.
                                        Does not use learnings from customer               and employees can demonstrate a                     Supervisor have enabled a culture with
                                         metrics such as Mystery Shops and CSI to           knowledge of expectations                            TRUST as the foundation for employees
                                         coach and train employees in service of           Uses learnings from customer metrics such            interaction with our customers
                                         the customer                                       as Mystery Shops and CSI to coach and               Uses learnings from customer metrics such
Sales Supervisor




                                    Performance Management                                  train employees in service of the customer           as Mystery Shops and CSI to coach and
                                        Employees are not consistently receiving      Performance Management                                    train employees that have led to
                                         feedback or personal development                  On a quarterly basis One on Ones are                 measurable improvement.
                                    Company Initiatives/Promotional Periods                 completed for all employees including           Performance Management
                                        Supervisor is not knowledgeable about the          discussions on performance and                      On a quarterly basis One on Ones are
                                         promotions or company strategy.                    development                                          completed for all employees including
                                                                                       Company Initiatives/Promotional Periods                   discussions on performance and
                                                                                           Supervisor is knowledgeable about the                development. Connections are made
                                                                                            promotions and company strategy and                  between feedback, business plans and
                                                                                            has developed plans for training and                 performance
                                                                                            execution                                       Company Initiatives/Promotional Periods
                                                                                                                                                As a result of training and execution
                                                                                                                                                 employees are able to execute and utilize
                                                                                                                                                 learnings that lead to a better customer
                                                                                                                                                 experience and profitable outcome.
                                    Shrink                                             Shrink                                               Shrink
                                        Lack of consistent support to the                 Ensuring that shrink culture is active in our       Proactive in developing and coaching
                                         leadership teams in creating, validating,          stores, district, and territories and also           leaders around how to create a world class
                                         and supporting a positive shrink culture           balanced with the needs of the customer              shrink culture that also allows for a world
                                    Safety                                                  and the employee                                     class customer experience.
                                        Not seen as a leader that can support the         Validate metrics, processes, and                    Seeks out leaders to recognize their
                                         team or offer assistance in safety issues          procedures, and coach and train leaders              performance as warranted or coach as
                                        Has not positioned themselves as the               based on findings                                    needed
                                         safety subject matter expert                  Safety                                               Safety
                                    Investigations                                         Is accessible to the team as needed for             Takes the lead in safety issues and is the
                                        Has a difficult time being objective during        safety issues                                        calm in time of stress
                                         an investigation                                  Participates in handling situations and             Provides support to the team, and gets
                                        Struggles to ensure that the environment           assists the team in resolution                       involved as needed depending on the
                                         is maintained during the duration of the      Investigations                                            situation
                                         investigation                                     Consistently demonstrates the ability to            Is seen as a leader and expert in regards to
Sr. Area Asset Protection Manager




                                    AAPM Development                                        conduct investigations through an                    safety and is sought after for council,
                                        Does not make time for development or              objective lens                                       advice and leadership
                                         consistently complete one on ones with            Is able to develop a point of view and          Investigations
                                         their team                                         positively work to influence without                Demonstrates consistent logic, rationality,
                                        Does not lead through an integrated frame          authority                                            and objectivity when making decisions
                                         appreciating the employee experience as a         Is open minded to others input and insight          Is able to anticipate consequences of those
                                         part of their work                                 into the situation                                   decisions
                                    Strategy Support                                   AAPM Development                                         Is not just focused on the investigation at
                                        Does not come to quarterly meeting                Quarterly engage in the PDG process                  hand but sees the broader picture and is
                                        Does not take initiative or added                  ensuring to provide talent designations              able to help move the organization based
                                         responsibilities to improve the function           and developmental activities to assist with          on learning’s
                                        Not engaged on the development of the              desired career path                             AAPM Development
                                         strategy                                          Strives to have a developed and ready now           Assigns stretch assignments to employees
                                                                                            bench for their replacement                          to assist them in learning and growing,
                                                                                       Strategy Support                                          while also supporting the work in the
                                                                                           Identifies core needs and business                   function
                                                                                            objectives for business strategy                    Places a priority on the employee
                                                                                           Assists in the development of the 5 year             experience, their development, and
                                                                                            business plan strategy                               ensuring that employees feel they have
                                                                                           Actively participates in the quarterly               the opportunity to learn and grow
                                                                                            strategy meetings                               Strategy Support
                                                                                                                                                Sees an opportunity and acts on it to build
                                                                                                                                                 out a program, SOP, process or
                                                                                                                                                 improvement strategy that impacts the
                                                                                                                                                 broader function (e.g. SOP program, APS
                                                                                                                                                 certification, BBYM SOP, etc.)
                                         Sales Proficiency- Customer Promise                 Sales Proficiency- Customer Promise                Sales Proficiency- Customer Promise
                                             Associates do not reference Role playing           Some evidence of Role playing exists and           District CSM can articulate and show
                                              and can note execute recent learning’s              employees can speak to leadership                  specific examples of development. Role
                                             Leader does not have a clear POV for                validation of learnings                            playing Associates are mentors
                                              TRUST                                              DCSM can articulate POV for TRUST                 DCSM has a clear POV for TRUST that is
                                             TRUST Execution Engagement scores                  TRUST Execution Engagement scores at               reinforced on sales floor and also
                                              below company average                               company average                                    articulated by associates
                                             No NET rhythm for districts CSM, not               District CSM takes an active role in NET          TRUST Execution Engagement Score above
                                              involved or assisting in facilitation               facilitation and follow up                         company average
                                             Ineffective or absent Sales Floor                  Effective Sales Floor Leadership                  District CSM participates in NET and
                                              Leadership                                     Drive Time Execution                                    structured follow up and training
                                         Drive Time Execution                                    Leaders are knowledgeable about the ad &           validation exists
                                             Leaders are not knowledgeable about the             competition                                       Sales Floor Leadership demonstrating
                                              ad or competition                                  Leaders can demonstrate EPIC strategy              above average interactions with
                                             Leaders cannot demonstrate the                     Leaders know the goals                             employees and customers
                                              experiences advertised                             Leadership conference learning’s are being    Drive Time Execution
Territory Customer Experience Director




                                             Leaders do not know the goals                       utilized or executed                              Leaders take a proactive approach to
                                             Leadership conference learning’s are not       Performance Management                                  executive the ad & solve against
                                              be being utilized or executed                      Foundational SOP is in place within all            competitive strategies
                                         Performance Management                                   areas of responsibility (Precincts, sales         EPIC Solutions are created and shared
                                             Foundational SOP is not in place within all         floor, & Autotech), consistently executed,         across company
                                              areas of responsibility (Precincts, sales           and concerns are addressed with urgency.          Leaders know the goals and are exceeding
                                              floor, & Autotech) there is a lack of follow       Aware of labor performance in Sales                the goals
                                              up and urgency to correct issues.                  Effectively coaches in labor performance in       Leadership conference learning’s are being
                                             Unaware of labor performance in Sales               Sales                                              utilized and executed, and are yielding
                                         Local Growth                                        Local Growth                                            measurable outcomes
                                             Lack of localized marketing effort for             Localized marketing effort for territory      Performance Management
                                              territory and/or markets                            and/or markets in place                           Solid foundational SOP is used as the
                                             No rhythm around leveraging customer               Established rhythm around leveraging               platform within all areas of responsibility
                                              analytics and local customer insights via           customer analytics and local customer              (Precincts, sales floor, & Autotech) to gain
                                              VOCE, CIU                                           insights via VOCE, CIU                             customer and employee insights, innovate,
                                             Lack of partnership with corporate                 Partnership with corporate partners to             and profitably grow the business
                                              partners to drive local growth                      drive local growth in place                       Supports culture of labor management in
                                                                                                                                                     Sales
                                                                                                                                                Local Growth
                                                                                                                                                    Localized marketing effort for territory
                                                                                                                                                     and/or markets, producing measurable
                                                                                                                                                     results
                                                                                                                                                    Established rhythm around leveraging
                                                                                                                                                     customer analytics and local customer
                                                                                                                                                     insights via VOCE, CIU – vision of good
                                                                                                                                                    Partnership with corporate partners to
                                                                                                                                                     drive local growth in place, models and
                                                                                                                                                     teaches behaviors to peers
                                  Entertainment Inventory/Assortment                  Entertainment Inventory/Assortment                  Entertainment Inventory/Assortment
                                      Does not evaluate and manage                       Regularly evaluates Neighborhood                   Proactively evaluates Neighborhood
                                       Neighborhood Assortments.                           Assortments sales and out of stocks,                Assortments, seeks out new product and
                                      Does not buy relevant new releases or               ordering when needed                                works with stores on ways to promote the
                                       work with vendor partners.                         Manages Regional product assortments                assortment within their community.
                                      Regional (R codes) class 76, 77 and 126             (R codes) in Class 76, 77 and 126, evaluates       Reviews sell through for territory specific
                                       assortments are not monitored or                    and works with vendors on relevant new              sku’s and purchased new releases,
                                       managed.                                            releases to grow the regional                       inactivating non working product on a
                                      Genre assortment store requests, general            entertainment business                              regular basis.
                                       stock issues and store product requests            Fulfills store product requests, works with        Works directly with stores on best
                                       are not addressed.                                  retail and corporate when necessary to              practices around evaluating product
                                  Marketing                                                fulfill genre assortment store requests and         needs.
                                      Does not support in-store events by                 communicates back to store when the                Proactively activates local growth
                                       ensuring legal paperwork is in place                research does not support an increase.              innovations through sharing best practices
                                      Does not work with the store management            Supports local growth innovations in the            and building relationships
                                       team on ways to advertise and promote               entertainment space                                Proactively addresses genre and general
Territory Entertainment Manager




                                       in-store events                                    Assists stores with general stock issues in         stock issues in Class 76, 77 and 126, acts
                                  
      Entertainment Analyst




                                       Is not working with business partners to            Class 76, 77 and 126                                as an advocate to build a fact based case
                                       identify event opportunities                   Marketing                                                for change when needed
                                  Leadership                                              Supports in-store events by ensuring all       Marketing
                                      Is not viewed as a leader in the                    legal paperwork is in place, works directly        Proactively works with business partners
               and




                                       entertainment space                                 with the store and vendor preparing and             to identify potential in-store event
                                      Clear connections are not made between              executing events                                    opportunities, does not rely on the
                                       corporate entertainment strategies and             Works with the vendors and store                    vendors to always come to them
                                       territory/district strategies and goals.            management teams on ways to promote                Partners with territory Musical Instrument
                                      Does not perform any business analysis              in-store events                                     stores to proactively drive MI strategies
                                      Does not build territory, district, store or       Supports Musical Instrument strategies              and events
                                       corporate relationships                             through retail and corporate partnerships          Actively seeks entertainment partnership
                                                                                      Leadership                                               opportunities to generate localized
                                                                                          Is identified as an integrated leader               marketing (festivals/sponsorships)
                                                                                           throughout the Territory in the                Leadership
                                                                                           entertainment space.                               Makes clear connections between
                                                                                          Leadership is value based with a clear              corporate support strategies in the
                                                                                           TPOV around entertainment strategies                entertainment space and the
                                                                                          Performs some level of business analysis            territory/district strategy and goals.
                                                                                           within the entertainment space                      Is a holistic leader in the Territory.
                                                                                          Builds territory, district, store and              Performs business analysis and gap
                                                                                           corporate relationships                             manages territory stores within the
                                                                                                                                               entertainment space
                                                                                                                                              Uses territory, district, store and corporate
                                                                                                                                               relationships to drive innovation and
                                                                                                                                               entertainment strategies
                                        SEA/FEA                                             SEA/FEA                                             SEA/FEA
                                            FEA not being completed monthly by                 FEA completed monthly by stores and                FEA completed monthly by stores and
                                             stores and quarterly by districts. SEA Score        quarterly by districts. SEA Score 95 – 97%          quarterly by districts. SEA Score >97%
                                             <95%                                               Clear understanding of SEA/FEA metrics             Clear understanding of SEA/FEA metrics
                                            Not aware of SEA/FEA expectations and               and expectations                                    and is exceeding expectations
                                             current results                                    Aware of opportunities and actively                Strong gap management with peer leading
                                            Little or no evidence of assisting with gap         working with leaders to gap manage                  results and best practice sharing
                                             management                                     Brand Standards                                     Brand Standards
                                        Brand Standards                                         Clear understanding of brand standards             Clear understanding of brand standards
                                            Unaware of brand standards                         Proactively teaching vision of good and            Strong evidence of teaching vision of good
                                            Little or no evidence of teaching VOG               reacting to execution opportunities                 and reacting to execution opportunities
                                             and/or reacting to execution opportunities     Inventory                                           Inventory
                                        Inventory                                               Business units are aware of and executing          Has developed strong product
                                            Not effective at influencing proper                 current margin erosion processes (daily             preservation culture within business units
                                             behaviors and processes in order to impact          PVR and return exception)                          Can articulate how performance has/is
                                             margin erosion performance                         Actively partnering with business units to          improving as a result of culture and
Territory Field Support Director

District Field Support Manager




                                            Little or no evidence of assisting with gap         gap manage performance opportunities                process
                                             management                                         Has a strong TPOV of how stock counts              Has built a culture around inventory
                                            No TPOV around inventory integrity and              and accurate license plate management               integrity via stock count execution and
                                             not a strong focus to improve store’s               are key components of inventory integrity.          accurate license plate management within
                                             culture. Stock counts <90% completion               Stock counts 90 – 95% in completion and             business units and influences district
               and




                                             and adjustment                                      adjustment                                          leaders. Stock counts >95% in completion
                                        Financial Services                                  Financial Services                                       and adjustment
                                            Cannot speak to benefits of financial              Can speak to benefits of financial services    Financial Services
                                             services                                            through Integrated Frame                           Leader amongst peers in articulating
                                            Does not execute our standards around              Active partner in influencing strong                benefits of financial services through
                                             compliance and customer privacy                     financial services culture in business units        Integrated Frame
                                            Debt Cancelation behaviors are not in              Executes SOP around application                    Active partner in influencing financial
                                             place or are inconsistent with the company          compliance to ensure customer privacy               strong services culture in business units
                                             values                                              and meet legal standards                           Establishes a culture where top
                                            Financial services performance below               Financial services performance at budget            performance in Debt Cancelation is
                                             budget                                             Understands the customer and company                balanced with CSI and/or cancelation rates
                                        Labor Management                                         benefits of Debt Cancelation and                   Financial services performance above
                                            Foundational labor processes are not                effectively manages behaviors                       budget
                                             consistently executed and / or followed up     Labor Management                                    Labor Management
                                             on                                                 Foundational labor processes are generally         Well aware of labor performance in
                                            Unaware of labor performance in business            consistently executed and follow up on              business units, provides peer leadership
                                             units, labor process and tasking spend             Aware of labor performance in business              and best practice sharing
                                                                                                 units and effectively coaches on labor             Supports culture of labor management
                                                                                                 process and tasking labor spend                     through labor process execution and
                                                                                                                                                     tasking labor management. Understands
                                                                                                                                                     and coaches labor productivity.
                                        Decision Support                                    Decision Support                                    Decision Support
                                            Support is not consistent or deemed useful         Develops business cases and/or financial           Leading role in developing business case
                                             by field teams                                      analysis for territory; shares examples of          and/or financial analytics capability
                                        Growth Plans                                             success with peers and corp                         beyond his/her specific territory (with in
                                            Growth plans are inconsistent and lack         Growth Plans                                             the division and/or other territories)
                                             basic awareness                                    Facilitates the development and                Growth Plans
                                        Business Acumen                                          implementation of territory growth plans,          Territory growth plan is well understood,
                                        
           Territory Finance Director




                                             Exhibits no characteristics defining                which are in place w/ awareness in stores           balanced and integrated with Co plans.
                                             business acumen                                Business Acumen                                          Deemed as making a difference in the
                                        Labor                                                   Formal plan in place, rolled out; DMs are           growth of the territory
                                            Not actively involved in the effort to              financially proficient                         Business Acumen
                                             improve sales forecasting part of labor        Labor                                                   Leading role in sharing best practices
                                             management process                                 Effectively leverages DFSMs or other                across Co; GMs in territory are financially
                                        “Co-Pilot”                                               appropriate resources to improve                    proficient
                                            Not a valued team member                            knowledge and execution of sales               Labor
                                                                                                 forecasting part of labor management               Develops tools and training and influences
                                                                                                 process                                             processes at Corporate office to improve
                                                                                            “Co-Pilot”                                               sales forecasting accuracy that is leveraged
                                                                                                Critical member of the team; contributes            across other Territories
                                                                                                 as finance leader                              “Co-Pilot”
                                                                                                                                                    Contributes as a leader of the business,
                                                                                                                                                     beyond just the financial leader of the
                                                                                                                                                     territory
                        Coaching for Growth                                  Coaching for Growth                                  Coaching for Growth
                        Effective and Efficient Op Model                     Effective and Efficient Op Model                     Effective and Efficient Op Model
                             Does not have an accurate pulse of                  Has accurate pulse of employee                      Has accurate pulse of employee
                              employment environment.                              environment.                                         environment.
                             Unaware of coaching opportunities or                Position to notice impact of behaviors,             Position to notice impact of behaviors,
                              aware of opportunities, chooses not to act           takes advantage of coaching opportunities            never misses opportunities to coach in
                              on them.                                             (i.e. Supervisors supervising).                      moment, resulting in change in leadership
                        Talent Management                                    Talent Management                                          behaviors (Example: Supervisors
                             Inconsistent or no talent pipeline strategy.        Clear understanding/ view of existing                supervising).
                             Leaders are not engaged in building                  talent.                                        Talent Management
                              diverse talent pools.                               Future needs understood and addressed.              Clear understanding/view of existing
                             Diversity and Development are not priority          Leaders actively engaged in globally                 talent.
                              or connected to growth.                              deploying talent to match needs of                  Future needs understood and addressed.
                        Credible Global Support Capability                         business.                                           Leaders actively engaged in globally
                             No processes /structure to identify and        Credible Global Support Capability                         deploying talent to match needs of
                              encourage potential candidates for global           Successful re-integration of ex-pats into US         business.
                              roles, poor re-integration of ex-pats into           retail.                                             Quality execution - employees highly
                              US retail.                                          Identified pipeline of talent to fulfill             engaged/energized because of clarity.
                             Limited or no pipeline of talent ready &             short/long-term assignments globally.          Credible Global Support Capability
                              able to fulfill short/long-term assignments         Transitioning employees have satisfactory           Proven success of re-integration of ex-pats
                              globally.                                            employee experience.                                 into US retail.
                                                                                                                                       Healthy pipeline of talent to fulfill both
Services HR Manager
Territory HR Director
District HR Manager




                        Employee Engagement                                  Employee Engagement                                        short/ long-term assignments globally.
                        Employee Engagement and Productivity                 Employee Engagement and Productivity                      Global employees have seamless, positive
                            Lack of visibility to current state.                Has deep understanding of existing                    experience while transitioning between
         and




                            Performance Management (PM) in-play,                 integrated performance management                     roles.
                             but seen as an event.                                rhythms/ quality.
                            Engagement indicators declining YOY                 Position to notice - ensures employees          Employee Engagement
                             (Viewpoint, ESI).                                    know what’s expected, where they stand          Employee Engagement and Productivity
                        Diversity                                                 via feedback. Values-based approach                 Has a deep understanding of existing,
                            Minimal evidence of matching strengths               fosters strong employee/ supervisor                  integrated performance management
                             with work/projects.                                  relationship in place.                               rhythms/quality.
                            Same approach (low value on                         Engagement indicators maintaining YOY               Position to notice - ensures employees
                             diversity/individual differences.                    (Viewpoint, ESI).                                    know what’s expected, where they stand
                            Does not embrace/appreciate                     Diversity                                                 via feedback. Values-based approach
                             multiculturalism or individual’s unique             Embraces multiculturalism.                           fosters strong employee/ supervisor
                             contribution/connection to organization’s           Appreciation of individual’s unique                  relationship in place.
                             growth goals.                                        contribution/connection to organization’s           Performance management rhythm
                            Evidence of biases in talent system.                 goals.                                               appropriate level of employee movement.
                                                                                 Works to eliminate biases in talent system.         Engagement indicators improving YOY
                                                                                                                                       (Viewpoint, ESI).
                                                                                                                                  Diversity
                                                                                                                                      Continually points out strengths/individual
                                                                                                                                       differences as teaching moments -
                                                                                                                                       furthering leaders’ self awareness.
                                                                                                                                      Embraces multiculturalism, appreciation of
                                                                                                                                       individual’s unique
                                                                                                                                       contribution/connection to organization’s
                                                                                                                                       goals.
                                                                                                                                      Works proactively to eliminate biases in
                                                                                                                                       talent system locally, teaches peers.
                                           Does not take responsibility for overall          Takes responsibility for overall Services       Works to proactively improve overall
                                            Services fulfillment experience, including         fulfillment experience, including both in-       Services fulfillment experience, including
                                            both in-store (precinct and Autotech) and          store (precinct and Autotech) and in-home        both in-store (precinct and Autotech) and
                                            in-home customer, employee and financial           customer, employee and financial                 in-home customer, employee and financial
                                            implications.                                      implications.                                    implications.
                                           Customer needs are not consistently met           Customer needs are consistently met             Customer’s needs are exceeded while also
                                            resulting in customer disappoints                  without disappoint                               having the opportunity to explore the art
Territory Services Solutions Director




                                           Employees are not trained and prepared to         Ensures employees are well trained and           of the possible.
                                            meet customer needs.                               knowledgeable to serve customers                Creates an environment of sharing and
                                           Foundational SOP is not in place, there is a       changing needs (connected world)                 learning where employees are learning not
                                            lack of follow up and urgency to correct          Foundational SOP is in place, consistently       only from leaders but from each other and
                                            issues.                                            executed, and concerns are addressed             the customer
                                           Does not operate outside of services as a          with urgency.                                   Solid foundational SOP is used as the
                                            leader in the broader business unit               Is identifiable as an integrated leader          platform to gain customer and employee
                                            (Territory, District, Store)                       throughout the Territory/Market/Districts        insights, innovate, and profitably grow the
                                           Does not manage labor through a use of            Manages labor using a combination of             business
                                            reporting tools and customer metrics such          reporting tools and known customer              Can tie discipline specific goals to stores in
                                            as days out and turn time.                         metrics such as days out and turn time.          the entire Territory/Market/USO; able to
                                                                                                                                                create a plan for any discipline in order to
                                                                                                                                                grow the business
                                                                                                                                               Proactively manages labor based on both
                                                                                                                                                known and expected future labor needs
                                                                                                                                                (i.e. spikes in business based on pending
                                                                                                                                                offers or Holidays) while partnering with
                                                                                                                                                the Forward Ops Team.
F Y 1 1 B B Y M ob i l e F i e l d G o a l s a n d C o re J ob R e s p o n si b i l i t e s

WHAT we focus on (performance goals) and HOW we execute (our values) remain important factors for our year-end performance appraisals. We are also excited to
share that the Mobile FY11 Performance Appraisal Goals will remain the same as the FY10 goals. Not making adjustments this fiscal year allows us the time to
become proficient in the areas that significantly contribute to the success of Best Buy Mobile.


                                                                                                                                                 Overall
             Job Titles                                         FY'10 and FY'11 Performance Appraisal Goals                       Weight
                                                                                                                                                 Weight


                                     NOP - Based on BBYM Store results                                                             30%
                                     Notional Margin to Budget - Based on BBYM Store results                                       30%

                                     Turnover - Based on BBYM Store results                                                        10%
                                                                                                                                                   80%
     SWAS - Mobile Managers          Employee Behavioral Anchors                                                                   10%
                                     Customer Behavioral Anchors                                                                   10%
                                     Business Behavioral Anchors                                                                   10%
                                     Values                                                                                                        20%


                                     NOP - Based on BBYM Store results                                                             20%

                                     Notional Margin to Budget - Based on BBYM Store results                                       20%
       SWAS - Leads & Sales          Employee Behavioral Anchors                                                                   20%             80%
          Consultants
                                     Customer Behavioral Anchors                                                                   20%
                                     Business Behavioral Anchors
                                                                                                                                   20%
                                     Values                                                                                                        20%



                                     NOP - Based on BBYM Store results                                                             30%
                                     Total Wireless Margin to Budget - Based on Store results                                      30%
                                     Turnover - Based on BBYM Store results                                                        10%
                                                                                                                                                   80%
       SAS - Store Managers          Employee Behavioral Anchors                                                                   10%
                                     Customer Behavioral Anchors                                                                   10%
                                     Business Behavioral Anchors                                                                   10%
                                     Values                                                                                                        20%


                                     NOP - Based on BBYM Store results                                                             20%

                                     Total Wireless Margin to Budget - Based on Store results                                      20%
        SAS - Leads & Sales          Employee Behavioral Anchors                                                                   20%             80%
           Consultants
                                     Customer Behavioral Anchors                                                                   20%
                                     Business Behavioral Anchors
                                                                                                                                   20%
                                     Values                                                                                                        20%
The Mobile FY11 performance appraisal goals for Multi-Unit leaders also remain the same as the FY10 goals.


                                                                                                                                 Overall
            Job Titles                                  FY'10 and FY'11 Performance Appraisal Goals                     Weight
                                                                                                                                 Weight


                                NOP - Based on BBYM Territory results for DSM and TOSM. For ASM based Market results.    30%
                                Notional Margin to Budget - Based on BBYM Territory results for DSM and TOSM. For ASM
                                based Market results.                                                                    30%
                                Turnover - Based on BBYM Territory results for DSM and TOSM. For ASM based Market
                                results.                                                                                 10%      80%
       DSM, ASM & TOSM
                                Employee Behavioral Anchors                                                              10%
                                Customer Behavioral Anchors                                                              10%
                                Business Behavioral Anchors                                                              10%
                                Values                                                                                            20%


                                NOP - Based on BBYM Territory results                                                    30%

                                Turnover - Based on BBYM Territory results                                               25%
                                Employee Behavioral Anchors                                                              15%      80%
        TTM and Trainer
                                Customer Behavioral Anchors                                                              15%
                                Business Behavioral Anchors
                                                                                                                         15%
                                Values                                                                                            20%



                                NOP - Based on BBYM Territory 50 results                                                 30%
                                Turnover - Based on BBYM Territory 50 results                                            25%
                                                                                                                                  80%
             AHRM               Employee Behavioral Anchors                                                              20%
                                Talent Pipeline                                                                          25%
                                Values                                                                                            20%
                                                                                             Best Buy Mobile Behavioral Anchors

                           How do I show up each day? How do my behaviors drive the BBYM Focus 5?
                           Focus 5: Living the Customer Promises; Financial Acumen; Right people, Right place, Right time; Foundational Ex cellence: Integration plan into Environment

                                         1                                    2                                  3                                 4                                   5
                                                  Not Living                                                   Living                                                   Teaching
                              Does not build relationships to gain insight and        Proactive in building relationships with others to        Positively impact the business and leverages their
                               learn best practices                                     gain insight and best practices to positively impact       network to help others.
                              Does not understand how they are measured and            the business.                                             Coaches others inside and outside of BBYM to
                               what we scorecard.                                       Has a basic understanding of Financials, organic          understand how the scorecarding process is used
                           
BBYM Business Behavioral




                               Does not understand the Financials.                       growth and how their role specifically influences         to maximize financial results.
                              Solutions are offered based solely on financial           the Financials.                                          Teaches others the importance of understanding
                               opportunities.                                           Solutions are offered based on customers’ needs           how BBYM impacts Operating Income.
                              Does not seek customers outside of mobile space           as well as financial opportunities.                      Solicits new ideas, and demonstrates the ability to
                              Limited knowledge in understanding                       Actively engages customers to drive business into          utilize business planning, and customer insights in
                               Foundational Excellence e.g. shrink, productivity         the mobile space                                           order to improve the business.
                               and SOP.                                                 Foundational Excellence in e.g. shrink,                   Solutions are offered based on unique local
                                                                                         productivity and SOP.                                      customer needs and supported by the customer
                                                                                        Employees know targets for the day and the                 promises, the fundamental rules, and Solve-care.
                                                                                         week with the ability to speak to their store’s            Discover new and unique ways to drive
                                                                                         targets as well as their own                               customers in to best buy mobile.
                                                                                                                                                   Leader and teacher in Foundational Excellence,
                                                                                                                                                    e.g. shrink, productivity and SOP.
                            Does not create or participate in business plans        Creates or participates in business plans and                Teaches others to create business plans and
                             and strategies with the customer in mind.                strategies where the outcomes positively impact               strategies
                            Does not have a basic understanding of the               the customer                                                 Teaches others the basics of the Best Buy Mobile
                             Customer Experience measurements.                       Has a basic understanding of the Customer                     Customer Experience measurements
                            Does not understand how to gather customer               Experience measurements used within Best Buy                 Knows how to respond to metrics in a way that
                             insights.                                                Mobile.                                                       will enhance the Customer Experience.
                            Does not understand the value of merchandising          Customer interviews, customer observations,                  Utilizes customer interviews, observations,
                             fundamentals.                                            mystery shops, etc. are used for monthly action               mystery shops, etc. to identify unmet needs of
BBYM Customer Behavioral




                            Is not involved in community activities.                 planning.                                                     existing and new customers.
                            No or Limited knowledge of the Customer                 Foundational excellence in Merchandising is in               Is a leader in merchandising fundamentals, and
                             Promises                                                 place.                                                        teaches connections to the Customer Experience
                            Inconsistent use of Recommendation sheets.              Engages in community activities.                             Actively gets self and store involved in
                            Inability to deploy people resources to effectively     Uses Solve-care to learn what the customer                    community activities that enable the store to
                             serve the needs of the customer.                         needs.                                                        connect with the local customer
                                                                                     Talks to the customer about the 4 Promises and               Builds a strong BBY mobile culture by using Solve-
                                                                                      consistently delivers.                                        care and other BBYM value prop tools to build
                                                                                     Works closely with others, e.g. PCHO and Geek                 ongoing relationships with customers.
                                                                                      squad, to provide total mobility solutions for our
                                                                                      customers
                                                                                     Use of Recommendation sheets with every
                                                                                      customer
                                                                                     Maximizes productivity through scheduling,
                                                                                      focus, awareness and multi-tasking in service of
                                                                                      the BBYM customer.
                            Does not take ownership for own development.            Has strong relationship with employees.                   Serves as a mentor and coach to direct reports
                            Does not take the time to get to know                   Able to communicate what they are passionate               and others.
                             employees.                                               about at work and outside of work.                        Has become an expert, by engaging in and
                            Does not have clearly documented goals.                 Actively participates in training to enhance skills        completing training, to enhance skills and
                            Tends to be very rigid and does not value other’s        and knowledge.                                             knowledge
BBYM Employee Behavioral




                             natural talents.                                        Has documented goals in the PDG, which                    Has built a network in the market and leverages
                            Does not take necessary training.                        addresses areas of accountabilities.                       the network in a way that benefits themselves
                            Rarely acts as a Talent Scout.                          Actively creates/participates in an environment            and others.
                                                                                      where individuals’ natural talents are valued.            Engages in special projects/ initiatives that
                                                                                     Acts as a Talent Scout to ensure BBYM reflects             benefits themselves and others
                                                                                      the diversity of the community.                           Encourages others to articulate what they are
                                                                                     Engages/participates in ongoing development                passionate about inside and outside of work.
                                                                                      conversations.                                            Is sought out by others as a subject matter expert
                                                                                                                                                 in employee development and engagement
                                                                                                                                                Serves as a leader at tapping into all aspects of
                                                                                                                                                 the local market in a way that brands BBYM in the
                                                                                                                                                 community and enriches the experience of the
                                                                                                                                                 employees.

				
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