Unit of competency Outline
Date retreived
23/07/2026 4:21 AM AWST
23/07/2026 4:21 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Manage retail operations in a region or area
Manage retail operations in a region or area
Unit of competency
National Code
SIRXSRM809
SIRXSRM809
State Code
WD997
WD997
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
20/06/2014
Field of Education
080301 - Business Management
Original Release Date
20/06/2014
Nominal Hours
80
Description
This unit describes the performance outcomes, skills and knowledge required to manage, develop and report the performance of stores in a region or area.The unit addresses the management and retailing skills and knowledge required to plan, oversee and support the operations of a number of stores within a defined area of operation.The manager combines extensive retailing skills with the ability to deliver a strong market presence for the network while responding to the differing needs of individual stores.The unit requires the demonstration of high-level planning and reporting skills, effective communication and motivational skills, and the ability to take decisions to ensure optimal operation of each store.
Notes
Elements and Performance Criteria
1. Establish region’s strategy and performance requirements.
- 1.1.Analyse the organisation’s strategic and business plans to ensure regional strategies are aligned.
- 1.2.Audit current performance of all stores within the region to identify opportunities for increased performance.
- 1.3.Analyse the location, market focus and performance of competitors within the region.
- 1.4.Identify, prioritise and document regional retailing strategies for action.
- 1.5.Consult and negotiate to establish meaningful budgets and performance measures for each store within the regional network.
- 1.6.Gain authorisation for the regional strategy in line with standard organisational policies and procedures.
2. Drive performance of the region’s stores.
- 2.1.Identify, cost and budget the resources required to support the implementation of the regional and store strategy.
- 2.2.Communicate the regional strategy and individual store budget and performance requirements to store managers and appropriate staff.
- 2.3.Establish and communicate to stores a schedule of visits to oversee and support operations.
- 2.4.Establish and maintain effective communication and feedback mechanisms to manage performance and inform adjustments to strategy based on changing circumstances.
- 2.5.Provide effective and actionable advice to store staff to ensure high quality merchandising, stock management and selling.
- 2.6.Provide direction, advice, resources and support to store staff engaged in rolling out promotional and marketing strategies.
3. Oversee and develop store staff.
- 3.1.Identify the staffing and skill requirements of stores within the region.
- 3.2.Manage staff selection for stores in line with organisational HR policies and procedures.
- 3.3.Manage staff performance appraisals according to organisational policies and processes and using standardised instruments.
- 3.4.Foster staff skill development to lift their individual and team performance.
- 3.5.Provide motivation and coaching of staff on improved sales, merchandising, planning and stock management processes.
- 3.6.Respond to problems or issues raised by store staff in a prompt, effective and courteous manner.
- 3.7.Build a shared understanding and commitment to the regional and store strategy.
- 3.8.Identify and manage conflict between individuals according to organisational policies and procedures.
4. Plan and implement new programs.
- 4.1.Lead the development of new programs and initiatives that will drive increased sales performance and profitability.
- 4.2.Ensure new programs and initiatives are appropriately resourced.
- 4.3.Communicate in-store requirements to staff to support the new program, in line with organisational policies and procedures.
5. Report and manage performance of stores and region.
- 5.1.Establish and manage the regular collection of data to monitor performance against established performance measures.
- 5.2.Use performance data to identify area’s performance and make adjustments as required in response to changed environmental conditions.
- 5.3.Canvass options and solutions to address under-performance against established performance measures.
- 5.4.Identify required strategy or structural changes in line with standard organisational policies and procedures and seek authorisation as required.
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the individual, accessibility of the item, and local industry and regional contexts) may also be included.
Performance measures may include:
customer satisfaction ratings
financial analysis using techniques, including:
balance sheet analysis
break even analysis
cash flow analysis
cost-benefit analysis
daily sales and trend analysis
gross profit
profit and loss analysis
return of assets analysis
return on investment (ROI) analysis
sales per employee
sales per square metre of floor space
sales to inventory ratio
stock turnover rate
mystery shopping reports
number of business referrals
performance in industry benchmarking studies
staff feedback received
volume of repeat business.
HR policies and procedures must conform to current legal requirements and may include:
application of industrial relations legislation and regulation (e.g.Fair Work Act)
enterprise bargaining agreements and awards
HR administration of records and databases
induction processes and programs
job description and performance appraisals
leave entitlements
work health and safety (WHS)
recruitment and selection
remuneration practices
rewards and recognition practices
termination procedures
workforce capacity planning.
Performance appraisals may include:
360 degree feedback
counselling meetings
formal annual, half yearly or quarterly performance appraisals Note: performance appraisals may be linked to outcome targets negotiated annually with staff members
informal one-to-one review discussions
probationary reviews.
Skill developmentmay be facilitated by methods, including:
acting at a higher level
buddy system
coaching
counselling
job rotation
mentoring
on or off-the-job training and development.
Motivation of staff may be understood by reference to theories, including:
David C. McClelland’s theories of achievement motivation
Herzberg’s motivation theory
Maslow’s hierarchy of needs
Theory X
Theory Y.
New programs and initiativesmay include:
addition of a new retail location
change of sales techniques
change of stock control processes
changes to company structures, including trends towards:
changed ownerships
merged or diversified organisations
multi-service organisations
development of major loyalty program
establishment of a new business
introduction of a major new technology to support business operations, including:
e-retailing
radio frequency identification devices (RFIDs)
self-service checkout
social networking media as a marketing and sales channel
new or changing levels and ranges of services and products including:
blurring of product categories (e.g. bookshops with cafes)
brand extension
customisation of products and services
generationally targeted products (e.g. for the over 50s)
new product launch
promotions, including:
seasonal promotions (e.g. Christmas, Easter, Valentine’s Day)
regular sales (e.g. half yearly clearance)
special sales (e.g. warehouse sale, overstocked sale)
re-orientation of retail focus, customer base and goods or services
repositioning within the marketplace (e.g. to a high end or discount retailer).
In-store requirementsmay include:
additional staff for peak requirements
changed opening hours
changed reporting processes
lighting
marketing support
merchandising tactics
physical space and facilities
product prices
product range
sales targets
visual merchandising, including conforming to brief provided to stores
Performance measures may include:
customer satisfaction ratings
financial analysis using techniques, including:
balance sheet analysis
break even analysis
cash flow analysis
cost-benefit analysis
daily sales and trend analysis
gross profit
profit and loss analysis
return of assets analysis
return on investment (ROI) analysis
sales per employee
sales per square metre of floor space
sales to inventory ratio
stock turnover rate
mystery shopping reports
number of business referrals
performance in industry benchmarking studies
staff feedback received
volume of repeat business.
HR policies and procedures must conform to current legal requirements and may include:
application of industrial relations legislation and regulation (e.g.Fair Work Act)
enterprise bargaining agreements and awards
HR administration of records and databases
induction processes and programs
job description and performance appraisals
leave entitlements
work health and safety (WHS)
recruitment and selection
remuneration practices
rewards and recognition practices
termination procedures
workforce capacity planning.
Performance appraisals may include:
360 degree feedback
counselling meetings
formal annual, half yearly or quarterly performance appraisals Note: performance appraisals may be linked to outcome targets negotiated annually with staff members
informal one-to-one review discussions
probationary reviews.
Skill developmentmay be facilitated by methods, including:
acting at a higher level
buddy system
coaching
counselling
job rotation
mentoring
on or off-the-job training and development.
Motivation of staff may be understood by reference to theories, including:
David C. McClelland’s theories of achievement motivation
Herzberg’s motivation theory
Maslow’s hierarchy of needs
Theory X
Theory Y.
New programs and initiativesmay include:
addition of a new retail location
change of sales techniques
change of stock control processes
changes to company structures, including trends towards:
changed ownerships
merged or diversified organisations
multi-service organisations
development of major loyalty program
establishment of a new business
introduction of a major new technology to support business operations, including:
e-retailing
radio frequency identification devices (RFIDs)
self-service checkout
social networking media as a marketing and sales channel
new or changing levels and ranges of services and products including:
blurring of product categories (e.g. bookshops with cafes)
brand extension
customisation of products and services
generationally targeted products (e.g. for the over 50s)
new product launch
promotions, including:
seasonal promotions (e.g. Christmas, Easter, Valentine’s Day)
regular sales (e.g. half yearly clearance)
special sales (e.g. warehouse sale, overstocked sale)
re-orientation of retail focus, customer base and goods or services
repositioning within the marketplace (e.g. to a high end or discount retailer).
In-store requirementsmay include:
additional staff for peak requirements
changed opening hours
changed reporting processes
lighting
marketing support
merchandising tactics
physical space and facilities
product prices
product range
sales targets
visual merchandising, including conforming to brief provided to stores
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
analyses the retailing needs and challenges within a designated region or area
coordinates and manages retailing operations across a designated region or area
establishes and closely manages performance requirements for stores within the region or area
demonstrates leadership, development and motivation of retail staff within the region or area
shows problem-solving and negotiation skills to respond to and resolve performance or customer service issues
shows retail skills and creativity to identify and implement new retailing strategies and programs
reports and analyses store and region or area performance.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment with multiple store outlets
relevant documentation, such as:
regional plans and objectives
store performance indicators
store budget data
in-store requirements relating to new programs and initiatives
human resources policies and procedures relating to:
staff selection
staff skills development
performance appraisal.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of performance in the workplace
a role play
answers to questions about specific skills and knowledge
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
analyses the retailing needs and challenges within a designated region or area
coordinates and manages retailing operations across a designated region or area
establishes and closely manages performance requirements for stores within the region or area
demonstrates leadership, development and motivation of retail staff within the region or area
shows problem-solving and negotiation skills to respond to and resolve performance or customer service issues
shows retail skills and creativity to identify and implement new retailing strategies and programs
reports and analyses store and region or area performance.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment with multiple store outlets
relevant documentation, such as:
regional plans and objectives
store performance indicators
store budget data
in-store requirements relating to new programs and initiatives
human resources policies and procedures relating to:
staff selection
staff skills development
performance appraisal.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of performance in the workplace
a role play
answers to questions about specific skills and knowledge
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| J153 | SIR80112 | Graduate Certificate In Retail Leadership | Qualification |