Elements and Performance Criteria

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.
Research internal and external to the organisation may include:
primary research conducted in-house, including:
qualitative research
quantitative research
primary research accessed or commissioned from external sources
secondary research, including publicly available data accessed through desk-based research
search of publicly available annual reports for listed companies
search of publicly available business records.
Transformational strategiesto be undertaken can be wide-ranging in nature, of relevance to the organisation and may include:
addition of a new retail location
change of sales techniques
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)
re-orientating retail focus, customer base and goods or services
repositioning within the marketplace (e.g. to a high end or discount retailer).
Current performancemay be assessed by:
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
industry awards received
mystery shopping reports
number of business referrals
performance in industry benchmarking studies
staff feedback received
volume of repeat business.
Risk management control plansare developed using a structured process that may include:
identifying hazards
analysing consequences, such as potential injury, property damage, etc.
assessing risk, including probability, frequency and severity of injury or loss
determining appropriate action, including methods of removing or reducing risk
implementing controls, including:
redesign
removal
new methods
audit
evaluating control measures
recording risk management measures
setting regular risk management review dates.
Strategies to drive change and transformationmay include:
changed decision-making and delegation processes
changed organisational structure
changed role responsibilities of staff
identification of new markets
identification of new products and services
reviewed or new planning processes
reviewed or new work processes.
Impact of transformation strategymay be analysed by reference to theories that may include:
Kotter: eight steps to successful change
Lewin: change model
Prosci: ADKAR model
Kruger: Change Management Iceberg.
Skill developmentrequired by staff to foster transformation may include:
analysing sales and other statistics
area management
building rapport with customers
language and literacy
motivating colleagues
planning skills
product knowledge
strengthened:
sales skills
reporting skills
technology skills
crafting of solutions for customers
provision of feedback
team management.

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:
identifies and analyses the need for changed sales and service programs and the opportunities that will be generated
develops an effective plan for change and transformation, including:
mechanisms to overcome barriers to change
identification and allocation of resources to meet change requirements
manages change processes and demonstrates the ability to champion and drive change by engendering support for and commitment to the desired outcomes.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
a current range of text and online information sources on industry and market intelligence
current staff skills profile
recent organisational sales and service performance data
relevant organisational financial data
information regarding the organisation’s current governance structures.
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.