Rev MC RASQ0106 Retail Departmental Manager 25-01-2018

ModelCurriculum
Retail Departmental Manager

SECTOR : RETAIL
SUB-SECTOR : RETAIL OPERATIONS
OCCUPATION : STORE OPERATIONS
REF. ID : RAS/Q0106 VERSION 1.0
NSQF LEVEL: 6
TABLE OF CONTENTS
1. Curriculum 01
2. TrainerPrerequisites 20
3. Annexure:AssessmentCriteria 21
Retail Departmental Manager
Curriculum / Syllabus
This program is aimed at training candidates for the job of a “Retail Departmental Manager”, in the “Retail”
Sector/Industry and aims at building the following key competencies amongst thelearner
Program Name Retail Departmental Manager
Qualification Pack Name & Retail Departmental Manager

Reference ID. RAS/Q0106 VERSION 1.0
Version No. 1.0 Version Update Date 27–07 – 2017
th
Pre-requisites to Training Preferred 13 Pass (1st Year Bachelor)
Training Outcomes After completing this programme, participants will be able to:
• Plan visualmerchandising
• Establish and satisfy customer needs
• Monitor and manage store performance
• Provide leadership for your team
• Build and manage store team
• Allocate and check work in your team
• Develop individual retail service opportunities
• Communicate effectively with stakeholders
• Help maintain health and safety
• Work effectively in a Retail team
• Work effectively in an organisation
• Manage a budget
Retail Departmental Manager 1

This course encompasses 12 out of 12 National Occupational Standards (NOS) of “Retail Departmental Manager”
Qualification Pack issued by “Retailers Association's Skill Council of India”.
Sr. No. Module Key Learning Outcomes Equipment Required

1 To plan visual The learners should be able to: Display Racks - Gondola /
merchandising • Identify the purpose, content and style of the display. Shelves, Display/Boards/
• Identify the equipment, materials, merchandise Standees for product
Theory Duration and props needed to create and install the display categories and offers
(hh:mm) and the dates for completing it. (Different Types),
14:00 • Evaluate whether the place to put the display is Calculator, Stock Almirah,
likely to fulfil the design brief. Point of Sale (POS)
Practical • Create new and effective ways of improving the Terminal (Computer, Cash
Duration visual effect, withinhis/her limits of design brief, drawer, Receipt printer,
(hh:mm) company’s visual design policies andauthority. Barcode scanner, Card
14:00 • Confirm that the features of merchandise and swiping machine),
props shown in the designbrief are those most Dummy Products
Corresponding likely to attract customers’ attention. (Products with ad -on
NOS Code • Identify other merchandise and props when those accessories such as
RAS/N0139 originally specified arenot available or not suitable, mobile handsets with ear
and agree the selections with the rightperson. phones etc.) with
barcode, specifications,
• Verify arrangements for delivery of merchandise &
price tags, VM elements
props with the rightpeople, allowing enough time for
(Mannequins - Full/Half
deliveries to arrive before display mustbe installed.
Bust, Danglers, Wobblers,
• Check the progress of deliveries and take suitable
Hangers, Fixtures,
action if delays seemlikely.
Banners, Posters, POS
• Update stock records to account for merchandise on
Display (LED Lightbox);
display.
Signage Board; Offer
/Policy Signage),
The learners should be able to: Shopping
• Role of displays in marketing, promotional and Basket/Shopping Cart,
sales campaigns andactivities. Dummy Fire
• Importance and content of the design brief. Extinguishers, Customer
• The company policies for visual design. Feedback
• The role of displays in marketing, promotional and Forms,Customer Inquiry
sales campaigns andactivities. /Lead Register, Dummy
• How to use the design brief to identify what you stock and inventory
need for the display. management system
• The merchandiser or buyer who needs to be (Physical register/excel
consulted aboutmerchandise and props. version) to demonstrate
• How stock records must be updated to account for stock levels/ageing,
merchandise ondisplay. Sample Retail Standard
• How to use the design brief to identify what you Operating Procedures
need for the display (SOP) manual covering
• Different approaches to designing displays for do's & don’ts in a store,
different types ofmerchandise, and why these are In-store induction training
effective. manual, HR Manual,
• How to evaluate the potential places to put the Sample contact list of key
display so you meet thedesign brief. internal and external
• How to use the design brief to identify what you stakeholders,Attendance
need for the display. register / Employee Work
• Different approaches to designing displays for Shift planner,Sample
different types ofmerchandise, and why these are employee appraisal
effective. form,Sample store profit
& loss statements/ledger

• How light, colour, texture, shape and dimension for maintaining accounts
combine to achievethe effects you need. Sample script for team
• How to assess the potential of places to put briefing, Product
displays to meet the designbrief planogram, Posters
• How to arrange delivery of merchandise and showing various types of
monitor the progress ofdeliveries digital payment options
such as PayTM,PayPal
etc), Sample Team Target
vis-à-vis Team
Performance Report
sample (In hardcopy or
digital form), Sample

2 To establish and The learners should be able to: Display Racks - Gondola /
satisfy customer • Stay alert to, and make unobtrusive observations Shelves, Display/Boards/
needs about customer choicesand movements within the Standees for product
store. categories and offers
Theory Duration • Heed to customer queries about the products and (Different Types),
(hh:mm) supplies they wish to purchase and unobtrusively Calculator, Stock Almirah,
14:00 and politely enquire about their Point of Sale (POS)
purchaserequirements, when necessary. Terminal (Computer, Cash
Practical • Help customers identify the product or supplies drawer, Receipt printer,
Duration they wish to purchase and direct/accompany them Barcode scanner, Card
(hh:mm) to the exact store location where the swiping machine),
14:00 specificproduct or supplies are stocked/displayed. Dummy Products
• Confirm with customers that the products and (Products with ad -on
Corresponding supplies being packed, wrappedand billed exactly accessories such as
NOS Code match their selections. mobile handsets with ear
RAS/N0140 • Extend appropriate courtesy to customers during phones etc.) with
the sales process andprovide appropriate and barcode, specifications,
accurate information and advice. price tags, VM elements
• Provide information on variants of product and (Mannequins - Full/Half
supplies available in the storeand enable Bust, Danglers, Wobblers,
customers to make informed purchase decisions. Hangers, Fixtures,
• Enable customers to make choices appropriate
with their product, suppliesand brand preferences
and complete their basket of purchases.
/Policy Signage),
• Advise the customer, where allowed by store or
Shopping
business policy, to samplethe product or supplies
Basket/Shopping Cart,
in the course of the purchase decision.
Dummy Fire
• Maintain prescribed levels of store, environmental
Extinguishers, Customer
and personal hygiene andensure health and safety
Feedback
within the store environs and peripheral areas.
Forms,Customer Inquiry
• Ensure that customers fulfil their purchase process /Lead Register, Dummy
smoothly from start tobilling by minimizing waiting stock and inventory
times at different stages of the process. management system
(Physical register/excel
The learners should be able to apply knowledge of: version) to demonstrate
stock levels/ageing,
• Appropriate behaviour with customers in a retail Sample Retail Standard
environment and theassisted self‐serve nature of Operating Procedures
the store environment. (SOP) manual covering
• Measurement and calibration of the quantity and do's & don’ts in a store,
quality of product andsupplies the customer wants. In-store induction training
• Make near‐appropriate judgments about different manual, HR Manual,
types of customers, theirrequirements, choices and Sample contact list of key
preferences. internal and external
• Help select the most appropriate products and stakeholders,Attendance
supplies based on theknowledge of such judgments. register / Employee Work
Shift planner,Sample
employee appraisal
form,Sample store profit
book for maintaining
accounts

• Provide logical, intelligent or creative suggestions – Sample script for team
as warranted or solicited – about products and briefing, Product
supplies with an appropriate and reasonably planogram, Posters
accurateunderstanding of customer needs and showing various types of
requirements with an aim of enablingan informed digital payment options
choice / decision for the customer. such as PayTM,PayPal
• Suggest alternative products and supplies when etc), Sample Team Target
products the customer wantsare out of stock. vis-à-vis Team
• Suggest suitable products and supplies when the Performance Report
customer is undecided sample (In hardcopy or
• Relevance of store offerings to different individual digital form), Sample
customers, their purchasehabits and frequencies of Vendor List
purchase.
• Individual preferences, choices and opinions of
customers through properattention, listening and
conversing.
• Preferences of different types of customers by
observing their behaviour,actions, choices and
repeat visits to the store.
• Provide information and advice to customers about
safely transporting,storing, /safekeeping or
refrigeration of products, especially when
suchinformation or advice is solicited.
• Utilize a variety of sales techniques, as appropriate
to the situation and to theself‐serve nature of the
retail environment, to effect customer purchases.
• Provide appropriate assistance, information or
advise, at appropriate stages, in an opportune but
unobtrusive and non‐overbearing manner to
effectcustomer purchases.
• Provide accurate information on store promotions
on offer at the time ofpurchase to effect customer
purchases.
• Make use of the understanding of generic and
specific, individual, customerhabits and preferences
to effectively suggest and sell products and
supplies.
• Suit your mannerisms to extend a personalized
purchase experience to thecustomer.
• How to maintain brief, to‐the‐point, accurate and
polite responses to customerqueries.
• How to avoid being perceived to be intrusive, or
step back from a situationperceived to be intrusive,
by the customer.
• How to guide the customer with the right
information and advice, whensolicited.
• How to ensure customer comfort, and avoid
customer discomfort, within storepremises.
• How to maintain and ensure a conducive and
congenial atmosphere forcustomers to navigate,
browse through and purchase products and
supplies.
• How to ensure compliance with health, safety and
hygiene requirements forstock, store environment
and paraphernalia.

• How to remove products and supplies from the
shelves / display or to not suggest customers
products and supplies that are beyond sell‐by date
or haveperished or rendered inedible or
non‐consumable.
• What suitable alternatives are to be offered when
products or supplies customers wish to purchase
are unavailable or when customers are unable
tomake a choice or a decision.
• What suitable additions or enhancements to
purchase are to be suggested byavoiding being
overbearing, obtrusive or irrelevant.

3 To monitor and The learners should be able to: Display Racks - Gondola /
manage store Shelves, Display/Boards/
performance • Monitor retail operations against targets. Standees for product
• Check that the quality of the products and customer categories and offers
Theory Duration service are maintained. (Different Types),
(hh:mm) • Adapt allocation of work activities to meet changing Calculator, Stock Almirah,
14:00 priorities and targets. Point of Sale (POS)
• Report factors influencing effectiveness which are Terminal (Computer, Cash
Practical outside your own area of responsibility to the drawer, Receipt printer,
Duration relevant people. Barcode scanner, Card
(hh:mm) • Make recommendations to improve retail swiping machine),
14:00 operations to relevant people. Dummy Products
(Products with ad -on
Corresponding The learners should be able to apply knowledge of: accessories such as
NOS Code mobile handsets with ear
RAS/N0141 phones etc.) with
• Different ways of communicating effectively with
members of a store team.
• How to set store business objectives which are
SMART (Specific, Measurable,Achievable, Realistic
and Time-bound).
Hangers, Fixtures,
• How to plan the achievement of store team
objectives and the importance ofinvolving team
members in this process.
• The importance of and being able to show store /Policy Signage),
team members how personalwork objectives Shopping
contribute to achievement of team objectives Basket/Shopping Cart,
• The importance of encouraging others to take the Dummy Fire
lead and ways in which thiscan be achieved. Extinguishers, Customer
• The benefits of and how to encourage and Feedback
recognize creativity and innovationwithin a team. Forms,Customer Inquiry
/Lead Register, Dummy
stock and inventory
management system
version) to demonstrate
Sample Retail Standard
Operating Procedures
(SOP) manual covering
do's & don’ts in a store,
In-store induction training
manual, HR Manual,
Sample contact list of key
internal and external
stakeholders,Attendance
register / Employee Work
employee appraisal
accounts Sample script
for team briefing

Product planogram,
Posters showing various
types of digital payment
options such as
PayTM,PayPal etc),
Sample Team Target vis-
à-vis Team Performance
Report sample (In
hardcopy or digital form),
Sample Vendor List
4 To provide The learners should be able to: Display Racks - Gondola /
leadership for Shelves, Display/Boards/
your team • Set out and positively communicate the purpose Standees for product
and objectives of the storebusiness to all store team categories and offers
Theory Duration members. (Different Types),
(hh:mm) • Involve key store team members in planning how Calculator, Stock Almirah,
14:00 the team will achieve storebusiness objectives. Point of Sale (POS)
• Encourage team members to take the lead when Terminal (Computer, Cash
Practical they have the knowledgeand expertise and show drawer, Receipt printer,
Duration willingness to follow this lead. Barcode scanner, Card
(hh:mm) • Ensure that each member of the team has personal swiping machine),
14:00 work objectives andunderstands how achieving Dummy Products
these will contribute to achievement of the (Products with ad -on
storebusiness’s objectives. accessories such as
mobile handsets with ear
phones etc.) with
Hangers, Fixtures,
/Policy Signage),
Shopping
Dummy Fire
Feedback
stock and inventory
management system
manual,

Corresponding • Encourage and support team members to achieve HR Manual, Sample
NOS Code their personal work objectives and those of the contact list of key internal
RAS/N0142 team and provide recognition when objectiveshave and external
been achieved stakeholders,Attendance
• Win, through your performance, the trust and register / Employee Work
support of the team for yourleadership. Shift planner,Sample
• Steer the team successfully through difficulties and employee appraisal
challenges, including conflict, diversity and inclusion form,Sample store profit
issues within the team encourage andrecognize & loss statements/ledger
creativity and innovation within the team. book for maintaining
• Give team members support and advice when they accounts Sample script
need it especially ifand during periods when the for teambriefing, Product
store business is below set goals. planogram, Posters
• Motivate team members to present their own ideas showing various types of
and listen to what theysay. digital payment options
• Monitor activities and progress across the store such as PayTM,PayPal
team without interfering.
vis-à-vis Team
Performance Report
The learners should be able to apply knowledge of:
• Different ways of communicating effectively with
Vendor List
members of a store team.
• How to set store business objectives which are
SMART (Specific, Measurable, Achievable, Realistic
and Time-bound).
• How to plan the achievement of store team
objectives and the importance of involving team
members in this process.
• The importance of and being able to show store
team members how personal work objectives
contribute to achievement of team objectives.
• That different styles of leadership exist.
• How to select and successfully apply a limited range
of different methods for motivating, supporting and
encouraging team members and recognizing their
achievements.
• Types of difficulties and challenges that may arise,
including conflict, diversity and inclusion issues
within the team, and ways of identifying and
overcoming them.
• The importance of encouraging others to take the
lead and ways in which this can be achieved.
• The benefits of and how to encourage and
recognize creativity and innovation within a team.

5 To build and The learners should be able to: Display Racks - Gondola /
manage store Shelves, Display/Boards/
team • Clearly articulate the purpose of the store business Standees for product
and the team – what it hasto achieve, and why a categories and offers
Theory Duration team rather than an individual approach is required. (Different Types),
(hh:mm) • Identify the diversity of expertise, knowledge, skills Calculator, Stock Almirah,
15:00 and attitudes required toachieve the team purpose. Point of Sale (POS)
• Identify store team members’ expertise, knowledge, Terminal (Computer, Cash
Practical skills and attitudes andagree their particular roles drawer, Receipt printer,
Duration within the team. Barcode scanner, Card
(hh:mm) swiping machine),
15:00 Dummy Products
accessories such as
phones etc.) with
Hangers, Fixtures,
/Policy Signage),
Shopping
Dummy Fire
Feedback
stock and inventory
management system
manual,

• Use team selection and development processes to HR Manual, Sample
Corresponding develop any expertise,knowledge, skills and contact list of key internal
NOS Code attitudes lacking in the team. and external
RAS/N0143 • Agree with team members the behaviours that are stakeholders,Attendance
likely to help the achievement of the team purpose register / Employee Work
and those that should be avoided becausethey are Shift planner,Sample
likely to hinder progress. employee appraisal
• Help team members understand their unique form,Sample store profit
contribution to the team and to the store business, & loss statements/ledger
the contributions expected of fellow team members book for maintaining
andhow these complement and support each other. accounts Sample script
• Provide opportunities for team members to get to for teambriefing, Product
know each other’s strengthsand weaknesses and planogram, Posters
build mutual respect and trust. showing various types of
• Allow time for the team to develop through its digital payment options
stages of growth. such as PayTM,PayPal
• Help the team seize opportunities presented by
vis-à-vis Team
changes in the teamcomposition and support the
Performance Report
introduction of new team members.
• Encourage team members to share problems with
each other and solve thesecreatively together.
Vendor List
• Encourage open communication between team
members, including providing
feedback designed to enhance the performance of
fellow team members and the team as a whole.
• Review the performance of the team at appropriate
points and evaluate howwell its purpose is being
achieved.
• Celebrate team and individual successes together,
and acknowledge whenthings go wrong, before
refocusing the team’s energy on achieving its
purpose.
• Disband the team if and when its purpose has been
achieved and it is no longerrequired for other
purposes.
• The principles of effective communication and how

to apply them.
• How to identify the diversity of expertise,
knowledge, skills and attitudes required to achieve
the team purpose.
• The importance of selecting store team members
with the required expertise, knowledge and skills
and different personalities so they can play
complementary roles within the team, and how to
do so.
• The importance of agreeing with team members the
behaviours that are likely to help achievement of
the team purpose and those that are likely to hinder
progress and should be avoided.

• How to help team members to understand their
unique contribution to the team purpose, the
contributions expected of fellow team members
andhow these complement and support each other.
• The importance of providing opportunities for team
members to get to know each other’s strengths and
weaknesses and build mutual respect andtrust.
• How to encourage team members to get to know
each other’s strengthsand weaknesses and build
mutual respect and trust.
• The importance of encouraging open
communication between teammembers, and how
to do so.
• How to provide feedback to team members to
enhance the performanceof fellow team members
and the team as a whole.
• The importance of allowing time for the team to
develop through its stagesof growth (forming,
storming, norming, performing), and how to do so.
• The importance of celebrating team and individual
successes together andcommiserating together
when things go wrong.
• Ways of refocusing the team’s energy on achieving
its purpose.

6 To allocate and The learners should be able to: Display Racks - Gondola /
check work in Shelves, Display/Boards/
your team • Use information collected on the performance of team Standees for product
members in anyformal appraisal of performance. categories and offers
Theory Duration • Recognise successful completion of significant (Different Types),
(hh:mm) pieces of work or workactivities by team members Calculator, Stock Almirah,
14:00 and the overall team and update the manager. Point of Sale (POS)
• Identify unacceptable or poor performance, discuss Terminal (Computer, Cash
Practical the cause(s) and agreeways of improving drawer, Receipt printer,
Duration performance with team members. Barcode scanner, Card
(hh:mm) • Monitor the team for conflict, identifying the swiping machine),
14:00 cause(s) when it occurs anddealing with it promptly Dummy Products
and effectively. (Products with ad -on
Corresponding • Motivate team members to complete the work they accessories such as
NOS Code have been allocated and provide, where requested mobile handsets with ear
RAS/N0131 and where possible, any additional support phones etc.) with
and/orresources to help completion. barcode, specifications,
• Support team members in identifying and dealing
with problems andunforeseen events.
• Check the progress and quality of the work of team
Hangers, Fixtures,
members on a regular and fair basis against the
standard or level of expected performance
andprovide prompt and constructive feedback.
• Encourage team members to ask questions, make
/Policy Signage),
suggestions and seekclarification in relation to the Shopping
work they have been allocated. Basket/Shopping Cart,
• Recognise and find out differences in expectations Dummy Fire
and working methods of any team members from a Extinguishers, Customer
different country or culture andpromote ways of Feedback
working that take account of their expectations Forms,Customer Inquiry
andmaximize productivity. /Lead Register, Dummy
stock and inventory
management system
manual,

• Brief team members on the work they have been HR Manual, Sample
allocated and thestandard or level of expected contact list of key internal
performance. and external
• Allocate work to team members on a fair basis stakeholders,Attendance
taking account of theirskills, knowledge and register / Employee Work
understanding, experience and workloads and Shift planner,Sample
theopportunity for development. employee appraisal
• Plan how the team will undertake its work, form,Sample store profit
identifying any priorities orcritical activities and & loss statements/ledger
making best use of the available resources. book for maintaining
• Confirm the work required of the team with your accounts Sample script
manager and seekclarification, where necessary, on for teambriefing, Product
any outstanding points and issues. planogram, Posters
showing various types of
The learners should be able to apply knowledge of: digital payment options
such as PayTM,PayPal
• Different ways of communicating effectively with etc), Sample Team Target
members of a team. vis-à-vis Team
Performance Report
• The importance of confirming/clarifying the work
required of the teamwith your manager and how to
do this effectively.
Vendor List
• How to plan the work of a team, including how to
identify any priorities orcritical activities and the
available resources.
• How to identify sustainable resources and ensure
their effective use whenplanning the work of a
team.
• How to identify and take due account of health and
safety issues in theplanning, allocation and checking
of work.
• Why it is important to allocate work across the
team on a fair basis andhow to do so.
• Why it is important to brief team members on the
work they have been allocated and the standard or
level of expected performance and how todo so.
• The values, ethics, beliefs, faith, cultural
conventions, perceptions and expectations of any
team members from a different country or culture
and how your own values, ethics, beliefs, faith,
cultural conventions, perceptions, expectations, use
of language, tone of voice and bodylanguage may
appear to them.
• Ways of encouraging team members to ask
questions and/or seek clarification and make
suggestions in relation to the work which they
havebeen allocated.
• Effective ways of regularly and fairly checking the
progress and quality ofthe work of team members.
• How to provide prompt and constructive feedback
to team members.
• How to select and apply a limited range of different
methods for motivating, supporting and
encouraging team members to complete the work
they have been allocated and improve their
performance, and forrecognising their
achievements.
• The additional support and/or resources which
team members might require to help them
complete their work and how to assist in
providingthis.
• Why it is important to monitor the team for conflict
and how to identify the cause(s) of conflict when it
occurs and deal with it promptly andeffectively.
• How to take account of diversity and inclusion
issues when supporting andencouraging team
members to complete the work they have
beenallocated.
• Why it is important to identify unacceptable or poor
performance by members of the team and how to
discuss the cause(s) and agree ways ofimproving
performance with team members.
• The type of problems and unforeseen events that
may occur and how tosupport team members in
dealing with them.
• How to log information on the ongoing
performance of team membersand use this
information for performance appraisal purposes.
7 To develop The learners should be able to: Display Racks - Gondola /
individual retail Shelves, Display/Boards/
service • Identify the types of client who would benefit from Standees for product
opportunities your service andwhose custom would help you categories and offers
achieve your sales targets. (Different Types),
Theory Duration • Suggest ideas for building the client base that are Calculator, Stock Almirah,
(hh:mm) suitable for the client profiles and achievable Point of Sale (POS)
18:00 bearing in mind the budget and time available Terminal (Computer, Cash
andcompany image and policy. drawer, Receipt printer,
Practical • Follow company policies and procedures for Barcode scanner, Card
Duration building the client base. swiping machine),
(hh:mm) • Review your progress against your plans at suitable Dummy Products
18:00 intervals. (Products with ad -on
• Recognize whether you are achieving the results accessories such as
Corresponding you need and adjustingyour plans when necessary. mobile handsets with ear
NOS Code • Give your manager clear and accurate reports of phones etc.) with
RAS/N0144 your progress at theagreed times. barcode, specifications,
• Spot suitable opportunities to approach potential
clients.
• Approach potential clients in a way that projects
Hangers, Fixtures,
your company’s imageeffectively and is likely to
help create a business relationship.
• Quickly create a rapport with potential clients. Signage Board; Offer
• Talk to potential clients in a persuasive way about /Policy Signage),
your services. Shopping
• Compare your service with competitors’ services in Basket/Shopping Cart,
ways that make clearthe advantages of your service Dummy Fire
while being honest and fair. Extinguishers, Customer
• Exchange relevant information with potential clients Feedback
when appropriate. Forms,Customer Inquiry
• Record client information promptly, accurately and /Lead Register,
in a way that allowsyou to use the information
effectively.

• Store and use client information in line with data Dummy stock and
protection laws andcompany policy. inventory management
• When it is not possible to keep promises to system (Physical
potential clients, tell thempromptly and offer any register/excel version) to
other suitable information or help. demonstrate stock
levels/ageing, Sample
The learners should be able to apply knowledge of: Retail Standard Operating
Procedures (SOP) manual
• Your sales targets and when you should achieve them covering do's & don’ts in,
a store, In-store induction
by.
training manual, HR
• Client profiles relevant to the brands and services
Manual, Sample contact
you are personallyresponsible for selling.
list of key internal and
• The number and types of clients you are likely to
external
need in order to meet yoursales targets.
• Company policies and procedures for developing register / Employee Work
business relationships withclients. Shift planner,Sample
• How best to balance your time between finding new employee appraisal
clients and selling toexisting clients. form,Sample store profit
• How often to review your progress in finding new & loss statements/ledger
clients. book for maintaining
• How to measure your progress in ways that help accounts Sample script
you decide if you need tochange your approach. for teambriefing, Product
• When and how you should report your progress to planogram, Posters
your manager. showing various types of
• The type of business relationships you need to digital payment options
create with potential clients. such as PayTM,PayPal
• The image your company wants to promote to etc), Sample Team Target
customers. vis-à-vis Team
• The difference between features and benefits. Performance Report
• The features and benefits of the service you sample (In hardcopy or
provide. digital form), Sample
• How to talk to potential clients in a persuasive way Vendor List
about your service.
• How to find out about competitors’ services.
• How to compare competitors’ services with yours,
so that potential clients can understand how using
your service would benefit them.
• How to identify suitable opportunities for
approaching potential clients.
• How to approach potential clients in a way that
creates a positive impression of you and your
company and is likely to help create a business
relationship.
• How to create a rapport quickly with prospective
clients.
• The information you need to exchange with
potential clients.
• Why you need to keep any promises you make to
potential clients, for example sending them
information they have asked for.
• How to record information about potential clients
so that you can use it effectively.
• Why client confidentiality is important to the
business relationship.

• Relevant aspects of the data protection laws and
company policy to do withclient confidentiality.

8 To communicate The learners should be able to: Display Racks - Gondola /
effectively with Shelves, Display/Boards/
stakeholders • Pass on written information only to those people Standees for product
authorised to receive it andwithin agreed timescales. categories and offers
Theory Duration • Keep the information in written documents as (Different Types),
(hh:mm) required by your organization. Calculator, Stock Almirah,
18:00 • Maintain the communication mediums in line your Point of Sale (POS)
instructions andorganisation's procedures. Terminal (Computer, Cash
Practical • Make sure the communication equipment you use drawer, Receipt printer,
Duration is working properly, takecorrective action as Barcode scanner, Card
(hh:mm) required. swiping machine),
18:00 • Acknowledge incoming communication promptly Dummy Products
and clearly, usingappropriate terminology. (Products with ad -on
Corresponding • Pass on information to persons who require it accessories such as
NOS Code within agreed timescales. mobile handsets with ear
RAS/N0145 phones etc.) with
• Check to ensure that the information you give is
understood by the receivers.
• Take prompt and effective action when there is
difficulty in transmission orreception of information.
• Accurately interpret and act upon instructions that Hangers, Fixtures,
you receive. Banners, Posters, POS
• Make sure you get clarifications when you need to Display (LED Lightbox);
consult with and help your team members to Signage Board; Offer
maximise efficiency in carryingout tasks. /Policy Signage),
• Give instructions to others clearly, at a pace and in a Shopping
manner that helps themto understand. Basket/Shopping Cart,
• Listen actively and identify the most important Dummy Fire
things that customers aresaying. Extinguishers, Customer
• Identify the most important things that customers Feedback
are telling you. Forms,Customer Inquiry
• Summarize information for customers. /Lead Register, Dummy
• Use appropriate body language when communicating stock and inventory
with customers. management system
• Read your customers’ body language to help you (Physical register/excel
understand their feelingsand wishes. version) to demonstrate
• Deal with customers in a respectful, helpful and stock levels/ageing,
professional way at all times. Sample Retail Standard
• Help to give good customer service by passing Operating Procedures
messages to colleagues. (SOP) manual covering
• Understand the roles and responsibilities of the do's & don’ts in, a store,
different people you will beworking with. In-store induction training
• Agree and record arrangements for joint working manual, HR Manual,
that are appropriate andeffective. Sample contact list of key
• Agree to the information sharing timing, reasons internal and external
and confidentiality. stakeholders,Attendance
• Discuss on how and when the joint work will be
monitored and reviewed.
employee appraisal
• Undertake your role in the joint working in a way
that is consistent withagreements made, your own
job role and relevant policies and standards.
• Represent your agency's views and policies in a accounts Sample script
clear and constructive way. for teambriefing, Product
planogram,

• Identify any tensions and issues in the joint working Posters showing various
and seek to address themwith the people involved. types of digital payment
• Seek appropriate support when you are having options such as
difficulty working effectivelywith staff in other PayTM,PayPal etc),
agencies. Sample Team Target vis-
The learners should be able to apply knowledge of: Report sample (In
• How to make sure information is correct and Sample Vendor List
current.
• The different documents / report formats that you
are required to keep.
• Organization’s procedures and policies for preparing
and passing onwritten information.
• How to make sure your communication equipment
is working properly andwhat to do if it isn't.
• The limits of your authority and responsibility for
passing on information.
• The regulations or policies that you should follow
forusing communications systems, including for
private use
• What to do if there are problems in using
communications equipment, andthe location of
alternatives that you could use.
• The terminology that you should use in
communication mediums (phoneticalphabet, the 24
hour clock, call signs, etc.).
• Who to ask if you need to clarify something, or ask
questions about yourwork.
• How to talk and work with others to work
efficiently, without adverselyaffecting your own
work; the difference between hearing and listening.
• How to use and read body language effectively
• How to use questions to check that you understand
what customers aretelling you.
• How to summarize and speak clearly.
• The relevant legislation, organizational policies and
procedures that apply tojoint working.
• The roles and functions of your stake-holders and
their broad structures,methods of communication
and decision making processes.
• The principles and benefits of joint working
between different stakeholders.
• The factors likely to hinder joint working.

9 To help maintain The learners should be able to: Display Racks - Gondola /
health and safety Shelves, Display/Boards/
• Follow company procedures and legal requirements Standees for product
Theory Duration for dealing with accidentsand emergencies. categories and offers
(hh:mm) • Speak and behave in a calm way while dealing with (Different Types),
11:00 accidents and emergencies. Calculator, Stock Almirah,
• Report accidents and emergencies promptly, Point of Sale (POS)
Practical accurately and to the right person. Terminal (Computer, Cash
Duration • Recognise when evacuation procedures have been drawer, Receipt printer,
(hh:mm) started and followingcompany procedures for Barcode scanner, Card
11:00 evacuation. swiping machine),
Dummy Products
accessories such as
phones etc.) with
Hangers, Fixtures,
/Policy Signage),
Shopping
Dummy Fire
Feedback
stock and inventory
management system
do's & don’ts in, a store,
manual, HR Manual,
Sample contact list of key
internal and external
employee appraisal
accounts Sample script
for teambriefing, Product
planogram, Posters
showing various types of

Corresponding • Follow the health and safety requirements laid digital payment options
NOS Code down by your company and bylaw, and encourage such as PayTM,PayPal
RAS/N0122 colleagues to do the same. etc), Sample Team Target
• Promptly take the approved action to deal with risks vis-à-vis Team
if you are authorised to doso. Performance Report
• If you do not have authority to deal with risks, sample (In hardcopy or
report them promptly to theright person. digital form), Sample
• Use equipment and materials in line with the Vendor List
manufacturer’s instructions.
• Company procedures and legal requirements for

dealing with accidents andemergencies.
• How reporting accidents and emergencies promotes
health and safety.
• Legal and company requirements for reporting
accidents and emergencies.
• Company procedures for evacuation, including how
the alarm is raised andwhere emergency exits and
assembly points are.
• Health and safety requirements laid down by your
company and by law.
• How to set a good example contributing to health
and safety in the workplace.
• Authority and responsibility for dealing with health
and safety risks, and theimportance of not taking on
more responsibility than you are authorised to.
• Approved procedures for dealing with health and
safety risks.
• How to find instructions for using equipment and
materials.
• Techniques for speaking and behaving in a calm way
while dealing with accidentsand emergencies.
• Emergency response techniques.
• How to use machinery and escape methods to have
minimal loss to materialand life.

10 To work The learners should be able to: Display Racks - Gondola /
effectively in a • Display courteous and helpful behaviour at all times. Shelves, Display/Boards/
retail team • Take opportunities to enhance the level of Standees for product
assistance offered to colleagues. categories and offers
Theory Duration • Meet all reasonable requests for assistance within (Different Types),
(hh:mm) acceptable workplacetimeframes. Calculator, Stock Almirah,
14:00 • Complete allocated tasks as required. Point of Sale (POS)
• Seek assistance when difficulties arise. Terminal (Computer, Cash
Practical • Use questioning techniques to clarify instructions or drawer, Receipt printer,
Duration responsibilities. Barcode scanner, Card
(hh:mm) • Identify and display a non discriminatory attitude in swiping machine),
14:00 all contacts withcustomers and other staff Dummy Products
members.
Corresponding accessories such as
• Observe appropriate dress code and presentation as
NOS Code required by theworkplace, job role and level of
phones etc.) with
RAS/N0137 customer contact.
• Follow personal hygiene procedures according to
organisational policy andrelevant legislation.
• Interpret, confirm and act on workplace Bust, Danglers, Wobblers,
information, instructions andprocedures relevant to Hangers, Fixtures,
the particular task. Banners, Posters, POS
• Interpret, confirm and act on legal requirements in Display (LED Lightbox);
regard to antidiscrimination,sexual harassment and Signage Board; Offer
bullying. /Policy Signage),
• Ask questions to seek and clarify workplace Shopping
information. Basket/Shopping Cart,
• Plan and organise daily work routine within the Dummy Fire
scope of the job role. Extinguishers, Customer
• Prioritise and complete tasks according to required Feedback
timeframes. Forms,Customer Inquiry
• Identify work and personal priorities and achieve a /Lead Register, Dummy
balance betweencompeting priorities. stock and inventory
management system
The learners should be able to apply knowledge of: (Physical register/excel
• The policies and procedures relating to the job role. stock levels/ageing,
• The value system of the organisation. Sample Retail Standard
• Employee rights and obligations. Operating Procedures
• The reporting hierarchy and escalation matrix. (SOP) manual covering
• How to ask questions to identify and confirm do's & don’ts in, a store,
requirements. In-store induction training
• How to follow routine instructions through clear and manual, HR Manual,
direct communication. Sample contact list of key
• How to use language and concepts appropriate to internal and external
cultural differences.
• How to use and interpret non-verbal communication.
• The scope of information or materials required within
employee appraisal
the parameters of thejob role. form,Sample store profit
• Consequences of poor team participation on job & loss statements/ledger
outcomes. book for maintaining
• Work health and safety requirements. accounts Sample script
for teambriefing, Product
planogram,

Posters showing various
types of digital payment
options such as
PayTM,PayPal etc),
Sample Team Target vis-
Report sample (In
Sample Vendor List

11 To work The learners should be able to: Display Racks - Gondola /
effectively in an Shelves, Display/Boards/
organisation • Share work fairly with colleagues, taking account of Standees for product
your own and others’preferences, skills and time categories and offers
Theory Duration available. (Different Types),
(hh:mm) • Make realistic commitments to colleagues and do what Calculator, Stock Almirah,
11:00 has been promised. Point of Sale (POS)
• Let colleagues know promptly if he/she will not be able Terminal (Computer, Cash
Practical drawer, Receipt printer,
to do what has beenpromised and suggest suitable
Duration Barcode scanner, Card
alternatives.
(hh:mm) swiping machine),
• Encourage and support colleagues when working
11:00 Dummy Products
conditions are difficult. (Products with ad -on
• Encourage colleagues who are finding it difficult to accessories such as
Corresponding work together to treateach other fairly, politely and mobile handsets with ear
NOS Code with respect. phones etc.) with
RAS/N0138 • Follow the company’s health and safety procedures barcode, specifications,
while working. price tags, VM elements
• Discuss and agree with the right people goals that (Mannequins - Full/Half
are relevant, realistic andclear. Bust, Danglers, Wobblers,
• Identify the knowledge and skills needed to achieve Hangers, Fixtures,
his/her goals. Banners, Posters, POS
• Agree action points and deadlines that are realistic, Display (LED Lightbox);
taking account of pastlearning experiences and the Signage Board; Offer
time and resources available for learning. /Policy Signage),
• Regularly check his/her progress and, when Shopping
necessary, change the way ofworking. Basket/Shopping Cart,
Dummy Fire
• Ask for feedback on his/her progress from those in a
position to give it, anduse their feedback to improve
Feedback
his/her performance. Forms,Customer Inquiry
• Encourage colleagues to ask him/her for work- /Lead Register, Dummy
related information or advicethat he/she is likely to stock and inventory
be able to provide. management system
• Notice when colleagues are having difficulty (Physical register/excel
performing tasks at which youare competent, and version) to demonstrate
tactfully offer advice. stock levels/ageing,
• Give clear, accurate and relevant information and Sample Retail Standard
advice relating to tasks andprocedures. Operating Procedures
• Explain and demonstrate procedures clearly, (SOP) manual covering
accurately and in a logicalsequence. do's & don’ts in, a store,
• Encourage colleagues to ask questions if they don’t In-store induction training
understand theinformation and advice given to manual, HR Manual,
them. Sample contact list of key
• Give colleagues opportunities to practise new skills, internal and external
and give constructivefeedback.
• Check that health, safety and security are not
compromised when helpingothers to learn.
employee appraisal
The learners should be able to apply knowledge of: & loss statements/ledger
• Team’s purpose, aims and targets. book for maintaining
• Responsibility for contributing to the team’s success. accounts Sample script
• Colleagues’ roles and main responsibilities. for teambriefing, Product
• The importance of sharing work fairly with planogram,
colleagues.

• The factors that can affect own and colleagues’ Posters showing various
willingness to carry outwork, including skills and types of digital payment
existing workload. options such as
• The importance of being a reliable team member. PayTM,PayPal etc),
• Factors to take account of when making Sample Team Target vis-
commitments, including your existing workload and à-vis Team Performance
the degree to which interruptions and changes Report sample (In
ofplan are within your control.
Sample Vendor List
• The importance of maintaining team morale, the
circumstances when morale is likely to flag, and the
kinds of encouragement and support thatare likely
to be valued by colleagues.
• The importance of good working relations, and
techniques forremoving tension between
colleagues.
• The importance of following the company’s policies
and procedures forhealth and safety, including
setting a good example to colleagues.
• Who can help set goals, help plan your learning, and
give youfeedback about your progress.
• How to identify the knowledge and skills he/she will
need to achievehis/her goals.
• How to check his/her progress.
• How to adjust plans as needed to meet goals.
• How to ask for feedback on progress.
• How to respondpositively.
• How to help others to learn in the workplace.
• How to work out what skills and knowledge he/she can
usefully share withothers.
• Health, safety and security risks that are likely to arise
when people arelearning on the job, and how to
reduce these risks.
11 To manage a The learners should be able to: Display Racks - Gondola /
budget Shelves, Display/Boards/
• Evaluate available information and consult with Standees for product
Theory Duration others to prepare a realisticbudget for the categories and offers
(hh:mm) respective area or activity of work. (Different Types),
18:00 • Submit the proposed budget to the relevant people Calculator, Stock Almirah,
in the organisation forapproval and to assist the Point of Sale (POS)
Practical overall financial planning process. Terminal (Computer, Cash
Duration drawer, Receipt printer,
• Discuss and, if appropriate, negotiate the proposed
(hh:mm) Barcode scanner, Card
budget with the relevantpeople in the organisation
18:00 swiping machine),
and agree the final budget.
Dummy Products
• Use the agreed budget to actively monitor and (Products with ad -on
Corresponding control performance for therespective area or
NOS Code accessories such as
activity of work. mobile handsets with ear
RAS/N0151 • Identify the causes of any significant variances phones etc.) with
between what was budgeted and what actually barcode, specifications,
happened and take prompt corrective action, price tags, VM elements
obtaining agreement from the relevant people if (Mannequins - Full/Half
required. Bust, Danglers, Wobblers,
Hangers,

• Propose revisions to the budget, if necessary, in Fixtures, Banners,
response to variances and/or significant or Posters, POS Display (LED
unforeseen developments and discuss and agree the Lightbox); Signage Board;
revisions with the relevant people in the Offer/Policy Signage),
organisation. Shopping
• Provide ongoing information on performance Basket/Shopping Cart,
against the budget to relevant people in your Dummy Fire
organisation.
Feedback
• Advise the relevant people as soon as possible if you
have identified evidence of potentially fraudulent
activities. stock and inventory
• Gather information from implementation of the management
budget to assist in the preparation of future system(Physical
budgets. register/excel version) to
demonstrate stock
The learners should be able to apply knowledge of: levels/ageing, Sample
Retail Standard Operating
• The purposes of budgetary systems. Procedures (SOP) manual
• The importance of spending time on and consulting covering do's & don’ts in,
with others in preparing a budget. a store, In-store induction
• The importance of agreeing revisions to the budget training manual, HR
and communicating the changes. Manual, Sample contact
• The importance of providing regular information on list of key internal and
performance against the budget to other people. external
• Types of fraudulent activities. stakeholders,Attendance
• The importance of using the implementation of the
budget to identify information and lessons for the
employee appraisal
preparation of future budgets. form,Sample store profit
• Factors, processes and trends those are likely to & loss statements/ledger
affect the setting of budgets in your industry/sector. book for maintaining
• The area or activity that the budget is for. accounts Sample script
• The vision, objectives and operational plans for your for teambriefing, Product
area of responsibility. planogram, Posters
• The budgeting period(s) used in your organisation. showing various types of
• Organisational guidelines and procedures for the digital payment options
preparation and approval of budgets and for such as PayTM,PayPal
monitoring and reporting of performance against etc), Sample Team Target
budgets and revising budgets. vis-à-vis Team
• The limits of your authority. Performance Report
• Who needs information in your organisation about sample (In hardcopy or
performance against your budget, what information digital form), Sample
they need, when they need it and in what format. Vendor List
• What to do and who to contact if you suspect fraud
has been committed.
• Where to get and how to evaluate the available
information in order to be able to prepare a realistic
budget.
• How to discuss, negotiate and confirm a budget with
people who control the finance and the key factors
that should be covered.

• How to use a budget to actively monitor and control
performance for a defined area or activity of work.
• The main causes of variances and how to identify
them.
• What different types of corrective action which
could be taken to address identified variances.
• How unforeseen developments can affect a budget
and how to deal with them.
• How to identify types of fraudulent activities.
• The agreed budget, how it can be used and how
much it can be changed without approval.

Total Duration Unique Equipment Required:
• Display Racks - Gondola / Shelves
Theory Duration • Display/Boards/ Standees for product
175.00 categories and offers (Different Types)
• Calculator
Practical • Stock Almirah
Duration 175.00 • Point of Sale (POS) Terminal (Computer, Cash
drawer, Receipt printer, Barcode scanner, Card
swiping machine)
• Dummy Products (Products with ad -on
accessories such as mobile handsets with ear
phones etc.) with barcode, specifications, price
tags
• VM elements (Mannequins - Full/Half Bust,
Danglers, Wobblers, Hangers, Fixtures, Banners,
Posters, POS Display (LED Lightbox); Signage
Board; Offer/Policy Signage)
• Shopping Basket/Shopping Cart
• Dummy Fire Extinguishers
• Customer Feedback Forms,Customer Inquiry
/Lead Register
• Dummy stock and inventory management
system(Physical register/excel version) to
demonstrate stock levels/ageing
• Sample Retail Standard Operating Procedures
(SOP) manual covering do's & don’ts in a store
• In-store induction training manual
• HR Manual
• Sample contact list of key internal and external
stakeholders
• Attendance register / Employee Work Shift
planner
• Sample employee appraisal form
• Sample store profit & loss statements/ledger
book for maintaining accounts
• Sample script for teambriefing
• Product planogram
• Posters showing various types of digital
payment options such as PayTM,PayPal etc)
• Sample Team Target vis-à-vis Team
Performance Report sample (In hardcopy or
digital form)
• Sample Vendor List
Grand Total Course Duration: 350 Hours 00 Minutes
(This syllabus/ curriculum has been approved by Retailers Association's Skill Council of India)

TrainerPrerequisitesforJobrole:“Retail Departmental
Manager”mappedtoQualificationPack: “RAS/Q0106 VERSION1.0”
Sr. No. Area Details
1 Job Description Individual in this position should be able to train and skill candidates as per
Qualification Pack by using effective methodology for the target
audience/candidates whilst ensuing consistently high passpercentage.
2 Personal Attributes Individual in this position should exhibits below mentioned attributes:
• Shouldbesubjectknowledge/matterexpert
• Effective communication skills and proven integrity, as well assincerity
• Abilitytoconductinteractivetrainingprogramandconcentrateon
details
• Highsenseofthoughtfulnessinahabituallyactiveenvironment
• Multi-talented and resourceful ability when handling differenttasks
• Highlyskilledinpromotingfriendlyatmosphereandefficientin
managinglearners
3 Minimum Educational 12th pass or Retail Diploma/Graduate.
Qualifications
4a Domain Certification Certified for Job Role: “Retail Departmental Manager” mapped to QP
“RAS/Q0106 VERSION 1.0”. Minimum accepted score of 80% as per RASCI
guidelines.
4b Platform Certification Recommended that the Trainer is certified for the Job Role: “Trainer”,
mapped to the Qualification Pack: “MEP/Q0102”. Minimum accepted score
of 80% as per SSCguidelines.
5 Experience • 12th pass with 4 years experience in Retail StoreOperations or Sales
including minimum 1 year of supervisory experience OR
• 12th pass with 4 years of experience in Retail Store Operations or
Sales including minimum 1 year of training experience OR
• Retail Diploma/Graduate with 2 years of experience in Retail Store
Operations or Sales including minimum 1 year of supervisory
experience OR
• Retail Diploma/Graduate with 2 years of experience in Retail Store
Operations or Sales including minimum 1 year of training experience

Annexure: Assessment Criteria
Assessment Criteria for Retail Departmental Manager

Job Role RetailDepartmental Manager
Qualification Pack RAS/Q0106 VERSION 1.0
Sector Skill Council Retailers Association's Skill Council of India
Sr. Guidelines for Assessment

No.
1 Criteria for assessment for each Qualification Pack will be created by the Sector Skill Council. Each
Performance Criteria (PC) will be assigned marks proportional to its importance in NOS. SSC will also lay down
proportion of marks for Theory and Skills Practical for each PC
2 The assessment for the theory part will be based on knowledge bank of questions created by the SSC
3 Assessment will be conducted for all compulsory NOS, and where applicable, on the selected elective/option
NOS/set of NOS
4 Individual assessment agencies will create unique question papers for theory part for each candidate at each
examination/training center (as per assessment criteria below).
5 Individual assessment agencies will create unique evaluations for skill practical for every student at each
6 To pass the Qualification Pack, every trainee should score a minimum of 70% of aggregate marks to
7 In case of unsuccessful completion, the trainee may seek reassessment on the Qualification Pack.
Compulsory NOS Marks Allocation

Total Marks
Assessment Theory Skills

Assessment Criteria for outcomes Total Marks Out Of Practical
outcomes
RAS / N0139 PC1. Identify the purpose, content and style of the display. 10 5 5
To plan visual
merchandising PC2. Identify the equipment, materials,
merchandise and props you need to create and install the 10 5 5
display and the dates for completing it.
PC3. Evaluate whether the place you plan to put the display
is likely to fulfil the design brief. 10 5 5
PC4. Create new and effective ways of improving the visual
effect of displays, within the limits of the design brief, the
company’s visual design policies and the authority you have. 15 7.5 7.5
PC5. Confirm that the features of merchandise and props 100
shown in the design brief are those most likely to attract 10 5 5
customers’ attention.
PC6. Identify other merchandise and props when those
originally specified are not available or not suitable, and
agree your selections with the right person. 15 7.5 7.5
PC7. Verify arrangements for delivery of merchandise and
props with the right people, allowing enough time for
deliveries to arrive before the display must beinstalled. 10 5 5
PC8. Check the progress of deliveries and take suitable

action if delays seem likely. 10 5 5

Total Marks

outcomes
PC9. Update stock records to account for merchandise on
display. 10 5 5
Total 100 50 50
RAS / N0140 PC1. Stay alert to and makeunobtrusive observations

To establish about, customer choices and movements within the store 10 5 5
and satisfy PC2. Heed to customerqueries
customer about the products and supplies they wish to purchase and
needs unobtrusively and politely enquire about their purchase 10 5 5
requirements, when necessary
PC3. Help customers identify the

product or supplies they wish to purchase and direct /
accompany them to the exact store location where the 10 5 5
specific product or supplies are stocked / displayed
PC4.Confirm with customers that the

products and supplies being packed, wrapped and billed 10 5 5
exactly match their selections
PC5. Extend appropriate courtesy to customers during
the sales process and provide appropriate and accurate 10 5 5
information and advice 100
PC6. Provide information on
variants of product and supplies available in the store and
enable customers to make informed purchase decisions 10 5 5
PC7. Enable customers to make
choices appropriate with their product, supplies and brand 10 5 5
preferences and complete their basket of purchases
PC8. Advise the customer, where allowed by store or
business policy, to sample the product or supplies in the 10 5 5
course of the purchase decision.
PC9. Maintain prescribed levels of
store, environmental and personal hygiene and ensure
health and safety within the store environs and peripheral 10 5 5
areas
PC10. Ensuring that customersfulfil
their purchase process smoothly from start to billing by 10 5 5
minimizing waiting times at different stages of the process
Total 100 50 50
RAS / N0141 PC1. Monitor retail operations against targets 20 10 10

To monitor
and manage PC2. Check that the quality of the products and customer 100 20 10 10
service are maintained
store
performance PC3. Adapt allocation of work activities to meet changing
20 10 10
priorities and targets

Total Marks

outcomes
PC4. Report factors influencing effectiveness which are

20 10 10
outside your own area of responsibility to the relevant people
PC5. Make recommendations to improve retail operations to

20 10 10
relevant people
Total 100 50 50
PC1. Set out and positively communicate the purpose and

10 5 5
objectives of the store business to all store team members
PC2. Involve key store team members in planning how the

10 5 5
team will achieve store business objectives
PC3. Encourage team members to take the lead when they

have the knowledge and expertise and show willingness to 5 2.5 2.5
follow this lead
PC4. Ensure that each member of the team has personal

work objectives and understands how achieving these will 10 5 5
contribute to achievement of the store business’s objectives
PC5. Encourage and support team members to achieve

RAS / N0142 their personal work objectives and those of the team and 10 5 5
To provide provide recognition when objectives have been achieved
100
leadership for
your team PC6. Win, through your performance, the trust and
10 5 5
support of the team for your leadership
PC7. Steer the team successfully through difficulties and

challenges, including conflict, diversity and inclusion issues 10 5 5
within the team
PC8. Encourage and recognize creativity and innovation
10 5 5
within the team
PC9. Give team members support and advice when they
need it especially if and during periods when the store 5 2.5 2.5
business is below set goals
PC10. Motivate team members to present their own ideas and

10 5 5
listen to what they say
PC11. Monitor activities and progress across the store team

10 5 5
without interfering
Total 100 50 50
RAS / N0143 PC1. Clearly articulate the purpose of the store business and
To build and the team – what it has to achieve, and why a team rather than 100 10 5 5
manage store an individual approach is required

Total Marks

outcomes
team
PC2. Identify the diversity of expertise, knowledge, skills
5 2.5 2.5
and attitudes required to achieve the team purpose
PC3. Identify store team members’ expertise, knowledge,

skills and attitudes and agree their particular roles within the 10 5 5
team
PC4. Use team selection and development processes to
develop any expertise, knowledge, skills and attitudes lacking 5 2.5 2.5
in the team
PC5. Agree with team members the behaviours that are
likely to help the achievement of the team purpose and those
10 5 5
that should be avoided because they are likely to hinder
progress
PC6. Help team members understand their unique

contribution to the team and to the store business, the
10 5 5
contributions expected of fellow team members and how
these complement and support each other
PC7. Provide opportunities for team members to get to
know each other’s strengths and weaknesses and build 10 5 5
mutual respect and trust
PC8. Allow time for the team to develop through its stages
5 2.5 2.5
of growth
PC9. Help the team seize opportunities presented by
changes in the team composition and support the 5 2.5 2.5
introduction of new team members
PC10. Encourage team members to share problems with each

5 2.5 2.5
other and solve these creatively together
PC11. Encourage open communication between team

members, including providing feedback designed to enhance
10 5 5
the performance of fellow team members and the team as a
whole
PC12. Review the performance of the team at appropriate

5 2.5 2.5
points and evaluate how well its purpose is being achieved
PC13. Celebrate team and individual successes together, and

acknowledge when things go wrong, before refocusing the 5 2.5 2.5
team’s energy on achieving its purpose
PC14. Disband the team if and when its purpose has been
5 2.5 2.5
achieved and it is no longer required for other purposes

Total Marks

outcomes
Total 100 50 50
RAS / N0131 PC1. Use information collected on the performance of team
To allocate members in any formal appraisal of performance. 10 5 5
and check
work in your PC2. Recognise successful completion of significant pieces of
work or work activities by team members and the overall 10 5 5
team
team and update manager.
PC3. Identify unacceptable or poor performance, discuss the
cause(s) and agree ways of improving performance with team 5 2.5 2.5
members.
PC4. Monitor the team for conflict, identifying the cause(s)
when it occurs and dealing with it promptly and effectively. 10 5 5
PC5. Motivate team members to complete the work

they have been allocated and provide, where requested and
10 5 5
where possible, any additional support and/or resources to
help completion.
PC6. Support team members in identifying and dealing with
problems and unforeseen events. 5 2.5 2.5
PC7. Check the progress and quality of the work of team

members on a regular and fair basis against the standard or
10 5 5
level of expected performance and provide prompt and
constructive feedback.
PC8. Encourage team members to ask questions, make
suggestions and seek clarification in relation to the work they 100 5 2.5 2.5
have been allocated.
PC9. Recognise and find out about differences in expectations
and working methods of any team members from a different
country or culture and promote ways of working that take 10 5 5
account of their expectations and maximise productivity.
PC10. Brief team members on the work they have been

allocated and the standard or level of expected performance. 5 2.5 2.5
PC11. Allocate work to team members on a fair basis taking

account of their skills, knowledge and understanding,
5 2.5 2.5
experience and workloads and the opportunity for
development.
PC12. Plan how the team will undertake its work,
identifying any priorities or critical activities and making
5 2.5 2.5
best use of the available resources.
PC13. Confirm the work required of the

team with your manager and seek clarification, where 10 5 5
necessary, on any outstanding points and issues
Total 100 50 50

Total Marks

outcomes
PC1. Identify the types of client who would benefit from your
service and whose custom would help you achieve your sales 5 2.5 2.5
targets
PC2. Suggest ideas for building the client base that are
suitable for the client profiles and achievable bearing in mind 10 5 5
the budget and time available and company image and policy
PC3. Follow company policies and procedures for building

5 2.5 2.5
the client base
PC4. Review your progress against your plans at suitable
5 2.5 2.5
intervals
PC5. Recognize whether you are achieving the results you
10 5 5
need and adjusting your plans when necessary
PC6. Give your manager clear and accurate reports of your
5 2.5 2.5
progress at the agreed times
RAS / N0144 PC7. Spot suitable opportunities to approach potential clients 10 5 5

To develop
individual PC8. Approach potential clients in a way that projects your 100
retail service company’s image effectively and is likely to help create a 10 5 5
opportunities business relationship
PC9. Quickly create a rapport with potential clients 5 2.5 2.5
PC10. Talk to potential clients in a persuasive way about your
10 5 5
services
PC11. Compare your service with competitors’ services in
ways that make clear the advantages of your service while 5 2.5 2.5
being honest and fair
PC12. Exchange relevant information with potential clients
5 2.5 2.5
when appropriate
PC13. Record client information promptly, accurately and in a

5 2.5 2.5
way that allows you to use the information effectively
PC14. Store and use client information in line with data

5 2.5 2.5
protection laws and company policy
PC15. When it is not possible to keep promises to potential
clients, tell them promptly and offer any other suitable 5 2.5 2.5
information or help
Total 100 50 50
RAS / N0145 PC1. Pass on written information only to those people
To authorised to receive it and within agreed timescales 4 2 2
communicate 100
PC2. Keep the information in written documents as
effectively 4 2 2
required by your organization;

Total Marks

outcomes
with stake- PC3. Maintain the communication
holders mediums in line your instructions and organisation's 4 2 2
procedures
PC4. Make sure the communication
equipment you use is working properly, take corrective 4 2 2
action as required
PC5. Acknowledge incoming communication
promptly and clearly, using appropriate terminology 4 2 2
PC6. Pass on information to persons who require it within
agreed timescales 4 2 2
PC7. Check to ensure that the
information you give is understood by the receivers 4 2 2
PC8.Take prompt and effective action when there is

difficulty in transmission or reception of information 4 2 2
PC9. Accurately interpret and act upon instructions

that you receive 4 2 2
PC10. Make sure you get clarifications when you need to 4 2 2
PC11. Consult with and help your team members to
maximise efficiency in carrying out tasks 4 2 2
PC12. Give instructions to others clearly, at a pace

and in a manner that helps them to understand 4 2 2
PC13. Listen actively and identify the most important
things that customers are saying 4 2 2
PC14. Identify the most important things that
customers are telling you 4 2 2
PC15. Summarize information for customers 4 2 2

PC16. Use appropriate body language when
communicating with customers 4 2 2
PC17. Read your customers’ body language to help you

2 1 1
understand their feelings and wishes
PC18. Deal with customers in a respectful, helpful and
professional way at all times 4 2 2
PC19. Help to give good customer service by passing

messages to colleagues 4 2 2
PC20. understand the roles and responsibilities of the

different people you will be working with 4 2 2
PC21. Agree and record arrangements for joint working

that are appropriate and effective 2 1 1
PC22. Agree to the information sharing timing, reasons

and confidentiality 4 2 2

Total Marks

outcomes
PC23. Discuss on how and when the joint work will be
monitored and reviewed 2 1 1
PC24. undertake your role in the joint working in a way that
is consistent with agreements made, your own job role and
4 2 2
relevant policies and standards.
PC25. Represent your agency's views and policies in a clear

and constructive way 2 1 1
PC26. Identify any tensions and issues in the joint working

and seek to address them with the people involved 4 2 2
PC27. Seek appropriate support when you are having

difficulty working effectively with staff in other agencies 4 2 2
Total 100 50 50
RAS / N0122 PC1. Follow company procedures and legal requirements

for dealing with accidents and emergencies. 15 7.5 7.5
To help
maintain PC2. Speak and behave in a calm way while dealing with
healthy and accidents and emergencies. 15 7.5 7.5
safety PC3. Report accidents and emergencies
promptly, accurately and to the right person. 10 5 5
PC4.Recognise when evacuationprocedures have been
started and following company procedures for evacuation 10 5 5
PC5. Follow the health and safety requirements laid
down by your company and by law, and encourage 100
15 7.5 7.5
colleagues to do the same.
PC6. Promptly take the approved action to deal with

risks if you are authorised to do so. 10 5 5
PC7. If you do not have authority to deal with risks, report
them promptly to the right person. 15 7.5 7.5
PC8. Use equipment and materials in line with the

manufacturer’s instructions. 10 5 5
Total 100 50 50
RAS / N0137 PC1. Display courteous and helpful behaviour at all times. 10 5 5
To work
PC2. Take opportunities to enhance the level of assistance
effectively in a offered to colleagues 5 2.5 2.5
retail team
PC3. Meet all reasonable requests for assistance within
acceptable workplace timeframes. 10 5 5
100
PC4.Complete allocated tasks as required 5 2.5 2.5
PC5. Seek assistance when difficulties arise. 5 2.5 2.5
PC6.Use questioning techniques to clarify instructions or
responsibilities 10 5 5

Total Marks

outcomes
PC7. Identify and display a non-discriminatory attitude in
all contacts with customers and other staff members. 5 2.5 2.5
PC8. Observe appropriate dress code and presentation

as required by the workplace, job role and level of 5 2.5 2.5
customer contact.
PC9. Follow personal hygiene procedures according to
5 2.5 2.5
organisational policy and relevant legislation
PC10. Interpret, confirm and act on workplace
information, instructions and procedures relevant to the 5 2.5 2.5
particular task.
PC11. Interpret, confirm and act on legal requirements in
regard to antidiscrimination, sexual harassment and 10 5 5
bullying.
PC12. Ask questions to seek and clarify workplace
information. 5 2.5 2.5
PC13. Plan and organise daily work routine within the

scope of the job role. 5 2.5 2.5
PC14. Prioritise and complete tasks according to required

timeframes. 5 2.5 2.5
PC15.Identify work and personal priorities and achieve a

balance between competing priorities. 10 5 5
Total 100 50 50
RAS / N0138 PC1. Share work fairly with colleagues, taking account of 5 2.5 2.5
To work your own and others’ preferences, skills and time
available.
effectively in
an PC2. Make realistic commitments to colleagues and do 5 2.5 2.5
organisation what you have promised you will do.
PC3. Let colleagues know promptly if you will not be able 5 2.5 2.5
to do what you have promised and suggest suitable
alternatives.
PC4. Encourage and support colleagues when working 5 2.5 2.5
conditions are difficult.
PC5. Encourage colleagues who are finding it difficult to 5 2.5 2.5
work together to treat each other fairly, politely and with
respect. 100
PC6.Follow the company’s health and safety procedures as 5 2.5 2.5
you work.
PC7. Discuss and agree with the right people goals that are 5 2.5 2.5
relevant, realistic and clear.
PC8. Identify the knowledge and skills you will need to 5 2.5 2.5
achieve your goals.
PC9. Agree action points and deadlines that are realistic,
taking account of your past learning experiences and the 5 2.5 2.5
time and resources available for learning.
PC10. Regularly check your progress and, when necessary, 5 2.5 2.5
change the way you work.

Total Marks

outcomes
PC11. Ask for feedback on your progress from those in a
position to give it, and use their feedback to improve your 10 5 5
performance
PC12. Encourage colleagues to ask you for work-related 5 2.5 2.5
information or advice that you are likely to be able to
provide.
PC13. Notice when colleagues are having difficulty 5 2.5 2.5
performing tasks at which you are competent, and
tactfully offer advice.
PC14. Give clear, accurate and relevant information and 5 2.5 2.5
advice relating to tasks and procedures.
PC15. Explain and demonstrate procedures clearly, 10 5 5
accurately and in a logical sequence.
PC16. Encourage colleagues to ask questions if they don’t 5 2.5 2.5
understand the information and advice you give them.
PC17. Give colleagues opportunities to practice new skills, 5 2.5 2.5
and give constructive feedback.
PC18. Check that health, safety and security are not 5 2.5 2.5
compromised when you are helping others to learn.
Total 100 50 50
RAS/N0151 PC1. evaluate available information and consult with 15 7.5 7.5
To manage a others to prepare a realistic budget for the respective area
or activity of work.
budget
PC2. submit the proposed budget to the relevant people in 10 5 5
the organisation for approval and to assist the overall
financial planning process.
PC3. discuss and, if appropriate, negotiate the proposed 10 5 5
budget with the relevant people in the organisation and
agree the final budget.
PC4. use the agreed budget to actively monitor and control 10 5 5
performance for the respective area or activity of work.
PC5. identify the causes of any significant variances 15 7.5 7.5
between what was budgeted and what actually happened
and take prompt corrective action, obtaining agreement 100
from the relevant people if required.
PC6. propose revisions to the budget, if necessary, in 10 5 5
response to variances and/or significant or unforeseen
developments and discuss and agree the revisions with the
relevant people in the organisation.
PC7. provide ongoing information on performance against 10 5 5
the budget to relevant people in your organisation.
PC8. advise the relevant people as soon as possible if you 10 5 5
have identified evidence of potentially fraudulent
activities.
PC9. gather information from implementation of the 10 5 5
budget to assist in the preparation of future budgets.
Total 100 50 50

Rev MC RASQ0106 Retail Departmental Manager 25-01-2018

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ModelCurriculum

Retail Departmental Manager

Program Name Retail Departmental Manager

Qualification Pack Name & Retail Departmental Manager

Retail Departmental Manager 1

Sr. No. Module Key Learning Outcomes Equipment Required

Retail Departmental Manager 2

Retail Departmental Manager 3

Retail Departmental Manager 4

Retail Departmental Manager 5

Retail Departmental Manager 6

Retail Departmental Manager 7

Retail Departmental Manager 8

Retail Departmental Manager 9

Retail Departmental Manager 10

The learners should be able to apply knowledge of:

• The principles of effective communication and how

Retail Departmental Manager 11

Retail Departmental Manager 12

Retail Departmental Manager 13

Retail Departmental Manager 15

Retail Departmental Manager 16

Retail Departmental Manager 17

Retail Departmental Manager 18

Retail Departmental Manager 19

Retail Departmental Manager 20

The learners should be able to apply knowledge of:

• Company procedures and legal requirements for

Retail Departmental Manager 21

Retail Departmental Manager 22

Retail Departmental Manager 23

Retail Departmental Manager 24

Retail Departmental Manager 25

Retail Departmental Manager 26

Retail Departmental Manager 27

Grand Total Course Duration: 350 Hours 00 Minutes

Retail Departmental Manager 28

Retail Departmental Manager 29

Assessment Criteria for Retail Departmental Manager

Sr. Guidelines for Assessment

Compulsory NOS Marks Allocation

Assessment Theory Skills

PC8. Check the progress of deliveries and take suitable

Retail Departmental Manager 30

Assessment Theory Skills

RAS / N0140 PC1. Stay alert to and makeunobtrusive observations

PC3. Help customers identify the

PC4.Confirm with customers that the

RAS / N0141 PC1. Monitor retail operations against targets 20 10 10

Retail Departmental Manager 31

Assessment Theory Skills

PC4. Report factors influencing effectiveness which are

PC5. Make recommendations to improve retail operations to

PC1. Set out and positively communicate the purpose and

PC2. Involve key store team members in planning how the

PC3. Encourage team members to take the lead when they

PC4. Ensure that each member of the team has personal

PC5. Encourage and support team members to achieve

PC7. Steer the team successfully through difficulties and