TSM TTT Fac Par Guide - 07-2

TSM Train-the-Trainer
Facilitator & Participant Guide
Training Store Manager

Train the Trainer
Certification Program
Training You to Teach Others
FACILITATOR & PARTICIPANT GUIDE

Competence goes beyond words. Its the leaders ability to say it, plan it, and do it in such a
way that others know that you know how and know that they want to follow you.
~ John C. Maxwell
Welcome to the Training Store Manager

Train- the-Trainer Facilitator Guide
This guide is designed to help you facilitate the TSM Train-the-Trainer certification meeting. Prior to this
certification meeting you should have already reviewed and became familiar with all content included in the
Participant guide as well as this Facilitator guide. You also should have reviewed any overheads/PowerPoint
slides and the recommended group activities.
As a facilitator, your role is not to lecture your participants regarding the content, but to help them design a
roadmap to provide the most effective training possible. You must not only know the content, but be able to
demonstrate the Training Method in order to provide the participants with a visible example of what the
training process looks like.
Remember you are a critical role model for this program. Learn the material thoroughly. Adapt it to your
particular style and continually strive to make the content interesting and adaptable to the various situations
that your new Training Store Managers will be encountering.
**Here are a few points to ponder as you prepare to present the following material.
Participants react more favorably to trainers who have experience on the topic being trained.
Open your training with a positive statement. Show the potential TSM Whats in it for them such
as By using the training learned in this session you will be able to train New Store Managers to
succeed in our Company.
Increase the trainees investment in the training. Make it easy to take notes. Ask the participants to
circle important information and underline key points. Encourage group discussions. These activities
make the training more memorable.
Facilitator Pages Table of Contents

Introductions
Ground Rules
Parking Lot
Our Goal
Why are You here?
Meeting Objectives
TSM Selection Criteria
Roles & Responsibilities
Test Your Knowledge
Store Level Training Program
Training Guides
MeGA LINK Testing
Training Modules
Training Method
Concept
How does the Training Method work?
Phase 1: Prepare
Phase 2: Learning
Show Step
Tell Step
Page 18
Read Step
Page 19
Phase 3: Practice
Phase 4: Review/Mastery
Pitfalls of a Trainer
Reading Store Level Training Topics (Separate Handout)
TSM Training Binder
Facilitator Binder
Participant Binder
Where does Training Take Place?
Length of Program
Training Hours
Training Tips
Training Best Practices
Training Complications
Role Play Exercises
Frequently Asked Questions
Training Department Role
Contact Information
Program Feedback Form
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Facilitator Page - 1
Introductions
Introduce yourself and explain your experience and background with Movie
Gallery. Provide details of your training background and your feelings toward
the training process.
SAY
Allow each participant to introduce him or herself. This information should include:
Name and City, State/Province
Years working for Movie Gallery and background, if any, with training
What type of training they received to become a Store Manager
What interests them in training and becoming a Training Store Manager
NOTE: While each participant is introducing themselves you should take the meeting
attendance. If District Managers are present, each TSM should be sitting next to their
District Manager.
Ground Rules
Ask the participants to turn off cell phones.
EXPLAIN
Explain the following:

where the Restrooms are located.
when breaks will be taken, what time lunch will be eaten, and an estimated
time on when you expect to be finished for the day. NOTE: You may also want
to offer each participant an invitation to dinner, as a group, especially if they
are staying overnight.
the length of the meeting and any possible situations that may require the
meeting to go longer than expected.
The meeting will be an open discussion format. They should feel free to ask
questions and provide input throughout the certification meeting.
Parking Lot
Place this title on the top of a piece of chart paper and place it along the wall for easy
access.
EXPLAIN
Items are written in the parking lot if there are questions asked that are not relevant
to the discussion or something that needs research or clarification.
NOTE: Be sure to allot some time after lunch or at the end of the day to address
questions or issues in the Parking Lot.
SAY
Our Goal
The overall goal is to ensure that all Associates receive the best training possible to
prepare them to succeed in their position within the Company. With that in mind, our
goal for this meeting is to train you to become an effective Training Store Manager and
to certify you as a TSM.
This training will provide you with the skills necessary for effectively training future
Store Managers and Associates of the Company.
7/1/07
Our Goal
The overall goal is to ensure that all Associates
receive the best training possible to prepare them
to succeed in their position within the Company.
With that in mind, our goal for this meeting is to
train you to become an effective Training Store
Manager and to certify you as a TSM.
This training will provide you with the skills
necessary for effectively training future Store
Managers and Associates of the Company.
7/1/07
Participant Page - 2
EXPLAIN
Why are you here?

Remind the participants about their experiences with Movie Gallerys training or training
they received during prior employment that they mentioned during introductions.
NOTE: Highlight the incidents that were inconsistent with our current training program.
DISCUSS
Discuss their dissatisfaction, frustrations, and distress which occurred from these
experiences.
Meeting objectives
NOTE: Have the participants write the following bullet points in their guide.
ACTIVITY
Explain and practice the Training Method

Learn the TSM role and responsibilities
Discuss the proper use of the Store-Level Training guides
Explain and practice developing a Training Plan
Discuss training tips and best practices to prepare the TSM
TSM Selection Criteria

NOTE: Have the participants write the following bullet points in their guide.
EXPLAIN
ASK
Although there are no specific criteria specified for the selection of a TSM, generally,
peak performance
a positive attitude towards Movie Gallery and its mission
store appearance
an excellent role model
a demonstrated ability to train are all indicators for selection
Why do you feel you were chosen for the TSM position?
EXPLAIN
Explain how critically important the TSM position is to the success of the
Company.
Clarify that this is a promotion and the selection as a TSM, is recognition of
their demonstrated abilities and performance as a Store Manager.
Personalize your presentation:
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Meeting Objectives:
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TSM Selection Criteria:
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Your Notes:
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SAY
Lets look at the role and responsibilities of a certified Training Store Manager.
Maintain Program Integrity
What does integrity mean to you? Allow the participants to comment.
ASK &
EXPLAIN
DISCUSS
Maintaining program integrity means that:

Each trainee being 100% trained with no short-cuts
Sufficient training time is granted with no pressure to cut training short
Training Method is used when training
You must use the Store Level Training Guides (Facilitator & Participant guide)
Training to be completed in the TSMs Store
Training should be thorough and complete, covering all of the topics.
TSMs should be completely satisfied, at the end of the training process, that each trainee is fully
prepared with a basic understanding of their roles and responsibilities. At the same time, there is
at times, some urgency in completing training, as soon as possible.
You, as the trainer and in conjunction with your District Manager, will need to balance the needs
of the district with the needs of the trainee while still maintaining the integrity of the program.
ASK &
DISCUSS
Leader of Company Standards

What does it mean to you to be a leader of Company standards?
comment.
Allow the participants to
Being the leader of Company Standards means that you:
Maintain the Store as close to 100% of standards, as possible.
Maintain a fully trained staff at all times.
Understand and promote all Company promotions.
ASK &
DISCUSS
Keep Knowledge Current

Why is it important to keep our knowledge current and what are some ways we can do that?
Allow the participants to comment. Some ways to keep your knowledge current is by:
Reading downloads
TSM Newsletters
Attending training meetings
EXPLAIN
Be Available
Another part of your role and responsibility is being available to provide guidance and assistance
when necessary to:
to assist the District Manager as a resource for training throughout the District,
to help with special projects
to provide support to other SMs and TSMs.
SAY
Be a Mentor
A TSM is also a mentor to existing Store Managers but more especially to Store Managers you will
train. It is vital that you make time to mentor, coach and counsel the Store Managers you train.
Remember your responsibilities toward that trainee do not end once the trainee is assigned to
their new Store.
7/1/07
Roles & Responsibilities

Maintain Program Integrity:
The key components of program integrity are:
Each trainee being 100% trained with no short-cuts
Sufficient training time is granted with no pressure to cut training short
Use of the Facilitator and Participant guides
Training to be completed in the TSMs store
Providing written documentation while training
Leader of Company Standards:
To maintain the Store as close to 100% of standards, as possible.
To maintain a fully trained staff at all times.
Understand and promote all Company promotions.
Keep Knowledge Current:
By reading downloads, TSM Newsletters, and attending training meetings are a few ways to keep
your knowledge current.
Be Available:
Another reason to maintain a fully trained staff is to allow you to assist the District Manager, as a
resource for training throughout the District, to help with special projects, and provide support to
other SMs and TSMs.
Be a Mentor:
A TSM is also a mentor to existing Store Managers but more especially to Store Managers you will
train. It is vital that you make time to mentor, coach and counsel the Store Managers you train.
Remember your responsibilities toward that trainee do not end once the trainee is assigned to
their new Store.
Your Notes:
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EXPLAIN
Use the Training Method

Even though you have not learned exactly what the Training Method is, at this point of
our meeting, it is your responsibility to learn, become proficient at, and use the Training
Method with all of your Trainees and Associates whenever you are training.
Provide Feedback
Any feedback to the Training Department will help improve and maintain the training
programs.
EXPLAIN
Tell us when:
Testing questions are not current with policies and/or procedures
Technical or programming issues arise with the MeGA LINK testing modules
(testing questions and MeGA Train)
Suggestions for improving the training process
Flexibility
Flexibility is one of the key traits that you will develop as you become more
experienced.
EXPLAIN
EXPLAIN
SHARE
7/1/07
Being flexible in your training includes:

Knowing how detailed you should be
knowing when the trainee has grasped the topic
Knowing when it is time to move to the next topic
knowing how your trainee learns best and adjusting to fit their style
Scheduling
Scheduling effectively, coordinating topic discussions, and maximizing opportunities
with the least amount of interruptions to a Stores operating routine will be vital to
maintaining consideration for your staff, customers, and your concern for allowable
hours control.
Share best practices of how current TSMs schedule most effectively and efficiently.
Use the Training Method:

It is your responsibility to learn, become proficient at, and use the Training Method with all
of your trainees and Associates whenever you are training.
Provide Feedback:
Constant feedback will help improve and maintain the training program. Tell us when:
Testing questions are not current with policies and/or procedures
Technical or programming issues arise with the MeGA LINK testing modules (testing
questions and MeGA Train)
Suggestions for improving the training process
Flexibility:
You must be as flexible as necessary to provide the trainee with the best possible training. Being
flexible includes knowing how detailed you should be with a topic, knowing when the trainee has
grasped the topic, knowing when its time to move on to the next topic, and knowing how your
trainee learns and adjust the training to fit their learning style.
Scheduling:
Scheduling effectively, coordinating topic discussions, and maximizing opportunities with the least
amount of interruptions to a Stores operating routine will be vital to maintaining consideration for
your staff, customers, and your concern for allowable-hours control.
Scheduling Best Practices:

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Keep the District Manager informed

Daily contact will be needed with the District Manager, either by phone or voicemail, provide
as much detail as possible, so the District Manager is fully aware of progress, training needs
or complications.
SAY
EXPLAIN
Document your conversation with the District Manager. This will provide a written record of
your training activities and document any concerns you have during the training process. In
addition, if you document your daily communication it is much easier to create a weekly
summary that is required. Remember to keep all written summaries in your TSM Training
Binder.
There are 2 ways that you should be in contact with your District Manager when training a
SMIT:
Nightly Training Summary
Weekly Training summary
The summaries should be voice-mailed, documented and filed in TSM binder
Nightly summaries should be completed by both the TSM and the trainee.
EXPLAIN
EXPLAIN
Here are some questions that should be answered when summarizing the trainees progress:
How well did the SMIT perform today? What areas were grasped the easiest?
In what areas does the SMIT need to improve? Why?
What training issues occurred today and what is being done to resolve them?
What topics require additional review?
What MeGA LINK testing was completed today?
General comments
Weekly summaries should be faxed to the District Manager and then filed in TSM
binder.
Use the documented daily summaries to create the weekly summary.
Summarize the week with any general observations or concerns that you did not
report daily
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Keep the District Manager informed:
Communication with the District Manager will be vital throughout the entire training process. Daily
contact will be needed, either by phone or voicemail. It is important to provide as much detail as
possible, each day, so that the District Manager is fully aware of progress, training needs or
complications.
Each time you communicate with your District Manager document your conversation. This will
provide a written record of your training activities and document any concerns you have during the
training process. Also, if you document your daily communication it is much easier to create a
weekly summary that is required. Keep all written summaries in your TSM Training Binder.
The summaries should be voice-mailed, documented and filed in TSM binder

Nightly summaries should be completed by both the TSM and the trainee.
Here are some questions that should be answered when summarizing the trainees progress:
How well did the SMIT perform today? What areas were grasped the easiest?
In what areas does the SMIT need to improve? Why?
What training issues occurred today and what is being done to resolve them?
What topics require additional review?
What MeGA LINK testing was completed today?
General comments
Weekly summaries should be faxed to the District Manager and then filed in TSM binder.
Use the documented daily summaries to create the weekly summary.
Summarize the week with any general observations or concerns that you did not report
daily
Your Notes:
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EXPLAIN
In your guide you will notice that this is a summary template for the trainees Weekly
Training summary.
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SMIT __________________________
TSM ____________________________
Date ____________
Summary
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Date ____________
Summary
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Date ____________
Summary
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Date ____________
Summary
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Summary
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Maintain a Bench Plan

What is a bench plan and why is its important? Allow participants to comment.
ASK and
EXPLAIN
A bench plan:
Provides an outline and a guide for training and readiness of your staff, at a glance.
It helps you to visualize your Stores training needs and take action to develop your
Associates.
It allows you to recognize the strengths and weaknesses of your Associates.
EXPLAIN
Explain how to complete the Store Level bench plan. This form is not an official Movie Gallery
form and that their RM and District Manager may require some other form for submission of
a bench plan. This is only provided as a reference tool, if needed.
ASK and
DISCUSS
Now that you understand the bench plan better, what are the benefits to you, for developing
and maintaining one? What are you district requirements concerning Bench Plan
submissions?
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Store Level Bench Plan

Department # ___________
SMIT
Train
Level
Potential
SMIT Back-up
Revenue Group: _______
Train
Level
R/NR
Potential
MOD
Train
Level
Potential
MOD
Train
Level
Potential
MOD
Train
Level
Potential
MOD
Train
Level
Potential
MOD
Train
Level
Potential
MOD
Train
Level
Potential
CSA
Train
Level
Potential
CSA
Train
Level
Potential
CSA
Train
Level
Potential
CSA
Train
Level
Potential
CSA
Train
Level
Potential
CSA
Train
Level
Potential
Key MOD
Train
Level
Potential
Dept: Department number

R.G.: Represents the Revenue Group of the Store;7 >825k; 6 = 600k to 824k; 5 = 500k to 599k;
4 = 400k to 499k; 3 = 300k to 399k; 2 = 200k to 299k; 1 <200k
Store Manager In Training (SMIT): Name of current SMIT. If no SMIT position allotted, put
'N/A'. If position allotted but open, put 'Open'
Potential: Enter the level to which this individual is capable of performing. Select either District
Manager, TSM, SM, ASM or MOD (if current position is ASM or MOD, specify highest Revenue
Group individual could manage)
SMIT Back-up: Name of Associate who could take over position of SMIT in the event the current
SMIT was promoted or terminated.
R/NR: The SMIT back-up is Ready to move into the position or Not Ready to move into the
position
Train Level: Highest level of training completed to date, i.e . SM, MOD, or CSA.
Key MOD: MOD's in each Store that have the most potential for moving upward through the
Movie Gallery Store management structure.
7/1/07
Lets briefly review the roles and responsibilities of a Training Store Manager. NOTE:
Randomly ask each participant what one certain role means to them.
REVIEW
EXPLAIN
Maintain Program Integrity

Leader of Company Standards
Keep Knowledge Current
Be Available
Be a Mentor
Use the Training method
Provide Feedback
Flexibility
Scheduling
Keep District Manager Informed
Maintain a Bench Plan
Explain that the Training Store Manager is the most important link in the training chain.
ASK
Are there any questions about any of the roles and responsibilities that have been discussed?
Allow the participants to comment.
7/1/07
Review of Role and Responsibilities

Maintain Program Integrity Review Notes:
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Leader of Company Standards Review Notes:
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Keep Knowledge Current Review Notes:
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Be Available Review Notes:
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Be a Mentor Review Notes:
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Use the Training method Review Notes:
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Provide Feedback Review Notes:
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Flexibility Review Notes:
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Scheduling Review Notes:
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Keep District Manager Informed Review Notes:
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Maintain a Bench Plan Review Notes:
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ACTIVITY
SAY
Explain that they will be taking a 50-question test. The questions are based on the Store
Manager level of the Store Level Training Program.
This test is not given to make you feel inadequate or incompetent, but it should be used as a
self-evaluation. You need to posses the knowledge level that one must have in order to train
new Store Managers. This should give you an overview of your strengths and weakness.
I encourage you, when you return to your Store, to strengthen your weaknesses.
TEST
RULES
Test your Knowledge Rules:

Hand out testing materials.
Only clarify what the question is asking during the test.
Give everyone 45 minutes to an hour to finish the test.
After the test has been taken let everyone know that they will receive their test back
tomorrow with the grades.
Another option is to allow the group to grade the tests together. This will take time
but could be a learning experience for the participants.
BEST
PRACTICE
To make the testing fun:

Split the group into 2 groups
Based on the average of the test, each participant on the winning team will get a
small prize. A good suggestion for prizes is sheet protectors or dividers for the TSMs
to use in putting together their TSM binders.
7/1/07
TEST YOUR KNOWLEDGE
7/1/07
TSM QUESTION EXERCISE

Answers are in Bold Print
1. The purpose of performing Inactive Member Courtesy Calls is to: (Select all that apply)
A. Increase Active Members
C. Provide busy work for MOD
B. Drive Revenue
D. Give away free rentals
2.
Store Manager requests for Friday or Saturday off are made in advance following these guidelines: Which answer is
correct? (Circle all that apply)
A. SM will e-mail request at least 2 weeks in advance to the DM.
B. DM will e-mail approval to SM.
C. Printed approval is attached to the Store copy of the schedule.
D. The weekend night not requested off is a closing shift unless approved by the DM.
3.
SMs are required to work at least 1 opening shift per week. True or False (Select one)
4.
Movie Gallerys Field Managers Bonus Plan is also known as the: (Select one)
A. Team Performance Ranking System
B. Measure Review Reward System
C. Performance Now! System
D. 2007 Bonus Control Program
5. Fill in the blanks: Store Manager scheduling requirements: Store Managers must work a minimum of __45__ hours
per week, during a minimum of __5___ days per week. Note: Shifts are a minimum of __4___ hours while the
Store is open for business during weekdays. (Fill in the blanks)
6. Credit Card receipts must be maintained on file for _1 year_ in the event that a Customer contests a charge to his
or her account. Receipts older than _1 year must be shredded or otherwise destroyed and discarded. (Fill in the
blanks)
7. Concession sales can account for as much as ____ or more of the total revenue generated in a Store. (Select one)
A. 1 %
C. 2 %
B. .5 %
D. 4 %
8.
Which of the following are considered Controllable Expenses on the Income Statement? (Select one)
A. Salary and Local Store Marketing
C. Rental and Sell-Thru Shrink
B. All are correct
D. Bonus
9. Which security level is required for access to Income Statements in MeGA Link? (Select one)
A. M
C. S
B. No security level is required
D. T
10. The Weekly Spreadsheet can be useful in analyzing: (Select one)
A. Customer traffic patterns
C. Both B and D are correct
B. External shrink
D. Internal shrink
11. The Weekly Spreadsheet prints up with both Store-specific information, as well as Associate-specific information.
True or False (Select one)
12. To receive the most beneficial impact or improvement when coaching Associates concerning Movie Gallery Metrics,
it is recommended that you start coaching: (Select one)
A. Lowest performers
C. Mid-range or average performers
B. Coaching is not an expectation
D. Top performers
13. Who must be contacted prior to updating a Physical Inventory? (Select one)
A. DM
C. Inventory Dept.
B. Loss Prevention
D. Help Desk
7/1/07
Name: ________________________________________
Score: _________________
1. The purpose of performing Inactive Member Courtesy Calls is to: (Select all that apply)
A. Increase Active Members
C. Provide busy work for MOD
B. Drive Revenue
D. Give away free rentals
2.
Store Manager requests for Friday or Saturday off are made in advance following these guidelines: Which answer is
correct? (Circle all that apply)
A. SM will e-mail request at least 2 weeks in advance to the DM.
B. DM will e-mail approval to SM.
C. Printed approval is attached to the Store copy of the schedule.
D. The weekend night not requested off is a closing shift unless approved by the DM.
3.
SMs are required to work at least 1 opening shift per week. True or False (Select one)
4.
Movie Gallerys Field Managers Bonus Plan is also known as the: (Select one)
A. Team Performance Ranking System
B. Measure Review Reward System
C. Performance Now! System
D. 2007 Bonus Control Program
5. Fill in the blanks: Store Manager scheduling requirements: Store Managers must work a minimum of ______ hours
per week, during a minimum of ______ days per week. Note: Shifts are a minimum of ________ hours while the
Store is open for business during weekdays. (Fill in the blanks)
6. Credit Card receipts must be maintained on file for ________ in the event that a Customer contests a charge to his
or her account. Receipts older than __________ must be shredded or otherwise destroyed and discarded. (Fill in the
blanks)
7. Concession sales can account for as much as ____ or more of the total revenue generated in a Store. (Select one)
A. 1 %
C. 2 %
B. .5 %
D. 4 %
8.
Which of the following are considered Controllable Expenses on the Income Statement? (Select one)
A. Salary and Local Store Marketing
C. Rental and Sell-Thru Shrink
B. All are correct
D. Bonus
9. Which security level is required for access to Income Statements in MeGA Link? (Select one)
A. M
C. S
B. No security level is required
D. T
10. The Weekly Spreadsheet can be useful in analyzing: (Select one)
A. Customer traffic patterns
C. Both B and D are correct
B. External shrink
D. Internal shrink
11. The Weekly Spreadsheet prints up with both Store-specific information, as well as Associate-specific information.
12. To receive the most beneficial impact or improvement when coaching Associates concerning Movie Gallery Metrics,
it is recommended that you start coaching: (Select one)
A. Lowest performers
C. Mid-range or average performers
B. Coaching is not an expectation
D. Top performers
13. Who must be contacted prior to updating a Physical Inventory? (Select one)
A. DM
C. Inventory Dept.
B. Loss Prevention
D. Help Desk
7/1/07
14. The S.T.A.R.S. Loss Prevention Poster includes sections about the following: (Select all that apply)
A. Quarterly Inventory Results
C. Customers that are suspected of Shoplifting
B. Loss Prevention Hotline Number D. Shoplifting Code Word
15. What reports are recommended for you to analyze when developing a Marketing Action Plan? (Select all that apply)
A. Weekly Spreadsheet
C. Active Members report
B. Annual revenue
D. Number of Households in your market
16. The most common methods of Associate Dishonesty that may occur in a Store are: (Select all that apply)
A. Bad checks
D. Coupon Fraud
B. Sliding or Discounting
E. Theft of cash
C. Removing merchandise
F. All answers incorrect
17. On the Allowable hours Chart, to arrive at the correct total allowable hours, round down
revenue figure. True or False (Select one)
to the nearest weekly
18. Overtime will not be paid to an Associate unless prior approval is received from the District Manager. True or False
(Select one)
19. It is important for the Store Manager to edit a borrowed Associates time out of MeGA LINK before the Pay Period
closeout is performed. True or False (Select one)
20. All Associates are limited to a maximum of _______ hours of work on any holiday. (Select one)
A. 4
C. 8
B. 6
D. There is no recommended limit
21. The Cash Count Worksheet should be fully completed at ___ by the designated MOD. (Select all that apply)
A. Afternoon
C. Opening
B. Closing
D. Shift changes
22. The Store Manager signs each Associates time card _______________ to verify that all
time worked. (Select one)
A. Before a Standards Review
C. At the same time the Associate signs
B. Before a government audit
D. At Payroll Closeout
recorded times reflect actual
23. The Quantity Must See Behaviors for Discount Rental Cards are: (Fill in the blanks)
1. Offer at every transaction, except to kids that are not renting
2. Offer to every New Member
24. When preparing the schedule to determine peak hours each day during the week so that scheduled hours may be
allocated appropriately to meet customer traffic, print the
_PTD Hourly Transactions__ report. (Fill in the
blank)
25. List the 6 steps in the Interview Process.
1. Review Application
2. Phone Screen/Informal
3. Formal/Face to Face
4. Check references
5. Supervisors interview
6. Extend the offer
26. What are some traits of a successful candidate for employment? (Select all that apply)
A. Loves movies
C. Friends with Associates
B. Comfortable with Customers
D. Hard working
27. During the informal interview you will verify the following information: (Select all that apply)
A. Availability
C. Dress code
B. Ability to sell
D. Handicaps
28. If the District Manager is not available for the Supervisors Interview it is appropriate to have another approved Store
Manager interview your candidate. True or False (Select one)
7/1/07
14. The S.T.A.R.S. Loss Prevention Poster includes sections about the following: (Select all that apply)
A. Quarterly Inventory Results
C. Customers that are suspected of Shoplifting
B. Loss Prevention Hotline Number
D. Shoplifting Code Word
15. What reports are recommended for you to analyze when developing a Marketing Action Plan? (Select all that apply)
A. Weekly Spreadsheet
C. Active Members report
B. Annual revenue
D. Number of Households in your market
16. The most common methods of Associate Dishonesty that may occur in a Store are: (Select all that apply)
A. Bad checks
D. Coupon Fraud
B. Sliding or Discounting
E. Theft of cash
C. Removing merchandise
F. All answers incorrect
17. On the Allowable hours Chart, to arrive at the correct total allowable hours, round down
revenue figure. True or False (Select one)
to the nearest weekly
18. Overtime will not be paid to an Associate unless prior approval is received from the District Manager. True or False
(Select one)
19. It is important for the Store Manager to edit a borrowed Associates time out of MeGA LINK before the Pay Period
closeout is performed. True or False (Select one)
20. All Associates are limited to a maximum of _______ hours of work on any holiday. (Select one)
A. 4
C. 8
B. 6
D. There is no recommended limit
21. The Cash Count Worksheet should be fully completed at ___ by the designated MOD. (Select all that apply)
A. Afternoon
C. Opening
B. Closing
D. Shift changes
22. The Store Manager signs each Associates time card _______________ to verify that all
time worked. (Select one)
A. Before a Standards Review
C. At the same time the Associate signs
B. Before a government audit
D. At Payroll Closeout
recorded times reflect actual
23. The Quantity Must See Behaviors for Discount Rental Cards are: (Fill in the blanks)
1. Offer at every transaction, except to kids that are not renting
2. Offer to every New Member
24. When preparing the schedule to determine peak hours each day during the week so that scheduled hours may be
allocated appropriately to meet customer traffic, print the ________________________________ report. (Fill in the
blank)
25. List the 6 steps in the Interview Process.
1. _____________________________________________________________
2. _____________________________________________________________
3. _____________________________________________________________
4. _____________________________________________________________
5. _____________________________________________________________
6. _____________________________________________________________
26. What are some traits of a successful candidate for employment? (Select all that apply)
A. Loves movies
C. Friends with Associates
B. Comfortable with Customers
D. Hard working
27. During the informal interview you will verify the following information: (Select all that apply)
A. Availability
C. Dress code
B. Ability to sell
D. Handicaps
28. If the District Manager is not available for the Supervisors Interview it is appropriate to have another approved Store
Manager interview your candidate. True or False (Select one)
7/1/07
29. After extending an offer to the best candidate you should: (Select one)
A. Call each candidate that was not selected
B. Let each of your Associates know who was selected and why
C. Take a break because youve been busy
D. Let each candidate call you back to see if they are really interested
30. The Interview questions are considered good suggestions and guidelines but definitely not requirements. True or False
(Select one)
31. During the Interview process you are allowed to make notations, comments on each form listed. (Select all that apply)
A. Interview questionnaire
C. Reference check form
B. Application/Resume
D. Phone Screen form
32. The Quantity Must See Behaviors for Active Members are: (Fill in the blanks)
1. Mention a Reason to Return
2. Implement Neighborhood Marketing Tactics
3. Complete Inactive Member Calls
33. The Quantity Must See Behavior for Play Guard is to offer on every rental item. (Fill in the blank)
34. Movie Gallerys in-house recruiting service is accessible through MeGA Link and is called MeGA Jobs_ (Fill in the blank)
35. Training Module Completion Timeline chart (Fill in the blanks)
A. CSA Training Module Completed within the first _30_ days of employment.
B. MOD Training Module Completed within the first _45_days of employment.
C. SM Training Module Completed _prior to placement_ as a Store Manager
D. Store Managers and Associates from Acquired Stores - All modules completed within 60_days after conversion date.
36. The Quantity Must See Behavior for UPTs is to offer additional rental or sale item on every transaction.
(Fill in the blank)
37. The Training Guides, Training Method and SM Facilitator Guide was created exclusively for the Training Store
Managers. True or False (Select one)
38. All Associates receive a Performance Review according to the following guidelines (Select one)
Every ___________ after initial review in current position.
Every ___________ after promotion to new position.
A. 3 months (for both answers)
C. 120 days (for both answers)
B. 6 months (for both answers) D. 3 months for current position and 6 months for a new position
39. The following are compelling reasons for using progressive discipline. (Select one)
A. Communication and legal
C. Training and reducing turnover
B. A, C, and D are correct
D. Consistency
40. Although coaching/counseling is documented on the Record of Associate Development, it is considered a verbal action.
41. If more than ________________ have passed since the last Record of Associate Development, the process may start
over. (Select one)
A. 12 months
C. 18 months
B. 15 months
D. 24 months
42. Whos responsibility is it to ensure that each Associate has been completely trained on each Metric, including
understanding what each is, how it is measured, the Must See Behaviors, the MPLs and the results of not meeting the
MPLs? (Select one)
A. DM
C. SM
B. Training Dept.
D. All answers incorrect
7/1/07
29. After extending an offer to the best candidate you should: (Select one)
A. Call each candidate that was not selected
B. Let each of your Associates know who was selected and why
C. Take a break because youve been busy
D. Let each candidate call you back to see if they are really interested
30. The Interview questions are considered good suggestions and guidelines but definitely not requirements. True or False
(Select one)
31. During the Interview process you are allowed to make notations, comments on each form listed. (Select all that apply)
A. Interview questionnaire
C. Reference check form
B. Application/Resume
D. Phone Screen form
32. The Quantity Must See Behaviors for Active Members are: (Fill in the blanks)
1. Mention a Reason to Return
2. Implement Neighborhood Marketing Tactics
3. Complete Inactive Member Calls
33. The Quantity Must See Behavior for Play Guard is to _____________________________________. (Fill in the blank)
34. Movie Gallerys in-house recruiting service is accessible through MeGA Link and is called ________________________.
(Fill in the blank)
35. Training Module Completion Timeline chart (Fill in the blanks)
A. CSA Training Module Completed within the first _____________ days of employment.
B. MOD Training Module Completed within the first _____________ days of employment.
C. SM Training Module Completed _prior to placement _____________________ as a Store Manager
D. Store Managers and Associates from Acquired Stores - All modules completed within ______________days after
conversion date.
36. The Quantity Must See Behavior for UPTs is to _________________________________________________________.
(Fill in the blank)
37. The Training Guides, Training Method and SM Facilitator Guide was created exclusively for the Training Store
Managers. True or False (Select one)
38. All Associates receive a Performance Review according to the following guidelines (Select one)
Every ___________ after initial review in current position.
Every ___________ after promotion to new position.
A. 3 months (for both answers)
B. 6 months (for both answers)
C. 120 days (for both answers)

D. 3 months for current position and 6 months for a new position
39. The following are compelling reasons for using progressive discipline. (Select one)
A. Communication and legal
C. Training and reducing turnover
B. A, C, and D are correct
D. Consistency
40. Although coaching/counseling is documented on the Record of Associate Development, it is considered a verbal action.
41. If more than ________________ have passed since the last Record of Associate Development, the process may start
over. (Select one)
A. 12 months
C. 18 months
B. 15 months
D. 24 months
42. Whos responsibility is it to ensure that each Associate has been completely trained on each Metric, including
understanding what each is, how it is measured, the Must See Behaviors, the MPLs and the results of not meeting the
MPLs? (Select one)
A. DM
C. SM
B. Training Dept.
D. All answers incorrect
7/1/07
43. What is the maximum number of MODs that may be issued an alarm code and key in each Store? (Select one)
A. 4
C. 6
B. 8
D. None of the above
44. Alarm code passwords should be changed periodically to prevent compromised security. Passwords are considered
_confidential_ and should not be disclosed to others. (Fill in the blank)
45. Associates should contact the ___DM__ if any situation warrants a late opening or an early closing. (Fill in the
blank)
46. Who is responsible for beginning an investigation into possible front or back page Status I issues? (Select one)
A. LP Manager
C. Store Manager
B. District Manager
D. All of the above
47. Once a Loss Prevention Issue has been identified and investigated by the SM, What is the next step the SM should
take? (Select one)
A. Confront the Associate involved
C. Contact your DM
B. Call the Loss Prevention Manager D. Contact the Help Desk
48. Associates must change their MeGA LINK passwords every ___________, or when they suspect another Associate may
know their password. (Select one)
A. 60 days
C. 90 days
B. time an alarm code change occurs D. 30 days
49. It is the responsibility of all Associates to protect merchandise from theft by using appropriate shoplifting prevention
techniques and by providing ___great__ _customer__ __service___. (Fill in the blanks)
50. Monitoring the ___rental turns____ of New Releases is the responsibility of the Store Manager and is an important
part of maximizing revenue. Store Manager should make sure that the __product mix____ is correct for Stores
clientele. (Fill in the blanks)
7/1/07
43. What is the maximum number of MODs that may be issued an alarm code and key in each Store? (Select one)
A. 4
C. 6
B. 8
D. None of the above
44. Alarm code passwords should be changed periodically to prevent compromised security. Passwords are considered
____________________ and should not be disclosed to others. (Fill in the blank)
45. Associates should contact the ________________ if any situation warrants a late opening or an early closing. (Fill in the
blank)
46. Who is responsible for beginning an investigation into possible front or back page Status I issues? (Select one)
A. LP Manager
C. Store Manager
B. District Manager
D. All of the above
47. Once a Loss Prevention Issue has been identified and investigated by the SM, What is the next step the SM should
take? (Select one)
A. Confront the Associate involved
C. Contact your DM
B. Call the Loss Prevention Manager D. Contact the Help Desk
48. Associates must change their MeGA LINK passwords every ___________, or when they suspect another Associate may
know their password. (Select one)
A. 60 days
C. 90 days
B. time an alarm code change occurs D. 30 days
49. It is the responsibility of all Associates to protect merchandise from theft by using appropriate shoplifting prevention
techniques and by providing ___________ ____________________ _________________. (Fill in the blanks)
50. Monitoring the __________________ of New Releases is the responsibility of the Store Manager and is an important
part of maximizing revenue. Store Manager should make sure that the ____________ ________ is correct for Stores
clientele. (Fill in the blanks)
7/1/07
EXPLAIN
The Store Level Training Program was created to ensure that all Associates received proper
training for each position during their employment with Movie Gallery. The Store Level
Training Program consists of the Store Level Training Guides, MeGA LINK testing, and MeGA
TRAIN.
EXPLAIN
Provide a brief history of the Training Department and the development process of the
guides and MeGA LINK testing. Explain how the Training Department accepts feedback and
adapts to changes to provide the most current and up-to-date training materials.
SAY
Store Level Training Guides

The guides were created to:
Assist each Store Manager and Training Store Manager with the tools, information
and resources to properly train individuals with no experience
To develop and educate knowledgeable and productive team members
be adaptable and are intended to be flexible
Allow for differing training methods, and differing learning-styles.
The guides should be completed or used as a companion-tool, in conjunction with MeGA Link
testing.
There are 2 guides for each level, a facilitator guide for the trainer (you) and a participant
guide for the trainee. The current levels available are:
Customer Service Associate (CSA)
Manager On Duty (MOD)
Store Manager (SM)
SAY
SAY
MeGA LINK Testing

MeGA Link testing was created to:
ensure the Associate retained the training information
provides a clear picture that the Associate understands and is aware of Company
policies
The tests in MeGA LINK correspond directly with each guide and will decode for 2 reasons.
When questions or policies change
After 1 year
NOTE: We update the guides in MeGA LINK to reflect any policy changes and to provide
current information.
You may hear the term training module quite frequently. It is normally heard in this
context, Did you finish all your training modules? What does this really mean?
A Training Module is a term used to refer to the training of a level (i.e. CSA, MOD, or SM).
EXPLAIN
7/1/07
For an Associate to have a completed a training Module, they must have been taught their
duties and responsibilities with the use of the Facilitator and Participant guides and the
training method, completed MeGA Train (if applicable) and the MeGA Link Testing sections
that corresponds with that level.
Store Level Training Program
The Store Level Training Program was created to ensure that all Associates received proper
training for each position during their employment with Movie Gallery. The Store Level Training
Program consists of the Store Level Training Guides, MeGA LINK testing, and MeGA TRAIN.
Store Level Training Guides
The guides were created to be adaptable and are intended to be flexible, to allow for differing
training methods, and differing learning-styles.
Store Level Training Guides Available

_______________________
_______________________
_______________________
MeGA LINK Testing
MeGA Link testing was created to:
ensure the Associate retained the training information
provides a clear picture that the Associate understands and is aware of Company policies
The tests in MeGA LINK correspond directly with each guide and will decode for 2 reasons.
When questions or policies change
After 1 year
NOTE: We update the guides in MeGA LINK to reflect any policy changes and to provide current
information.
A Training Module is:
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
Your Notes:
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
7/1/07
SAY
Remember when we discussed the roles and responsibilities of being a TSM, earlier today
and I said that using the Training Method was what was expected to be used when training?
I am now going to explain what the Training Method is and how to use it.
EXPLAIN
Concept behind the Training Method:

Not all people learn in the same manner.
By using different techniques that appeal to the different senses, it will enhance the
trainees ability to comprehend and retain information.
Make it as easy as possible for the trainee to learn and apply the information.
EXPLAIN
How does the Training Method Work?

This Training Method uses repetition and the sense of sight, hearing, and touch.
It utilizes different parts of the brain to allow the trainee the best possible
opportunity to learn the information in a manner that best fits the trainee.
This allows each trainee to have individualized training without the trainer being
required to learn several training methods.
SAY
There are 4 phases to the Training Method we use.

Prepare
Learning
Practice
Review and Mastery
Lets discuss each phase and how to use it.
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
7/1/07
Concept behind the Training Method
Not all people learn in the same manner. By using different techniques that appeal to the different
________________, it will enhance the trainees ability to comprehend and retain information.
We want to make it as easy as possible for the trainee to learn and apply the information.
How does the Training Method work?

This
Training
Method uses repetition and

__________________, and ________________.
the
sense
of
__________________,
It utilizes different parts of the brain to allow the trainee the best possible opportunity to learn the
information in a manner that best fits the trainee. This allows each trainee to have individualized
training without the trainer being required to learn several training methods.
Four Phases of Training:

1. __________________________________________________________
2. __________________________________________________________
3. __________________________________________________________
4. __________________________________________________________
Your Notes:
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
7/1/07
Phase 1 - Prepare
The Prepare phase is critical to the smooth flow of the training process. When the TSM is
prepared, it sets a good example for the trainee and demonstrates professionalism.
SAY
SAY
It also displays an attitude about the importance the TSM places on the training process.
The trainee has a responsibility to prepare for each topic also and the TSM should hold the
trainee accountable if they come to the training session unprepared.
There are several different aspects of prepare.
DISCUSS
TSM Preparation
The TSM should:
Plan each training session, what topics will be taught each day, and in what order.
o Once a training plan is created, it can become the template and be adjusted
for each training session.
Create the Stores schedule with the appropriate cover shifts.
Communicate with the trainee the training days and start and end times.
DISCUSS
Necessary Resources
The TSM should:
Ensure the necessary resources are available before the training begins including
items such as the binder system, splicing kits, merchandising supplies, etc.
DISCUSS
Prepare the Trainee

The TSM should:
Inform the trainee of the training schedule.
o Set aside time during the workday to complete the trainees preparation
time. Do not allow the trainee to read topics while they are not clocked-in. It
is important to remember that required reading is considered part of their
training and we expect to pay them when they do this.
SHARE
DISUCSS
7/1/07
Share best practices for how to prepare the trainee.

Topical Preparation
Preparing each topic can alleviate wasted time. Preparation can be done on a daily basis or
less if needed. Each topic requires some sort of preparation. This could includes:
reviewing the material in the Operations Manual
gathering materials and downloads
creating examples
setting up role plays
Phase 1: Prepare
Both the trainer and trainee have a responsibility to prepare for each topic.
TSM Preparation
The TSM should:
Plan each training session, what topics will be taught each day, and in what order.
Create the Stores schedule with the appropriate cover shifts.
Communicate with the trainee the training days and start and end times.
Necessary Resources
The TSM should:
Ensure the necessary resources are available before the training begins including items
such as the binder system, splicing kits, merchandising supplies, etc.
Prepare the Trainee
The TSM should:

Inform the trainee of the training schedule.
Try setting aside time during the workday to complete the trainees preparation time. Do not allow
the trainee to read topics while they are not clocked-in. It is important to remember that required
reading is considered part of their training and we expect to pay them when they do this.
Topical Preparation
Preparing each topic can alleviate wasted time. Preparation can be done on a daily basis or less if
needed. Each topic requires some sort of preparation.
What are some ways you can prepare to train the topic?
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
7/1/07
EXPLAIN
Phase 2: Learning
This is the phase where the learning actually takes place and is the informational portion
of the Learning phase. It allows for different learning and teaching styles that best fit the
trainee and the trainer. It consists of 3 steps show, tell, and read.
Show/Tell
The show and tell are the first 2 steps of the learning phase. They combine
logically for most topics. They can be combined together, used separately, or in
any order preferred.
DISCUSS
DISCUSS
SAY
EXPLAIN
Read
The read step is an important part of the process that should not be left out, even
if the trainee prefers the hands-on approach to learning. This step provides
critical information that, if omitted, would affect the learning phase. Omitting the
read step would cause gaps in the trainees knowledge and may prolong training
during the Practice or Mastery phases.
Flexible Training Order

The 3 steps in the Learning Phase can be trained in any order. The order of the
steps is best suited to the trainees needs. Observation or merely asking the
trainee how they prefer to learn is appropriate.
Lets talk in detail about each step of the Learning phase.
Show/Tell
This step demonstrates and provides a detailed explanation of the task or policy.
Demonstrate Task
Allows the trainee to see a demonstration of the task, hands-on, or through a role
play.
The majority of people prefer a hands-on approach to learning.
Visual Examples
Visualization through a hands-on example or role play enhances recall and
provides additional stimuli towards the learning process.
EXPLAIN
Detailed Explanation
This provides the trainee with the bulk of the knowledge concerning task or
policy.
The Big Picture
Provides an explanation of how the task or policy can directly impact or indirectly
affect other aspects of the business.
It also provides an example of how something that is viewed as a simple task can
have more impact on the overall business than previously thought.
7/1/07
Phase 2: Learning
The 3 learning steps in the Learning Phase can be trained in any order. The order of the Steps is
best suited to the trainees needs. Observation or merely asking the trainee how they prefer to
learn is appropriate.
Show/Tell Step:
This step demonstrates and provides a detailed explanation of the task or policy.
Demonstrate Task:
Allows the trainee to see a demonstration of the task, hands-on, or through a role play.
The majority of people prefer a hands-on approach to learning.
Visual Examples:
Visualization through a hands-on example or role play enhances recall and provides
additional stimuli towards the learning process.
Detailed Explanation:
This provides the trainee with the bulk of the knowledge concerning task or policy.
The Big Picture:
Provides an explanation of how the task or policy can directly impact or indirectly affect
other aspects of the business.
It also provides an example of how something that is viewed as a simple task can have
more impact on the overall business than previously thought.
Your Notes:
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
7/1/07
EXPLAIN
Read Step
This step allows the trainee to learn the fine details of policies and procedures. At times,
smaller details may be inadvertently left out, by the trainer. Reading fills in those gaps and
provides the reader with a better understanding of topics.
At other times during the training process, the trainer may not have provided an
understandable explanation and there may have been confusion in the details provided.
Reading provides another avenue of learning.
Some learners prefer to read first and then receive a visual example. This method of
learning allows the learner to process what they have read and put the pieces together.
This also provides information to the trainee about where information and reference
materials can be located for future reference.
The trainer will quiz the trainee to verify an understanding of the materials assigned for
reading. The trainer should check comprehension and adjust training techniques to more
closely match the trainees learning style.
Use The jacket exercise to illustrate the importance if this phase.
NOTE: You can use any of these exercises to illustrate your point. The jacket exercise is optional if
you would like to use a different exercise.
ACTIVITY
Jacket Exercise Instructions:

Divide participants into groups. Put 2 chairs back to back. One chair will have a jacket on the back.
The participant sitting in the chair without the jacket will explain step by step how to put the jacket
on to the person sitting in the chair with the jacket. The participants cannot look at each other
during the process. The person that is putting the jacket on should take the explanation of how to
put it on as literal as possible. The person explaining the process will have to be as detailed as
possible to accomplish this task successfully. It will usually take some time to get the person to
correctly put the jacket on, if it can be done at all.
Some other examples that will illustrate the importance of the Show/Tell step:
Making a schedule
Tying a knot, tie, or shoes
Repairing defectives
Puzzle
Folding towel
Making Paper airplanes and boats
SAY
When the activity is over, say

How much easier would this have been if the trainee had some instructions to read?
example to look at?
Or an
EXPLAIN
The point of this exercise is to illustrate why the Show/Tell and Read are in this particular order.
Most people will comprehend and learn quicker if they are allowed to see and hear about something
before they read about it. If the person was shown how to put a jacket on as he or she was told
how to do it, the process would have been much easier to achieve.
DISCUSS
That this activity is not to say that everyone learns best in the order of Show/Tell and Read. Some
people learn better if they read about something first. It is up to the TSM to find out which order
his or her trainee best learns and customize the training to meet the individual needs of that
trainee.
7/1/07
Read Step
This step allows the trainee to learn the fine details of policies and procedures. At times,
smaller details may be inadvertently left out, by the trainer. Reading fills in those gaps and
provides the reader with a better understanding of topics.
At other times during the training process, the trainer may not have provided an
understandable explanation and there may have been confusion in the details provided.
Reading provides another avenue of learning.
Some learners prefer to read first and then receive a visual example. This method of
learning allows the learner to process what they have read and put the pieces together.
This also provides information to the trainee about where information and reference
materials can be located for future reference.
The trainer will quiz the trainee to verify an understanding of the materials assigned for
reading. The trainer should check comprehension and adjust training techniques to more
closely match the trainees learning style.
Your Notes:
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
7/1/07
EXPLAIN
SAY
Phase 3: Practice
After the learning phase, the trainee will be allowed to practice what they have seen and
read. Practice can be performed 2 ways:
through learnable moments, when possible, during the normal course of business
through role plays
There are 4 key components to this phase.
Shadow
At times the trainer may have the trainee shadow them until they are comfortable
with their understanding of the subject or the trainer may shadow the trainee and
observe.
This observation may be over the shoulder observation or from a distance.
It is up to the trainer to determine whether more practice is needed or if
something was omitted during the Learning phase.
DISCUSS
Feedback
This is a critical component of the learning process.
Feedback, after observation, allows the trainer and trainee to assess the trainees
learning and correct errors before erroneous practices become habits.
Identifying and providing feedback when positive behaviors have been observed
increases confidence and motivation.
Effective trainers provide a balance of immediate positive and re-directive
feedback.
Accuracy (100%)
The trainer will be providing feedback, after observation, to determine if the
trainee has performed with 100% accuracy
More practice or learning may be required if the topic is not performed within
expectations
Repetition
This is a proven way to increase retention, knowledge, and abilities.
7/1/07
Phase 3: Practice
After the learning phase, the trainee will be allowed to practice what they have seen and read
Practice can be performed 2 ways:
__________________________________________________________
__________________________________________________________
Shadow
At times the trainer may have the trainee shadow them until they are comfortable with
their understanding of the subject or the trainer may shadow the trainee and observe.
This observation may be over the shoulder observation or from a distance.
It is up to the trainer to determine whether more practice is needed or if something was
omitted during the Learning phase.
Feedback
This is a critical component of the learning process. Feedback, after observation, allows the
trainer and trainee to assess the trainees learning and correct errors before erroneous
practices become habits. In addition, identifying and providing feedback when positive
behaviors have been observed increases confidence and motivation. Effective trainers
provide a balance of immediate positive and re-directive feedback.
100% Accuracy
The trainer will be providing feedback, after observation, to determine if the trainee has
performed with 100% accuracy.
More practice or learning may be required if the topic is not performed within expectations.
Repetition
This is a proven way to increase retention, knowledge, and abilities.
Your Notes:
_______________________________________________________________
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7/1/07
EXPLAIN
This phase is used to assess the learning of individual topics. This phase may be used as
part of the process for a knowledge evaluation for internal candidates, in an effort to
assess knowledge and accelerate training
If the trainer is not satisfied with the level of understanding expected to perform the task
or a complete understanding of the subject, further practice or learning is required.
EXPLAIN
Test for Knowledge

This allows the trainee to demonstrate what knowledge he or she has retained
during the previous training session.
The trainer may have the trainee spend more time practicing or re-discussing
portions that they feel unfamiliar with during the evaluation
In addition to the Practice Questions in the training guides, the TSM should
prepare different questions to ask the trainee.
EXPLAIN
What if Questions
Gives the trainee the opportunity to answer questions dealing with hypothetical
situations and demonstrate they would handle that particular type of situation.
This technique is used to reassure the TSM that the trainee not only fully
understands the topic just discussed but can handle various situations that may
occur in the Store relating to that topic.
Allows the TSM to determine if there are any areas that may need to be readdressed before this topic is completed.
EXPLAIN
Assess Needs
When a participant has been unable to answer these types of questions correctly,
it is important for the trainer to determine the reasons why the training was not
completely effective. This process will help pinpoint the need to change or adapt
the learning process for this topic, as well as others.
EXPLAIN
Successful Topic Completion

If there are areas where the trainee cannot answer the questions, to the trainers
satisfaction or they discover the trainee is unfamiliar with a specific topic or
portion of a topic, then, these areas should be re-addressed individually.
The learning and practice portions of the training, corresponding to the incorrectly
answered questions, should be repeated, re-taught or reviewed until the trainee
comprehends the information correctly.
Additional questions may be necessary to determine if the information was
comprehended correctly.
7/1/07
This phase is used to assess the learning of individual topics. This phase may be used as part of
the process for a knowledge evaluation for internal candidates, in an effort to assess knowledge
and accelerate training.
If the trainer is not satisfied with the level of understanding expected to perform the task or a
complete understanding of the subject, the trainer may require further practice or learning.
Test for Knowledge
This allows the trainee to demonstrate what knowledge he or she has retained during the
previous training session.
The trainer may have the trainee spend more time practicing or re-discussing portions that
they feel unfamiliar with during the evaluation.
In addition to the Practice Questions in the training guides, the TSM should prepare
different questions to ask the trainer.
What If Questions:
Gives the trainee the opportunity to answer questions dealing with hypothetical situations
and demonstrate they would handle that particular type of situation.
This technique is used to reassure the TSM that the trainee not only fully understands the
topic just discussed but can handle various situations that may occur in the Store relating
to that topic.
Allows the TSM to determine if there are any areas that may need to be readdressed
before this topic is completed.
Assess Needs:
When a participant has been unable to answer these types of questions correctly, it is
important for the trainer to determine the reasons why the training was not completely
effective. This process will help pinpoint the need to change or adapt the learning process
for this topic, as well as others.
Successful Topic Completion:
If there are areas where the trainee cannot answer the questions, to the trainers
satisfaction or they discover the trainee is unfamiliar with a specific topic or portion of a
topic, then, these areas should be re-addressed individually.
The learning and practice portions of the training, corresponding to the incorrectly
answered questions, should be repeated, re-taught or reviewed until the trainee
comprehends the information correctly.
Additional questions may be necessary to determine if the information was comprehended
correctly.
7/1/07
DISCUSS
Lets briefly review the Training Method and what each phase means. NOTE: Randomly
ask each participant what one certain role means to them.
Prepare Phase
Learning Phase
o
Show
o
Tell
o
Read
Practice Phase
Review/Mastery Phase
SAY
Now that we have a good understanding of the program and your responsibilities, lets
begin to explore the elements of effective training. Lets illustrate through an exercise
what can happen when we misinterpret and/or make assumptions while training. After
the exercise, well discuss how to overcome these pitfalls.
Aardvark Exercise
This exercise illustrates what happens when the trainer is misinterpreted by the trainee, in
spite of how precise the trainer thinks the training may have been delivered. This exercise
also makes assumptions that the trainee understands the meaning of each word. Trainers
can overcome trainee misinterpretations by asking many questions throughout the
training to ensure understanding.
Have each participant use the blank page in their participant guide and pen and draw the
following animal as you read the following description, slowly and articulately, line by line.
ACTIVITY
The body is stout, with an arched back.

The limbs are short and stout.
It is armed with strong, blunt claws.
The ears are long.
The tail is thick at the base and tapers gradually.
The elongated head is set on a short, thick neck.
At the extremity of the snout is a disc in which the nostrils are open.
The mouth is small and tubular.
It is furnished with a long extensile tongue.
It is a large individual, which measures 6 ft, 8 inches.
Its hair is scanty and allows the skin to show.
Have the participants identify what they think the animal is.
The facilitator will receive many different answers, including the possibility of a participant
identifying that this is an Aardvark. Regardless, the exercise illustrates that everyone
interprets instructions/training in various ways; therefore supporting the importance of
making sure a trainee understands everything during a training session.
7/1/07
Exercise
7/1/07
SAY
There are two common pitfalls of a trainer.

making assumptions that a trainee understands more than they
The trainee misinterprets the training information.
ASK
What assumptions were made during this exercise by both me and you?
Examples could include
You may have assumed, in the beginning, what the animal was going to be.
You assumed that I would give you the description in order
I assumed that everyone could draw.
ASK
What misinterpretations did you have during this exercise?

Answers could include
You misunderstood the word stout or the word elongated
ASK
How can these 2 pitfalls create problems with the training? Discuss the participants
responses.
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7/1/07
Pitfalls of a Trainer
What are the 2 common pitfalls of a trainer?
1. _____________________________________________________________
2. _____________________________________________________________
I am going to avoid these two pitfalls by:
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7/1/07
Reading
We will read 5 topics out of the SM Facilitator Guide (separate file). This will give you the
opportunity to become familiar with the guides. You will need to print and read the entire
Store Level Training Program before you begin any training.
EXPLAIN
The following should happen during the reading:

Consider when you would train the topic being discussed.
Remember the training guides are just a skeleton of the material that should be
taught to your trainee. We have only included the basics, as a TSM you will fill in
all the important information.
A trainer must always be well prepared with a training plan prior to the delivery of
any training topic.
EXPLAIN
During the Reading

(you can write these on the flip chart or board)
Explain that these 4 points should be considered for each topic as they are read. (They
can be answered as a group or individually)
Estimate the number of hours that will be needed to train topics requiring a
cover shift to accomplish the training.
Identify all topics that will likely be trained during a learnable moment
Consider all materials you might need to prepare for each topic in addition to
those listed in the Facilitator Guide.
Consider which Best Practices would be most effective for each training topic.
ACTIVITY
Read the 5 topics from the Facilitator and Participant guides for the SM Training Guide. It
also includes a TSM Reading workshop, the TSM Checklist and the Sign off record.
EXPLAIN
As you
read the first topic, explain

each section
how each is an outline and additional items or examples can and should be added
that the topic pages follow the Training Method
has an estimated training time
the topics can be re-arranged in any order
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_______________________________________________________________
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7/1/07
The process of reading the Facilitator guide is more that just a familiarization of the material. You
will need to print and read the entire Store Level Training Program before you begin any training.
Important Tips to Remember:
Consider when you would train the topic being discussed.

Remember the training guides are just a skeleton of the material that should be taught to
your trainee. We have only included the basics, as a TSM you will fill in all the important
information.
A trainer must always be well prepared with a training plan prior to the delivery of any
training topic.
The training guides are just a skeleton of the material that should be taught to your trainee. We
have only included the basics. In your position as TSM you will use this material as a springboard toward a more complete understanding of each individual topic. A trainer must always be
well prepared with a training plan prior to the delivery of any training topic. The Training Method
serves as a template for creating a training plan.
During the Reading:
You should:
Estimate the number of hours that will be needed to train topics requiring a cover
shift to accomplish the training.
Identify all topics that will likely be trained during a learnable moment
Consider all materials you might need to prepare for each topic in addition to those
listed in the Facilitator Guide
Consider which Best Practices would be most effective for each training topic.
Your Notes:
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
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_______________________________________________________________
_______________________________________________________________
7/1/07
SAY
EXPLAIN
We have covered the roles and responsibilities, the pitfalls of training, the guides and the Training
Method. We are now going to review the nuts and bolts of the TSM program.
How to set up your training binders
Where the training takes place
The length of the training program for internal and external candidates
Training hours
Current Store Associates

TSM Training Binder
The binder can be organized how you want it to however the following should be filed in the binder:
Knowledge Evaluation questionnaires
SMIT daily and weekly summaries
Completed Checklists
Train the Trainer Participant Guide (this guide)
TSM Newsletters
TM contact information
Personal training notes

This binder should be kept secure and not left for others to read. Some of the information may be
considered confidential in nature. You can store it in a locked filing cabinet or drawer.
Facilitator Binder
When you return to your Store, create a Facilitator binder.

Best Practice: Some TSMs create 3 separate binders, one for each training guide and allow staff
members access to them as they assist in training. On the other hand, some TSMs have combined
all of the guides and binders into one master binder, which helps them with their organization.
EXPLAIN
Print all the guides from MeGA Link: (if this meeting is being held in the backroom of a Store,
demonstrate where the Training Guides are found in MeGA LINK)
The Facilitator Guides should only be reprinted when you are notified that revisions have been
made. Make notes, add materials, and enhance this binder to accommodate and facilitate effective
training. Do not feel as though you are required to keep the topics in the order that they print from
the computer. Preparation time can be minimized effectively, if you add forms, documents, or other
enhancements and will create a smoother flow during your training discussions.
What are some ways to organize topics within each binder that would allow for the greatest
efficiency and effectiveness? Discuss the participants responses.
ASK
Look for:
EXPLAIN
Similar topics together, for example, all topics associated with scheduling would be tabbed
together
Topics separated by the day they were expected to be taught
Participants Binder
A Participants Guide is printed for each trainee as they begin their training; this includes
the training of your own staff members.
These guides mirror your Facilitator guides and will assist you and the trainee in each
stage of the training process
Encourage each trainee to take notes, answer the questions provided for each topic and add
additional information, such as best practices or contact information that can help them transition to
their new position.
7/1/07
TSM Training Binder
The following information should be filed within this binder:

Knowledge Evaluation questionnaires
SMIT daily and weekly summaries
Completed Checklists
Train the Trainer Participant Guide (this guide)
TSM Newsletters
Training Manager contact information
Personal training notes
Facilitator Binder
The Facilitator Binder is created by you and has the:
CSA Facilitator Guide
MOD Facilitator Guide
SM Facilitator Guide
Best Practice: Some TSMs create 3 separate binders, one for each training guide and allow staff
members access to them as they assist in training. On the other hand, some TSMs have combined
all of the guides and binders into one master binder, which helps them with their organization.
Participant Binder
This binder is created expressly for each trainee. Encourage the trainee to:
Add notes that will help with memory recall.
Add contact information or best practices that the trainer shares with the trainee.
Use the Participants guide to prepare for upcoming topic discussions and for the questions
provided that will assist in the review and mastery of a topic.
Your Notes:
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7/1/07
EXPLAIN
ASK
ASK
For Store Managers in Training (SMIT) training should only take place at the Training Store
unless approved by the Region Manager.
What are the advantages to training in a Training Store? Discuss the participants responses.
Look for: trained staff; operationally sound; less distractions
Why do we avoid training in the Trainees new Store? Discuss the participants responses.
Look for: untrained staff; customer service distractions; poor quality operations
EXPLAIN
For existing Store Managers training can take place at the Training Store or any Store in the
District.
DISCUSS
What to do if a TSM is asked to complete the training of a new Store Manager in a Store
other than the Training Store.
ASK
Under what conditions do you feel it is improper to conduct training in your Store? Discuss
the participants responses.
Look for: under-staffed or poorly trained staff or not being operationally sound
SAY
Proper Documentation
There is a need for proper documentation of the training, not only for liability reasons but for
legality reasons, as well. The Sign-off Record ensures that that trainee understands and has
been taught the applicable topics in the Store Level Training Guides.
EXPLAIN
The Sign-Off Record should be signed and dated by the trainer and the trainee as each
topic is completed.
This record should be copied 2 times, one copy should be kept in your TSM Binder,
one copy should be given to the District Manager and the original should be sent to
the Human Resources Department to be placed in the trainees file.
7/1/07
Where does the training take place?

SMIT: __________________________________________
Existing SM: __________________________________________
What are the advantages of training in a Training Store?
__________________________________________________________
__________________________________________________________
__________________________________________________________
Why should you avoid training in the trainees new Store?
__________________________________________________________
__________________________________________________________
__________________________________________________________
Proper Documentation
The Sign-Off Record should be signed and dated by the trainer and the trainee as each topic is
completed.
This record should be copied 2 times, one copy should be kept in your TSM Binder, one
copy should be given to the District Manager and the original should be sent to the Human
Resources Department to be placed in the trainees file.
Your Notes:
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7/1/07
Length of the Program

ASK
SAY
How long does it take to properly train a Store Manager? Discuss the participants
responses. Look for: As long as it takes
There are two types of trainees you will be responsible for training, external and internal
candidates. Lets focus on external candidates first.
SAY
External Candidates will be trained starting with the CSA Store Level Guide and working
up to the SM Store Level Guide.
ASK
CSA Level
How long does it take to train a new Associate through the CSA level? (answers may vary)
ASK
ASK
ASK
MOD Level
How long does it take to train a CSA through the MOD level? (answers may vary)
SM Level
How long does it take to train a MOD through the SM level? (you may need to
answer this since most participants have not trained a SM at this point)
What is the average amount of time it takes to train an external candidate?
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7/1/07
Length of the program

How long does it take to properly train a Store Manager? _________________________
External Candidates
(Average time)
CSA Module
_________
MOD Module
_________
SM Module
_________
Total Time
_________
Your Notes:
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7/1/07
ASK
Internal Candidates
What is the average time it takes to train an internal candidate? Discuss the participant
responses. Look for: It depends
EXPLAIN
How will you determine the amount of time it will take to train an internal candidate?
Discuss the participant responses.
Look for: Length of time as a Movie Gallery Associate
Length of time in a supervisory role
Amount of responsibility given to the candidate
Learning ability
ASK
How will you know what to train the internal candidate on since they may have already
completed training on many SM-level topics? What are some ways to determine what a
person has been trained on? Discuss the participant responses.
EXPLAIN
The Knowledge Evaluation process includes observation, testing, and questioning as a form
of exhibiting mastery of a subject.
ASK
Once the Knowledge Evaluation is complete and you discover that there are a few MOD
topics that the SMIT is unsure of, whose responsibility is it to train those topics?
EXPLAIN
Prior to arrival at your Store for SM Training, an internal candidate must complete the CSA
and MOD training modules at their own Store.
If there are a few topics that need review and clarification, you, as the TSM, are responsible
to provide that training.
ASK &
DISCUSS
If your DISTRICT MANAGER asks you for a timeframe for training an internal
candidate, what will be your answer? (Look for: I wont be sure until I complete a
knowledge evaluation).
What do you do if your DISTRICT MANAGER gives a timeframe to complete training
and you dont believe you can complete it within that timeframe?
What do you do when if you determine, through a knowledge evaluation, that a
candidate is not ready for SM training?
Discuss with the group the different resolutions to these situations.
7/1/07
Internal Candidates
How will you determine the amount of time it will take to train an internal candidate?
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
Knowledge Evaluation
The Knowledge Evaluation process includes observation, testing, and questioning as a form of
exhibiting mastery of a subject.
Prior to arrival at your Store for SM Training, an internal candidate must complete the CSA and
MOD training modules at their own Store.
If there are a few topics that need review and clarification, you, as the TSM, are responsible to
provide that training.
Your Notes:
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7/1/07
SAY
Training Hours
It is important for you, as the TSM, not to be penalized, monetarily, while you are training.
Your bonuses and payroll hours should not be affected during any of the times that you
are training Store Managers.
SMIT Training Hours
The following provides guidance on the hours allowed for SMIT training, and how to
account for those hours in both charging to the correct store as well as submitting the
training hours for credit.
SAY/READ
SMIT Training Hours Budget:

Effective with SMIT Training Beginning after 1/29/07
Up to a total of 60 hours is available to use for each SMIT to complete the Store Manager
training program, as described below.
SMITs Hired Directly into Position The first 10 hours worked by SMITs hired
directly into the position are, like all new hires, automatically accounted for and
are not counted against a stores allowable hours. Up to 60 additional hours are
then available to be used towards the completion of the Store Manager training
program, which are to be tracked and submitted by District Managers as they are
accrued each pay period to avoid being counted against a Stores allowable hours.
SMITs Promoted/Transferred into Position Associates promoted or transferred
into the SMIT position will receive up to 60 hours to be used towards the
completion of the Store Manager training program, which are to be tracked and
submitted by District Managers as they are accrued each pay period to avoid being
counted against a Stores allowable hours.
NOTE: The 60 training hours not only covers the time that the SMIT uses when in training
with his or her TSM, but also covers any hours that are used by having an extra Associate
on duty to run the Store to create uninterrupted time.
For example, if a SMIT works a 5-hour shift with a TSM, and that TSM also schedules an
additional SCSA for a 5-hour shift to cover the Store (that would not have normally been
scheduled), that is a total of 10 training hours. If the TSM can conduct the same training
without scheduling the SCSA, then only 5 training hours would be used.
SAY
7/1/07
Remember that a maximum of 60 hours may be credited, in total, for a SMIT. Any hours
used in the training of SMIT above that will be counted towards a Stores available
allowable hours.
SMIT Training Hours
The following provides guidance on the hours allowed for SMIT training, and how to account for those hours
in both charging to the correct store as well as submitting the training hours for credit.
SMIT Training Hours Budget:
Effective with SMIT Training Beginning after 1/29/07
Up to a total of 60 hours is available to use for each SMIT to complete the Store Manager training program,
as described below.
SMITs Hired Directly into Position The first 10 hours worked by SMITs hired directly into the
position are, like all new hires, automatically accounted for and are not counted against a stores
allowable hours. Up to 60 additional hours are then available to be used towards the completion of
the Store Manager training program, which are to be tracked and submitted by District Managers as
they are accrued each pay period to avoid being counted against a Stores allowable hours.
SMITs Promoted/Transferred into Position Associates promoted or transferred into the SMIT
position will receive up to 60 hours to be used towards the completion of the Store Manager training
program, which are to be tracked and submitted by District Managers as they are accrued each pay
period to avoid being counted against a Stores allowable hours.
NOTE: The 60 training hours not only covers the time that the SMIT uses when in training with his or her
TSM, but also covers any hours that are used by having an extra Associate on duty to run the Store to
create uninterrupted time.
For example, if a SMIT works a 5-hour shift with a TSM, and that TSM also schedules an additional SCSA for
a 5-hour shift to cover the Store (that would not have normally been scheduled), that is a total of 10 training
hours. If the TSM can conduct the same training without scheduling the SCSA, then only 5 training hours
would be used.
Remember that a maximum of 60 hours may be credited, in total, for a SMIT. Any hours used in the training
of SMIT above that will be counted towards a Stores available allowable hours.
Your Notes:
_______________________________________________________________
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_______________________________________________________________
7/1/07
EXPLAIN
Current Store Managers

The TSM is a resource for the District Managers and at his or her discretion, the TSM
may:
Participate in training during meetings
Train existing Store Managers as a review or further development
SAY
The TSM is the Ambassador of the Store Level Training program within the District and
should emphasize the use of the Training Method and training guides, by all Store
Managers within the District, for their entire staff.
SAY
Your Staff
It will be important that each of your Associate are taught the Training Method so
they are familiar with the process. This helps because if they are called upon to
assist with a training topic, they will be familiar with the process.
Each TSM will be responsible for training their staff up to the appropriate level. Their staff
should be prepared to assist them in training, as needed, and to fill-in, should the TSM be
required to be out of the Store.
EXPLAIN
The importance of the TSM using the training guides and following the training process
throughout an Associates employment. This will provide practice for the TSM and will set
an example to existing Store Managers, since they will observe you, following the entire
Store-Level Training program.
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7/1/07
Current Store Managers
The TSM is a resource for the District Manager and at his or her discretion, the TSM may:
o Participate in training during meetings.
o Train existing Store Managers as a review or further development.
The TSM is the Ambassador of the Store Level Training program within the District and should
emphasize the use of the Training Method and training guides, by all Store Managers within the
District, for their entire staff.
Your Staff
It will be important that each of your Associate are taught the Training Method so they are familiar
with the process. This helps because if they are called upon to assist with a training topic, they
will be familiar with the process.
Your Notes:
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
7/1/07
SAY
The next thing we are going to cover is the different ways to spice up your training. We are going
to talk about Training Tips and Best Practices.
SAY
Training Tips
There are volumes of books and courses that describe effective teaching techniques. Each has
merit and some of them you probably use on a daily basis and you may not even be aware that
they are viable teaching methods.
EXPLAIN
Guided Discovery
The idea is to guide the trainee to the reference material where they can find the
answer. As their mentor, you will be asked questions by the trainee, after they assume
responsibility for their Store and guided discovery is one of the best techniques and can
continue the trainees development.
By asking the trainee where they believe, they can find the answer or reminding the
trainee, When you were in training, where did we locate the answer to that question?
You will train your former trainee to use their resources and not always use you as a
crutch.
This also ensures that the trainer does not always give a quick answer to any
question the trainee asks. Granted, there may be times when a Store Manager needs a
quick answer because they have a customer in front of them.
Enabling Store Managers by providing quick answers encourages dependence on you and
does not develop their learning.
EXPLAIN
Learnable Moments
Are defined as those times when, during the normal course of business, opportunities arise
where training can occur. This type of training allows you to train on topics and apply
information when it is actually occurring in the Store. Learnable Moments create
opportunities that would otherwise need to be trained through role-playing.
As topics are taught during Learnable Moment opportunities, further training will still need
to occur to complete the training. All of the phases of the Training Method must be
covered in full regardless of when or how the Show and Tell steps are taught.
ASK
Can anyone give some examples of learnable moments that could occur in your Store? Discuss the
participants responses.
EXPLAIN
Known to the Unknown
The trainer takes a task or topic a trainee already knows and understands, and builds
upon or expands that information to include the new information to be trained on.
An example of this training technique is when, as a CSA, you learn cash control, then as a
MOD, you learn how to do cash audits, then as a Store Manager you are required to review
all cash count worksheets, coupons and their reports etc.
ASK
EXPLAIN
7/1/07
What are some other examples of known to the unknown? Discuss the participants responses.
Personal Examples and Experiences
Trainers should always utilize personal examples and experiences to help illustrate the
training topic or points that need to be enhanced during the training. Rely on the
experiences of the trainee to further develop and build on their experience-base during the
training process.
Guided Discovery
This guides the trainee to the reference material where they can find the answer. As their
mentor, questions will get asked by the trainee, after assuming responsibility for their
store. Guided discovery is one of the best techniques to continue the trainees
development.
By asking the trainee where they believe they can find the answer or reminding the trainee,
When you were in training, where did we locate the answer to that question? You will
train your former trainee to use their resources and not always use you as a crutch.
This also ensures that the trainer does not always give a quick answer to any question the
trainee inquires about. Granted, there may be times when a Store Manager needs a quick
answer because they have a customer in front of them.
Enabling Store Managers by providing quick answers encourages dependence on you and
does not develop their learning.
Learnable Moments:
Are defined as those times when, during the normal course of business, opportunities arise
where training can occur. This type of training allows you to train on topics and apply
information when it is actually occurring in the Store. Learnable Moments create
opportunities that would otherwise need to be trained through role playing.
As topics are taught during Learnable Moment opportunities, further training will still need
to occur to complete the training. All of the phases of the Training Method must be covered
in-full regardless of when or how the show and tell steps are taught.
Known to the Unknown:
The trainer takes a task or topic a trainee already knows and understands, and builds upon
or expands that information to include the new information to be trained on.
Personal Examples and Experiences:
Trainers should always utilize personal examples and experiences to help illustrate the
training topic or points that need to be enhanced during the training. Rely on the
experiences of the trainee to further develop and build on their experience-base during the
training process.
Your Notes:
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
7/1/07

SAY
EXPLAIN
Lets talk about things to look for while you are training your trainee. There are some
tell-tell signs if your trainee is connected and engaged during his or her training. Body
language and facial expressions can often help you determine if the trainee understands
what is being trained.
Body Language
Look for things such as arms crossed, hands on hips, hand scratching his or her head,
etc.
Facial Expressions
Look for confused, bewildered, frustrated, or other facial expressions that may lead them
to believe that the trainee does not comprehend the training topic or policy.
ASK
What are some techniques you could use if you recognized body language or facial
expressions that expressed boredom? Frustration? Tiredness?
Discuss participant
responses.
Look for: ask the trainee if he or she understands what they are being taught
ask questions based on material already covered
SAY
Remember that not all body language or facial expressions can give you a 100%
accurate assessment of every situation.
SAY
Things to Do While Training

There are 2 subtle things that you can do as a trainer. These 2 little tricks are very
effective.
Inspect what you expect
Check the items that were done during the Practice phase and during discussion
in the Review/Mastery phase to ensure that they were completed properly.
Provide feedback and assure 100% accuracy.
EXPLAIN
7/1/07
Recognition strengthens performance

Point out positive aspects during training, as well as areas that need focus and
attention.
Reinforce areas of strength for the trainee and provide motivation to continue
peak performance.
Provide recognition that is simple, honest, sincere, positive, personal, specific, &
constructive.

Body language and facial expressions can often help you determine if the trainee understands
what is being trained.
Body Language:
Look for:
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
Facial Expressions:
Look for:
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
Remember not all body language or facial expressions can give you a 100% accurate
assessment of every situation.
Inspect what you expect:
Check the items that were done during the Practice phase and during discussion in the
Review/Mastery phase to ensure that they were completed properly.
Provide feedback and assure 100% accuracy.
Recognition strengthens performance:
Point out positive aspects during training, as well as areas that need focus and attention.
Reinforce areas of strength for the trainee and provide motivation to continue peak
performance.
Provide recognition that is simple, honest, sincere, positive, personal, specific, &
constructive.
7/1/07
SAY
Lets now talk about what can go wrong during a training session. We all know that no
matter how organized we are; things can always go wrong.
SAY
A TSM must know how to react to possible training complications.

Have the participants list various complications and discuss how different complications
can affect their training. (If the District Managers are present, they can provide training
complications during the role-plays to see how the trainees will handle them.)
Have the participants complete the chart in their workbook. Below are some examples.
Environmental/Non-preventable
Severe Weather
Power Outage
Customer Disputes
Shoplifting or Robbery
Computer Crash
ACTIVITY
Trainee
Trainee Unprepared With Materials
Refusing to Learn New Information
Personal or interruptive phone calls
Late for the Shift
Death in the Family
Sickness
Trainer
Scheduling or Staffing Incorrectly
Missing Training Materials
Interruptions from Staff Members
Not Reading Body Language/Facial Expressions Properly
Late for a Shift
Sick or Death in the Family
Personal or Interruptive Phone Calls
DISCUSS
7/1/07
Pick 1 situation from each category and discuss a plan to handle each situation.
Training Complications
Environmental/Non-preventable Complications
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
Trainee Complications
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
Trainer Complications
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
Trainers Tip: As with anything, training complications may happen. Be prepared and have a
plan to deal with those complications.
7/1/07
EXPLAIN
Role Play Exercises
Assign a topic to role play
Give everyone time to prepare their materials for the first role-play, encourage them to
create documents or use their imagination during the role-play
During the role plays, each participant will be paired with another participant. One will play
the role of trainer, the other, the trainee. (If there is an odd number of participants, make
one group of three) Begin the role play, making certain that all of the Training Method
phases are represented.
Note to the Facilitator It is important that you are free to move from group to group to
observe and take notes. If there is only one participant, then of course, you will participate in the
role play, otherwise, move back and forth between the groups, listening, observing and taking notes
for the critique phase.
DISCUSS
Role Play Discussion & Review:
Once each participant has had an opportunity to role play, bring the group together for a
round-table discussion.
Begin questioning each participant, concerning their observations. Address one role play
group at a time, questioning first, the trainee and then the trainer. Use the questions
on the following page.
After their comments, add your own thoughts, observations, and recommendations.
Continue to the next group in the same manner, until all have been able to share their
thoughts and observations
PREPARE
Before beginning the second role play:
Allow each participant to assemble their materials and adjust their training plans. (Some
participants may decide to modify their original training plan based on the previous role
play critique.)
Rotate the participants so that they will not be in the same group. This will allow for
different perspectives and allow each participant to observe differing styles of training
techniques.
After this set of role-plays is completed, perform another role play critique. Continue with
this process until you are satisfied with the performance level of each participant.
ACTION
During the third role play:
Create a few training complications to observe how each trainer handles the situation.
Implement this discreetly so the trainer is unaware of what is coming and observe
techniques and styles. Simply asking the trainee to act bored, impatient or some other
body language is appropriate. Participants can go overboard, if allowed.
Use the role play critique to discuss how each handled the training complication.
ASK &
REVIEW
Role Play Review

Ask the participants the following questions and discuss their responses.
What is your comfort level with the Training Method? How is it now, compared to before
the role plays?
What styles or techniques did you observe during the role plays that you plan to implement
in your own Store?
Is there any part of the Training Method you are not comfortable with or are unsure of?
7/1/07
TSM Tra
ain-the-Traiiner
Facilitator & Participan
nt Guide
Le
et the
e Role Pla
ays Be
egin::
For each role play, be

b prepare
ed to explaiin/demons
strate:
All steps of pre
eparation forr both the tra
ainer and tra
ainee for this training to
opic.
Wh
hat will be sh
hown and exxplained and
d what will be
b read for th
his training topic?
t
Wh
hat order will the show//tell and re
ead steps ta
ake place for this trainin
ng topic?
Wh
hat are the big
picture items that should

s
be ad
dded to this training topic?
How will the trainee practicce this trainiing topic?
How will the
e trainer determine
d
the retentio
on of this training to
opic utilizin
ng the
Revview/Masterry phase?
NOTE:
As the role
e plays prog
gress, you should
s
feel free
f
to use props,
p
in lie
eu of actual training too
ols that
you have in your Sto
ores. It wiill be important during the role plays to visu
ualize, as clo
ose as
possible, the
t
real-life training sittuation and each phase
e of the Tra
aining Meth
hod is represented
during the
e role play.
7/1/07
Partticipant Pag
ge - 34
Role Play Discussion & Review
Trainee Questions:
z
z
z
z
Were all of the Training Method phases/steps used?

What are some of the things you liked most about
how you were taught?
Did you adopt any of the training methods you
observed during the 1 st role play for your role?
If this had been an actual training situation, would you
have known all you needed to know about this
subject?
Any recommendations for improvement?
Any other observations?
Trainer Questions:
7/1/07
Which phases/steps of the Training Method was

most challenging to you? Why?
Give an example of how you overcame any
training complications during the role play.
How well did you follow your training plan? Did
you make any adjustments?
What will you do differently next time?
Trainee Questions:
z
z
z
z
Were all of the Training Method phases/steps used?

What are some of the things you liked most about
how you were taught?
Did you adopt any of the training methods you
observed during the 1 st role play for your role?
If this had been an actual training situation, would you
have known all you needed to know about this
subject?
Any recommendations for improvement?
Any other observations?
Trainer Questions:
7/1/07
Which phases/steps of the Training Method was

most challenging to you? Why?
Give an example of how you overcame any
training complications during the role play.
How well did you follow your training plan? Did
you make any adjustments?
What will you do differently next time?
REVIEW
REVIEW
REVIEW
REVIEW
REVIEW
REVIEW
REVIEW
7/1/07
Briefly review each topic to refresh the trainees memory.

TSM Program:
Quickly review this topic and ask the participants if they understand the program.
Answer any questions regarding the TSM program.
TSM Responsibilities:
Ask the participants to identify the responsibilities of the Training Store Manager.
Ask them if they have any additional questions regarding the responsibilities of
the TSM position before they accept these responsibilities.
Store Level Training Program:
Quickly review this topic and how to use the Store Level Training Program.
Answer any questions regarding the Store Level Training Program.
Training Method:
Quickly review the Training Method. Ask the participants if they feel that they
understand the process and answer any questions regarding the Training Method.
Training Tips & Best Practices:
Review the importance of incorporating Training Tips & Best Practices into the
training sessions to achieve the best possible training experience.
Training Complications:
Ask the participants if they understand how to overcome the various training
complications discussed in the training.
Program Review:
TSM Program Review Notes:
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
TSM Responsibilities Review Notes:
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Store Level Training Program Review Notes:
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Training Method Review Notes:
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Training Tips & Best Practices Review Notes:
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Training Complications Review Notes:
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
7/1/07
FREQUENTLY ASKED QUESTIONS:
Q. How do I handle a situation where the trainee will not pay attention?
A. Try different ways to convince the trainee to pay attention to the material. If this continues
to be a problem, you will need to discuss the problem with the new Store Managers District
Manager.
Q. What do I do if the new Store Manager is not Store Manager material?
A. Have examples to back up your opinion. This information should be gathered over a course
of a few days. Each night whatever incidents cause concern should be mentioned to the District
Manager when reporting the nightly training information. Voice your concerns to the District
Manager if nothing changes within a few days and document all of it on your daily and weekly
summaries.
Q. Can I let the new Store Manager stay and work in the Store after training is done for the day
to practice if he or she wishes to do so?
A. As long as the new Store Manager is on salary it wont be a problem as long as it is
approved by the District Manager. If the new Store Manager is still an hourly Associate, this may
cause problems.
Q. How do I handle it if the new Store Manager cant seem to show up on time?
A. Explain to the new Store Manager how important it is to be on time. If he or she continues
to be late you will need to report the problem to the District Manager.
DISCUSS
Q. What do I do if the new Store Manager doesnt seem to understand what Im trying to tell
him or her?
A. Remember that not everyone learns the same way that you do. If you need to, ask the
trainee how he or she best learns, and try to follow that method to try and explain the topic to
the Associate. If the new A. Store Manager still cant grasp the information you may need to ask
another TSM or your District Manager for some helpful suggestions.
Q. What do I do if the new Store Manager wont follow company policies?
A. Discuss the matter with the District Manager.
Q. How do I make training interesting for the trainee without wasting training time?
A. A large part of making the training interesting for the Associate is to talk to them like any
other person. Make the training more like a conversation than a lecture. Ask the trainee for
feedback and dont be afraid to joke around every once in awhile. Just make sure not to get off
of the subject completely and waste training time.
Q. Is it possible to give a new trainee too much information during the course of the training?
A. It is not possible to give anyone too much information. Anything that the trainee wants to
learn about his or her job should be explained to him or her.
Q. How much time will it take to train a new Store Manager?
A. This will depend on the Store Manager. Everyone learns at a different pace.
Q. How do I cover my Store while I am spending time with the new trainee?
A. There should be another Associate there while you are working with a new trainee. This will
allow you to be free to utilize all training opportunities without being bogged down with the
typical day to day activities.
7/1/07
FREQUENTLY ASKED QUESTIONS:
Q. How do I handle a situation where the trainee will not pay attention?
A. Try different ways to convince the trainee to pay attention to the material. If this continues to be a
problem, you will need to discuss the problem with the new Store Managers District Manager.
Q. What do I do if the new Store Manager is not Store Manager material?
A. Have examples to back up your opinion. This information should be gathered over a course of a few
days. Each night whatever incidents cause concern should be mentioned to the District Manager when
reporting the nightly training information. Voice your concerns to the District Manager if nothing changes
within a few days and document all of it on your daily and weekly summaries.
Q. Can I let the new Store Manager stay and work in the Store after training is done for the day to practice
if he or she wishes to do so?
A. As long as the new Store Manager is on salary it wont be a problem as long as it is approved by the
District Manager. If the new Store Manager is still an hourly Associate, this may cause problems.
Q. How do I handle it if the new Store Manager cant seem to show up on time?
A. Explain to the new Store Manager how important it is to be on time. If he or she continues to be late
you will need to report the problem to the District Manager.
Q. What do I do if the new Store Manager doesnt seem to understand what Im trying to tell him or her?
A. Remember that not everyone learns the same way that you do. If you need to, ask the trainee how he or
she best learns, and try to follow that method to try and explain the topic to the Associate. If the new A.
Store Manager still cant grasp the information you may need to ask another TSM or your District Manager
for some helpful suggestions.
Q. What do I do if the new Store Manager wont follow company policies?
A. Discuss the matter with the District Manager.
Q. How do I make training interesting for the trainee without wasting training time?
A. A large part of making the training interesting for the Associate is to talk to them like any other person.
Make the training more like a conversation than a lecture. Ask the trainee for feedback and dont be afraid
to joke around every once in awhile. Just make sure not to get off of the subject completely and waste
training time.
Q. Is it possible to give a new trainee too much information during the course of the training?
A. It is not possible to give anyone too much information. Anything that the trainee wants to learn about
his or her job should be explained to him or her.
Q. How much time will it take to train a new Store Manager?
A. This will depend on the Store Manager. Everyone learns at a different pace.
Q. How do I cover my Store while I am spending time with the new trainee?
A. There should be another Associate there while you are working with a new trainee. This will allow you to
be free to utilize all training opportunities without being bogged down with the typical day to day activities.
7/1/07
Q. How do I work breaks and lunch into the day of training?

A. Plan out the day ahead of time and work them in to the day when it is best to break during
the topic. This will allow the training to flow more smoothly.
Q. If I have questions on the program, who do I contact?
A. You will contact your District Manager or a Training Manager.
Q. Will I only be working with new Store Managers?
A. No. You will also be utilized by your District Manager to help with District meetings and
training existing Store Managers in the District on new programs. You may also be asked by
your District Manager to train an existing Store Manager on an area that he or she is having
difficulty with.
Q. How often will I be training a new Manager?
A. This will depend. Some Districts will require you to train on a consistent basis due to a high
turnover rate. In some Districts you may not train new managers as much as you will be helping
existing managers with new information.
Q. How do I keep my District Manager informed of the training week?
A. You will voicemail the new Store Managers District Manager nightly.
necessary to cover is listed in the TSM program.
The information
Q. How do I charge training hours for a new Store Manager?"

A. All aspects dealing with the charging of training hours should be discussed with your District
Manager.
DISCUSS
Q. How do I answer a question when a new Store Manager calls to ask questions?
A. Remember that the new Store Manager needs you to be friendly and courteous. However,
you are helping them more by referring them to their references instead of just giving them the
answer to their questions. This enables them to help themselves in times that they cannot reach
someone else. It also prevents the new Store Manager from using you as an answer board
instead of a method of support.
Q. Is it my responsibility to watch for things such as attitude, willingness to work, abilities, and
potential?
A. All of this is important information that the District Manager would need to know whether
there is a problem in one of these areas or the Associate shows a tendency to excel in one of
these areas.
Q. Can the new Store Manager have an S security code so that he or she can complete the
functions in the computer that require an S security code?
A. No. You will have to enter your code each time the S security clearance is required. If you
feel that the new Store Manager knows your password, make sure to change it immediately.
Q. Can I train more than one manager at a time?
A. Yes. However, you should not train more than is manageable. The very maximum trained at
once should be three, and that is if they are all starting at the same time. This will probably
also increase the length of time training as it will take longer to complete each topic.
Q. How do I work my days off during the week when I am training a new Store Manager?
A. Your days off should be worked out with your District Manager. If you are going to have to
take days off that vary from the regular days that you are allowed to take off, your District
Manager may have to e-mail an approval to be attached to the schedule.
Q. Do I have to travel and train?
A. Occasionally you may need to travel throughout the District.
7/1/07
Q. How do I work breaks and lunch into the day of training?
A. Plan out the day ahead of time and work them in to the day when it is best to break during the topic.
This will allow the training to flow more smoothly.
Q. If I have questions on the program, who do I contact?
A. You will contact your District Manager or a Training Manager.
Q. Will I only be working with new Store Managers?
A. No. You will also be utilized by your District Manager to help with District meetings and training existing
Store Managers in the District on new programs. You may also be asked by your District Manager to train
an existing Store Manager on an area that he or she is having difficulty with.
Q. How often will I be training a new Manager?
A. This will depend. Some Districts will require you to train on a consistent basis due to a high turnover
rate. In some Districts you may not train new managers as much as you will be helping existing managers
with new information.
Q. How do I keep my District Manager informed of the training week?
A. You will voicemail the new Store Managers District Manager nightly. The information necessary to cover
is listed in the TSM program.
Q. How do I charge training hours for a new Store Manager?"
A. All aspects dealing with the charging of training hours should be discussed with your District Manager.
Q. How do I answer a question when a new Store Manager calls to ask questions?
A. Remember that the new Store Manager needs you to be friendly and courteous. However, you are
helping them more by referring them to their references instead of just giving them the answer to their
questions. This enables them to help themselves in times that they cannot reach someone else. It also
prevents the new Store Manager from using you as an answer board instead of a method of support.
Q. Is it my responsibility to watch for things such as attitude, willingness to work, abilities, and potential?
A. All of this is important information that the District Manager would need to know whether there is a
problem in one of these areas or the Associate shows a tendency to excel in one of these areas.
Q. Can the new Store Manager have an S security code so that he or she can complete the functions in
the computer that require an S security code?
A. No. You will have to enter your code each time the S security clearance is required. If you feel that the
new Store Manager knows your password, make sure to change it immediately.
Q. Can I train more than one manager at a time?
A. Yes. However, you should not train more than is manageable. The very maximum trained at once
should be three, and that is if they are all starting at the same time. This will probably also increase the
length of time training as it will take longer to complete each topic.
Q. How do I work my days off during the week when I am training a new Store Manager?
A. Your days off should be worked out with your District Manager. If you are going to have to take days off
that vary from the regular days that you are allowed to take off, your District Manager may have to e-mail
an approval to be attached to the schedule.
Q. Do I have to travel and train?
A. Occasionally you may need to travel throughout the District.
7/1/07
Training Department Role

SAY
Provides Ongoing Support:

In addition to the District Manager, the Training Manager will remain a resource to use
for questions or suggestions.
SAY
Provides Ongoing Training:

The Training Manager will ensure that TSMs are continually trained to provide new
training techniques, skills, and knowledge required to ensure the integrity and ongoing
success of the program.
EXPLAIN
Follow-Up with Training Store Managers:

The Training Manager will provide ongoing follow-up with TSMs to ensure
everything is going according to plan and to answer any questions or concerns
that may require attention.
Follow-up will typically be either a phone call or through an In-Store-Visit.
Each TSM may be visited periodically during his or her training sessions to
assess and provide constructive feedback.
SAY
Give the group the Zones Training Manger Contact information:

Name: ______________________________________
Office Number: _______________________________
Voice Mail Number: ____________________________
E-mail address: _______________________________
SAY
Give the group the Region Training District Manager Contact information:
Name: ______________________________________
Office Number: _______________________________
Voice Mail Number: ____________________________
E-mail address: _______________________________
7/1/07
TSM Tra
ain-the-Traiiner
Facilitator & Participan
nt Guide
Zones Training
T
Manger Con
ntact inforrmation:
Name: __
__________
__________
_________
__________
__
Office Number: ____
__________
_________
__________
__
__________
__________
__
Voice Maiil Number: _________
E-mail address: ____
_________
__________
__________
__
Region Training
T
District
D
Manger Conttact inform
mation:
Name: __
__________
__________
_________
__________
__
Office Number: ____
__________
_________
__________
__
Voice Maiil Number: _________
__________
__________
__
E-mail address: ____
_________
__________
__________
__
Provides
s Ongoing Support:
In addition to the
t District Manager, th
he Training Manager
M
will remain a resource
r
to use
u for
que
estions or su
uggestions.
Provides
s Ongoing Training:
The
e Training Manager
M
will ensure thatt TSMs are continually
c
trrained to pro
ovide new training
tecchniques, skills, and kno
owledge required to enssure the inte
egrity and ongoing
o
succcess of
the
e program.
Follow-U
Up with Trraining Sto
ore Manag
gers:
The
e Training Manager
M
will provide on
ngoing follow
w-up with TSMs
T
to ensure everyth
hing is
goiing accordin
ng to plan and to ansswer any questions
q
orr concerns that may require
r
atte
ention.
Follow-up will typically
t
be either
e
a pho
one call or th
hrough an In
n-Store-Visit..
Eacch TSM may
y be visited
d periodicallyy during hiss or her tra
aining sessio
ons to assesss and
pro
ovide constru
uctive feedb
back.
7/1/07
Partticipant Pag
ge - 39
PROGRAM FEEDBACK FORM

INSTRUCTIONS:
This form is to be completed at the conclusion of any training program you have delivered that, you feel,
requires revision, enhancement, updating, etc. The purpose of collecting this information is to ensure a
continuing focus of program delivery and content improvements. Please email to Larissa Works with a copy
to Molly Fertitta.
1.
Facilitator Name:
2.
Program Trained:
TSM Train-the-Trainer Certification Program
Other (Specify):
3.
# of Attendees:
Specify # If over 20:
4.
Rate the effectiveness of the materials associated with this Program.

(1 = Not at All, 2 = Effective, 3 = Very Effective)
4a.
5.
If your rating was 1, provide specific details of ineffective materials and

your suggestions for improvement.
Rate the effectiveness of the activities/exercises associated with this Program.

5a.
If your rating was 1, provide specific details of ineffective activities/exercises and

your suggestions for improvement.
6.
Rate how effective you believe your delivery and instruction was in teaching this Program.
7.
Your suggestions to improve the overall delivery and content of this Program.
8.
Your questions about this Program, and/or additional resources you require to assist in
preparation and instruction?
7/1/07
Meeting/Program Title: TSM Train-The-Trainer Certification
Date(s):____________________________
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and content. In addition, please provide any comments and suggestions you may have. All responses are anonymous.
Before we begin, what do you expect to get out of this training session?
A.______________________________________________________________________________
B.______________________________________________________________________________
C.______________________________________________________________________________
Now that you have attended this training session, please answer the following questions.
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How likely are you to apply what you have learned?
How satisfied were you with the delivery skills of the Facilitator?
How satisfied were you with the Facilitators knowledge and confidence
of the meeting materials?
How satisfied were you with the presentation of the content in a clear
and understandable format?
How satisfied were you with the quality of the role play exercises used
(if applicable) to enhance your understanding of content?
What did you like most about this training session? (Consider materials, audio/video, flow, exercises, facilities, etc.)
What improvements should be made? (Consider materials, audio/video, flow, exercises, facilities, etc.)
7/1/07

TSM TTT Fac Par Guide - 07-2

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TSM Train-the-Trainer

Facilitator & Participant Guide

Training Store Manager

Training You to Teach Others

FACILITATOR & PARTICIPANT GUIDE

Welcome to the Training Store Manager

Facilitator Pages Table of Contents

Explain the following:

Why are you here?

Explain and practice the Training Method

TSM Selection Criteria

Personalize your presentation:

TSM Selection Criteria:

Maintaining program integrity means that:

Leader of Company Standards

Allow the participants to

Being the leader of Company Standards means that you:

Maintain the Store as close to 100% of standards, as possible.

Maintain a fully trained staff at all times.

Understand and promote all Company promotions.

Keep Knowledge Current

Attending training meetings

Roles & Responsibilities

Use the Training Method

Being flexible in your training includes:

Use the Training Method:

Scheduling Best Practices:

Keep the District Manager informed

Personalize your presentation:

Keep the District Manager informed:

Nightly Training Summary

The summaries should be voice-mailed, documented and filed in TSM binder

Weekly Training summary

Personalize your presentation:

Maintain a Bench Plan

Personalize your presentation:

Store Level Bench Plan

Revenue Group: _______

Dept: Department number

Maintain Program Integrity

Review of Role and Responsibilities

Test your Knowledge Rules:

To make the testing fun:

TEST YOUR KNOWLEDGE

TSM QUESTION EXERCISE

to the nearest weekly

recorded times reflect actual

to the nearest weekly

recorded times reflect actual

C. 120 days (for both answers)

Store Level Training Guides

MeGA LINK Testing

Store Level Training Program

Store Level Training Guides

Store Level Training Guides Available

A Training Module is:

Concept behind the Training Method:

How does the Training Method Work?

There are 4 phases to the Training Method we use.

Personalize your presentation:

Concept behind the Training Method

How does the Training Method work?