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POSITION DESCRIPTION Ministry Responsible for Liquor Distribution Branch BC Liquor Distribution Branch POSITION TITLE: DIVISION: (e.g., Division, Region, Department) Regional Manager POSITION NUMBER(S): Retail Operations S10000, S20000, S30000, S40000, S50000, S60000, S70000, S80000, S90000 UNIT: (e.g., Branch, Area, District) Store Operations LOCATION: Vancouver (6) Victoria (1) Prince George (1) Kelowna (1) SUPERVISOR’S TITLE: SUPERVISOR’S CLASSIFICATION: Director, Store Operations Business Leadership POSITION NUMBER PHONE NUMBER: SO2000 PROGRAM The Liquor Distribution Branch (LDB) is one of the largest distributors and retailers of beverage alcohol in Canada, generating a net income of approximately $935.2 million on annual sales of approximately $3.1 billion. The Branch operates approximately 200 retail stores across the province, oversees the operations of Rural Agency Stores and has the role of wholesaler to approximately 700 private liquor retail outlets and 8,000 licensed establishments. The LDB is a unique government entity that operates with similar independence to a Crown Corporation under the direction of a General Manager and CEO. PURPOSE OF POSITION The Regional Manager, in an assigned area, is accountable for providing leadership and direction, moving initiatives forward, controlling costs and maximizing revenue generated by BC Liquor Stores. The Regional Manager ensures that store managers and leadership teams achieve the objectives and sales targets of the Liquor Distribution Branch and is responsible for an operating budgets ranging up to $11,300,000. Reporting directly to the Regional Manager are up to 30 store managers and up to 280 store staff. The Regional Manager is also responsible for monitoring the operation of agency stores in the assigned areas. The Regional Manager continuously improves existing services and processes to drive service excellence, increase profitability and ensure alignment with LDB’s strategic goals and operating plans. The Regional Manager demonstrates the highest level of leadership and ethical standards and drives store leadership teams to continually achieve a higher standard by providing effective coaching, mentoring and guidance. Document1 Page 1 of 6 NATURE OF WORK AND POSITION LINKS Regional Managers effectively oversee all store operations with an emphasis on maintaining budgets, controlling expenses, managing inventory and maximizing revenue generation and apply long-term strategic thinking to plan, forecast and improve the operations of their assigned stores. Position Links: Directors and Stakeholders: to identify opportunities for retail store service improvements and business opportunities; to collaborate in the development of regional strategic and operating plans BC Liquor Store Managers and staff: to provide leadership and guidance to regional store management and staff using effective management techniques (e.g. coaching, mentoring, delegating, building teams and managing performance); to evaluate individual and team performance; investigate issues; issue corrective measures LDB Customers including the public and licensees SPECIFIC ACCOUNTABILITIES / DELIVERABLES Managing Operations Directs the operations of regional stores to ensure operational standards and effective store leadership is in place by demonstrating the highest level of leadership and ethical standards, with a drive to uphold and embrace LDB service standards and behaviours for exceptional customer service. Champions and promotes service improvements on an ongoing basis to continually improve quality and customer satisfaction. Applies in-depth experience to track and analyze inventory, product performance, sales volume and the competitive landscape to develop strategies to achieve and overcome sales challenges and increase revenue generation. (e.g. provides advice and recommendations regarding the level of service provided to communities, may make recommendations for appointment of rural agency operators and/or recommend the closure or conversion of BC Liquor Stores). Delivers on financial and growth targets for the region by developing a thorough understanding of and cultivating strong relationships with respective region’s leadership teams and collaborating across multiple lines of business within LDB to identify growth opportunities. Ensures that an optimal customer experience is achieved by driving excellent store appearance and ensuring implementation of the In-Store Marketing Program and maintaining high standards of merchandising and visual presentation. Analyzes sales, KPIs and margin of regional stores; directs and monitors store manager’s performance and develops strategic plans with store managers to improve results. Directs the protection of customers, employees, and store assets by ensuring all store staff follow safety and security rules, regulations, procedures and policies. Undertakes special investigations e.g. Cash losses, stock losses, and takes corrective action and records specific and/or general procedures changes to be taken to prevent Branch’s security procedures and makes recommendation to improve these procedures, as required, to protect Crown assets. Makes recommendations for policy changes/implementations pertaining to region stores, for example, recommends changes in hours of operation and hours of work; new operating procedures and systems. Approves forecasted manpower requirements to ensure that employment expenses fall within guidelines of the agreed annual budget parameters. Strategic Planning Develops, leads and implements the strategies necessary to achieve retail sales results through business analysis, action planning, effective communication, and consistent accountability. Conducts analysis of current situation and future requirements of the region, sets specific goals and objectives aligned to the overall strategic direction of the Store Operations department, and determines priorities for Document1 Page 2 of 6 planning and implementing strategies in collaboration with key partners and stakeholders. Evaluates opportunities for increased functionality within store operations. Conducts high level analysis of possible programs/solutions including developing new concepts, identifying impacts and internal and external linkages, and consulting with other LDB senior leadership on proposed recommendations. Leverages the expertise of other LDB departments to address specific problems and achieve Branch and departmental objectives. Actively manages to optimize resource utilization and service quality. Develops and uses metrics and key performance indicators (KPIs) to identify performance issues or other variances, develops and implements strategies to address and to improve performance. Develops an annual sales plan and accurate business forecasts, providing quarterly updates, revisions and modifications to the plan. Prepares and manages the annual operation budget for designated services, monitors variances and develops and executes corrective actions. Develops business case proposals, and operates region within approved expense budget. Human Resources/Leadership Provides leadership and guidance to regional store management and staff using effective management techniques (e.g. coaching, mentoring, delegating, building teams and managing performance) to support the achievement of required outcomes and to ensure that staff members are achieving a level of performance that meets the highest standards within their areas of function. Fosters a positive working environment including seeking opportunities to reward and recognize team and individual contributions, listening to the team’s concerns and enabling decision-making at the front line. Evaluates individual and team performance in collaboration with appropriate stakeholders and peer staff ensuring probationary and annual reviews are completed for assigned staff. Manages grievances and investigates work and staff issues and initiates disciplinary action up to and including suspensions and makes recommendations for demotion or dismissal. Authorizes the hiring, transferring, and lay off of staff and is involved in the selection of candidates for store management positions; selects employees for relief assignments in management positions and maintains training and retraining programs. Public Relations and Social Responsibility Provides information to the public about available BC Liquor Store programs and services resolves issues and concerns and directs issues to the appropriate contacts as required. Establishes and maintains working relationships with suppliers, licensee and hospitality customers and industry in order to provide exemplary service and respond to issues as they arise. Supports social responsibility in the consumption of beverage alcohol by eliminating the sale of alcoholic beverages to minors (through ensuring the “2-ID” policy is strictly enforced at all times) as well as deterring sales to intoxicated individuals. Oversees employee’s work is performed in a socially responsible manner with an awareness of environmental implications of decisions. FINANCIAL RESPONSIBILITY Document1 Page 3 of 6 Operating budget ranging up to $11,300,000. Signing authority up to $ 1,000 DIRECT SUPERVISION (i.e., responsibility for signing the employee appraisal form) # of Regular FTE’s Role Directly supervises staff Varies Supervises staff through subordinate supervisors Varies # of Auxiliary FTE’s Varies PROJECT /TEAM LEADERSHIP OR TRAINING (Check the appropriate boxes) # of FTE’s Role # of FTE’s Role Supervises students or volunteers Provides formal training to other staff Lead project teams Assigns, monitors and examines the work of staff SPECIAL REQUIREMENTS Criminal Record Check Required. Valid BC Drivers License Successful completion of Serving it Right ™ certificate TOOLS / EQUIPMENT WORKING CONDITIONS Must be able to travel throughout the province. Overnight travel required. Must be available for emergencies (24 hours per day/7 days per week) PREPARED BY NAME: DATE: Nancy Gill November 2016 EXCLUDED MANAGER AUTHORIZATION I confirm that: 1. the accountabilities / deliverables were assigned to this position effective: (Date). 2. the information in this position description reflects the actual work performed. 3. a copy has / will be provided to the incumbent(s). NAME: SIGNATURE: Eileen Egilson Document1 DATE: November 2016 Page 4 of 6 ORGANIZATION CHART (SO2000) Director of Store Operations Business Leader Regional Manager (9 Positions) Business Leader (SO2100) Manager Store Operations Admin Applied Leader (SO2010) Assistant to Director Clerk R11 (SS2001) RAS Coordinator ClkSten R9 (SO2112) Store Operations Coordinator AO R18 (SO2110) Administrative Coordinator AO R18 (SO2115) Admin Clerk OA R7 (SO2111) Admin Assistant Clerk R11 (SO2150) Admin Clerk OA R7 SELECTION CRITERIA Education and Experience: Degree, diploma or certificate in business or retail management with a minimum of five years of recent, related experience*. Recent, related experience must include: Managerial experience in positions of progressive responsibility managing a retail operation with sales in excess of $8 million. Experience in a multi-facetted and changing environment providing leadership and coaching to support the delivery of strategic results. Experience in implementing sales initiatives, sales metrics and group/individual goals. An equivalent combination of education, training and experience may be considered. Preference may be given to candidates with experience over seeing a multi-unit retail operation. Knowledge: Preference may be given to candidates with knowledge in the following disciplines: Marketing, Loss Prevention, Supply Chain, Financial Reporting and Budgeting. Skills & Abilities: Demonstrated strategic thinking and business acumen to support the delivery of services, solutions and results. Demonstrated ability to quickly adapt to changing environments and possess expertise and confidence to lead Document1 Page 5 of 6 change. Demonstrated ability to consult, develop and maintain positive working relationships with external and internal customers/clients and government stakeholders. Excellent ability to facilitate dialogue and resolution of complex issues with a wide variety of stakeholders, including senior executives. Excellent issue management skills. Proven ability demonstrating good judgement and organizational skills and possess effective communication and interpersonal skills. Demonstrated leadership abilities; ability to lead, direct and develop a team effectively. COMPETENCIES Leadership implies a desire to lead others, including diverse teams. Leadership is generally, but not always, demonstrated from a position of formal authority. The "team" here should be understood broadly as any group with which the person interacts regularly. Results Orientation is a concern for surpassing a standard of excellence. The standard may be one’s own past performance (striving for improvement); an objective measure (achievement orientation); challenging goals that one has set; or even improving or surpassing what has already been done (continuous improvement). Thus, a unique accomplishment also indicates a Results Orientation Change Management is the ability to support a change initiative that has been mandated within the organization. It involves helping the organization’s members understand what the change means to them, and providing the ongoing guidance and support that will maintain enthusiasm and commitment to the change process. People with this competency willingly embrace and champion change. They take advantage of every opportunity to explain their vision of the future to others and gain their buy-in. Organizational Commitment is the ability and willingness to align one’s own behaviour with the needs, priorities and goals of the organization, and to promote organizational goals to meet organizational needs. It also includes acting in accordance with organizational decisions and behaving with integrity. Managing Organizational Resources is the ability to understand and effectively manage organizational resources (e.g., people, materials, assets, budgets). This is demonstrated through measurement, planning and control of resources to maximize results. It requires an evaluation of qualitative (e.g., client satisfaction) and quantitative (e.g., service costs) needs. Business Acumen is the ability to understand the business implications of decisions and the ability to strive to improve organizational performance. It requires an awareness of business issues, processes and outcomes as they impact the client’s and the organization’s business needs. Improving Operations is the ability and motivation to apply one's knowledge and past experience for improving upon current modes of operation within the Ministry. This behaviour ranges from adapting widely used approaches to developing entirely new value-added solutions. Decisive Insight combines the ability to draw on one’s own experience, knowledge and training and effectively problemsolve increasingly difficult and complex situations. It involves breaking down problems, tracing implications and recognizing patterns and connections that are not obviously related. It translates into identifying underlying issues and making the best decisions at the most appropriate time. At higher levels, the parameters upon which to base the decision become increasingly complex and ambiguous and call upon novel ways to think through issues. Document1 Page 6 of 6