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Vacancy Details

Branch Manager - Kylemore | Dublin (Kylemore) | Scotland and Ireland
 
More Information:

Driving Sales & Margin Performance:

  • Motivate and coach the Branch ‘Service Supervisor’ to deliver market leading service, outstanding presentational standards and continuously improved sales performance.
  • Take the lead in resolving all customer complaints
  • Keep accounts all OFF STOP to avoid compromising sales by having strong administration processes in place
  • Manage outstanding cash to ZERO it is the sign of underlying issues
  • Manage Cash Banking Discrepancies to a Zero balance  

Stock Control:

Coach and support the General Assistant Team to deliver daily task sheets correctly in particular:

  • Daily stock counts driven by demand
  • Random checks of all returned lines, high risk items and our key movers to keep our stock accuracy above 98% many achieve high 99s
  • All stock correctly located
  • Credits always processed on the same day wherever practicable
  • Warranty / Surcharges / Damages all managed daily
  • Ensure effective morning routines are in place and all inbound stock away by 11am latest

Fleet Management:

  • Ensure all associated fleet systems are fully understood and utilised in Branch daily to maximum effect (e.g. Telematics, Roadhawk, Mobile Eye)
  • Constantly review and challenge fleet performance to deliver improved drop and run ratios to maximise effectiveness for customers (minimum 12 runs / 36 drops for bikers & 8 runs / 24 drops for vans)?
  • Arrange / conduct vehicle spot checks for damage, abuse and general cleanliness they advertise our ‘brand’!
  • Produce business case(s) for any additional fleet required to support sales & profit growth

Improving Customer Connectivity & Relationships:

  • Engage the team to understand delivery of excellent customer service will lead to sustainable Branch performance therefore customers are our number one priority
  • Deal with customer complaints and turn them into ECP advocates
  • Coach all colleagues to portray a positive image of ECP and do not blame other branches / departments but seek to find solutions and avoid damaging the ‘ECP Brand’

Leadership Behaviour:

  • Step up and lead the team in all aspects during the absence of the General Manager
  • Coach and demonstrate and align the team to ECP ‘leadership values’
  • Work to clear leadership principles:
  • Set SMART clear stretching goals
  • Communicate clearly, concisely  & constantly
  •  Build trust (do what you say)
  • Hold people to account
  • Recognition of good performance (be specific)
  • Demonstrate fairness and consistency when leading at all time and act as a role model and behavioural moderator
  • Drive improved colleague engagement through the Service Supervisor and General Assistants to generate improved customer connectivity and service

Team Development:

  • Review and record progress of all new starters at 4, 8 & 12 weeks, create any remedial plans to get back on track
  • Ensure full induction training and support for all new starters.
  • Review ECP academy courses and ensure these are being completed within appropriate timescales challenge and resolve any issues with timescales
  • Identify one behavioural improvement that would enhance performance for each colleague and agree timescales and measures to move forwards, include this in every performance review

Communication:

  • Act as the focal point for cross sales/ operations communications ensuring service is never compromised
  • Hold structured team briefing across all Branch employees outlining key objectives and measures daily
  • Keep a diary log with successes and challenges to refer to for learning moving forwards in particular around Bank Holiday staffing, key peak periods etc.

Succession Planning / Recruitment:

  • Identify successors for each role within the Branch and any competency gaps to be improved with a clear action plan in place individually
  • Set in place a clear multi skilling program that gives the flexibility required for self- sufficiency.
  • Identify true talent and flag to the ‘Regional Succession Plan’
  • Recruit people for outstanding attitude, strong work ethic and flexibility
  • Support the recruitment process by respond quickly and hitting all deadlines provided

Planning & Organising:

  • Take the GM plans and turn them into deliverable actions that maximise Branch profitability
  • Ensure there is a robust staffing plan in place every day with contingency for unforeseen challenges

HASAW / Security / Staff Welfare & HR:

  • Ensure HASAW notice board fully updated and correct
  • Walk the complete Branch daily and correct any HASAW issues
  • Identify any shortfalls in equipment and resolve via Internal Purchasing / Phil Taylor
  • Ensure robust processes are in place to maintain colleague facilities to a high standard every day
  • Ensure the requisite number of searches and checks are completed in line with Company Policy

Cost Control:

  • Act like an owner challenge all costs
  • Examine the P&L and establish a cost saving plan as a contingency
  • Coach team to understand the relationship between sales, cost management to maximise profitability

 Performance Management:

  • Agree colleague performance levels monthly with the GM put plans in place as necessary
  • Review colleague performance monthly all ‘Amber Downs’ go straight to PIP with SMART objectives
  • Recognise positive performance especially in relation to customer service and publicly acknowledge to demonstrate service importance throughout the team

 

Work Hours:

40 hours per week Monday to Friday between 8am – 6pm & Alternate Saturdays from 8am - 4pm