Uniqlo Supervisor Interview: Mayra’s Candidacy and Development
1. Introduction:
My name is Mayra, and I joined Uniqlo Serrano in September 2019 as part of the team opening the Madrid store. I have been working as a supervisor since February 2022, specifically overseeing the kids’ section since the store relocated to Serrano.
2. Reason for Interview:
I am here today because I successfully passed the initial stage of the interview process and am excited to delve deeper into my qualifications and experiences.
3. Candidacy for Assistant Store Manager:
I believe I am a strong candidate for the Assistant Store Manager position because I have established a solid routine within the store and effectively managed my responsibilities in the kids’ section, successfully completing the PLAN-DO-SEE cycle.
3. Key Areas of Expertise:
Staff Development:
Upon assuming responsibility for the kids’ section, I identified the learning needs of my team, which consisted of mostly new members. To address this, I implemented a weekly staff development routine, including a training plan and a monthly team development plan. This focused on empowering the area leader and the team to master key tasks related to customer satisfaction, sales maximization, and profitability. The goal was to foster autonomy and enable them to apply their knowledge and skills within the area and with the rest of the team within two to three months.
Action Plan Execution:
To achieve the goals set by the store manager, I prioritize clear communication and set specific, achievable, and realistic objectives. I share high-priority tasks with the team, along with more flexible ones, to effectively allocate resources and ensure successful completion. This may involve reducing stockroom inventory, implementing layout changes, addressing out-of-stock items, and managing initial tasks while maintaining a focus on customer service and sales space.
Challenges Faced by Candidates:
While we have made progress throughout this process, it’s important to acknowledge that the initial stages were challenging. Many individuals possessed the ability to perform various tasks but may not have met the 100% standard we adhere to. For instance, Andreina, a member of my subdivision, has faced difficulties passing the exam despite her understanding of the principles and procedures. This could be attributed to the exam format, nervousness, or confusion caused by double negatives. Such situations highlight factors beyond my control.
Areas for Improvement and Action Plan:
Based on my evaluation, one area I am actively working on is “administrative control.” While there are 16 points covered in this category, I have currently acquired three. To improve, I plan to focus on areas such as receiving, transferring, and outgoing items, collaborating with Alvaro LP to refresh procedures and achieve 100% in my evaluation, ultimately gaining independence in this aspect.
Additionally, my daily responsibilities include managing click-and-collect orders. I work closely with the team to implement the training I have received regarding registering received and canceled items, handling broken packages and returns, etc. As this falls under the category of product handling and store management, it remains an area of ongoing focus.
Daily Routine: Product, People, Store
My daily routine varies, but here’s an example of a typical Monday:
- Mondays: We review the previous week’s results and adjust the Thursday planning as needed. We also share sales figures with the subdivision team and conduct a final check of HBKK and layouts for the following day.
- Tuesdays: As initial days, we verify layouts, review subsequent communication to ensure the shop floor is in optimal condition, prepare markdowns, and confirm that no distribution changes affect those items.
- Wednesdays: I review the markdown list and layout adjustments for the next week and begin preparing weekly plans for the coming weeks.
- Thursdays: I check next week’s promotions and markdowns, share ideas and proposals with my subdivision colleagues, review the new pop/poster list and next week’s layout plan. I also dedicate time to reviewing staff weekly progress, setting new goals, etc.
- Fridays: I check hambai comments and create an RP plan.
Store Challenges:
Staff Development:
- We are continuously working with a newly formed team, and staff turnover has presented challenges in solidifying our foundation. Each subdivision manager is responsible for ensuring feedback, evaluations, cash-up procedures, etc. We have encountered issues with motivation and individuals requiring additional attention, necessitating the implementation of a motivation-training-evaluation plan.
In my approach to motivation, I strive to instill a sense of purpose and confidence in the team. I then focus on training, clarifying objectives to promote their development. Based on the results, I analyze their achievements and identify areas for improvement.
Difference Between Supervisor and Assistant Store Manager:
The supervisor provides the necessary tools and resources to execute planning and manage the assigned area of responsibility. They also serve as a trainer for the staff. The Assistant Store Manager collaborates with the Store Manager to achieve weekly objectives, often taking the lead in the Store Manager’s absence.
Three to Five-Year Goals:
Within the next three years, I aspire to continue growing within the company, expanding my knowledge of store operations. Considering Uniqlo’s ongoing expansion, I am eager to participate in new store openings both within and outside the Madrid community. In the future, after acquiring comprehensive knowledge and experience in store operations, I would like to explore opportunities in other departments, such as EFFERMIT.
Areas for Improvement in the Kids’ Section:
One area for improvement in the kids’ section is the lack of clarity regarding continuity products, those that are consistently available throughout the year. While men’s and women’s sections have clear continuity products like ULD and merinos, the kids’ section currently only maintains the K’s ultra-light down parka and the K’s warm padded washable vest. The remaining products vary seasonally, such as shorts in summer and long pants in winter. I propose introducing one or more lines of continuous products to establish consistency and harmony within the kids’ layout. This could include basic t-shirts, chino pants for boys, etc.