Each asterix have to have a follow up date. Summary: ·**Common threads seen through tours: o Poor schedules, no quality in the store or market scheduling reviews, lack of succession plans, no people meetings, plans that are provided haven’t solved for the root cause. o Foundation broken and PLs do not have routines in place (causing issues like too many CP reqs) o Time is being spent on tasks that don’t help fix the big picture **Store specific feedback: o High qty of associates w/o schedules. Store15 had 26 associates; common issue o Team associates didn’t know they were getting a raise with our recent announcements (Store 90) o No Q2 talent review took place (Store 90) o Too many coach openings and stores couldn’t speak to plans to close the gaps. Huge priority for you. o SM development-team should have aligned Robert with a sponsor long ago. Has been identified, but we have to make new leader development a refreshed priority · Missing foundations I need to see in the market: ***Detailed planning § Staffing plans by role for each store. These can be written by the PL or POL. Non-negotiable § Plans need to be specific and have a return on the investment. § Plans must solve for the root cause of the issue. (i.e. why we have to continue to clean up attendance points, exits, training, etc.) **Follow up what does it look like § Stores need to know how they win, and what does progress look like within the plan § Who exactly will follow up and to what frequency o What’s the footprint of the MHRM/what does the MHRM stand for in the marketHumanResourcesplan.docx