Department Head: The Director's Right Hand
18 March 2008
Read by 2147 persons
It's difficult for a director to manage twenty department heads in a hypermarket alone. To help with this task, an intermediate level is necessary: department heads. The Leclerc case.
They are mainly present in hypermarkets, where the large number of department heads makes it difficult for the director to manage them alone. They are the department heads, who supervise several departments. Their mission is very similar to that of supermarket directors: to make the most of their teams and their tools to develop sales and the economic performance of their sector. But the department head must be closer to the field and especially the products. Their external responsibilities (local authorities, etc.) being limited, they have more time than a director to focus on commercial and marketing policy. They are in charge of deciding on the reorganization of a department, supervising stock management, supplies, and organizing upcoming commercial events.
Depending on their level of autonomy, they can even negotiate some purchases directly. This is particularly the case with independent stores. "At the beginning of the year, I personally meet our suppliers to define the year's product listings," explains Marylou Bourel at the Leclerc store in Plérin (Côtes d'Armor). In Leclerc stores, not everything is centralized, far from it." In departments with more services than elsewhere, department heads retain a freedom that their integrated colleagues certainly envy, whose role sometimes amounts to checking the presence in the department of the assortment recommended by the central office. With independent stores, it is therefore easier to coordinate purchases and strengthen the consistency of the assortments of the different departments. Provided, of course, that they have negotiation skills and product knowledge. For example, if the goal is to offer a wide range of products, the department head can directly ensure that all departments follow the same policy. It is also they who provide the guiding principle to their teams. In Plérin, for example, management clearly emphasizes aggressive pricing with a stated goal: to be one of the least expensive stores in France, like the Leclerc store in Lanester (56). With an index of 95.5 at Opus, the store still needs to gain 1.2 points to achieve this feat. This is a goal that department heads must relay.
Guarantor of the Mindset
Each weekly meeting provides an opportunity to review the promotions and prices of the competition in detail. Every week, teams go to check the prices at the points of sale in their trading area. Similarly, promotional schedules (periods defined in advance with suppliers, during which sale prices decrease) are carefully scrutinized. As guarantor of the spirit that prevails in the fresh produce department, Marylou Bourel must provide the impetus and keep motivation intact over time. The dissemination of price indices every two weeks provides a most useful tool. And once a year, the setting of objectives, on which bonuses depend, remains the ideal time to set things straight when necessary. To succeed, the department head must be able to create a good team spirit while remaining attentive to the specific needs of each individual.
Developing Their Team
One of their missions is to assess the professional and human skills of their employees in order to decide on any training actions to be taken to develop their team.
When staffing needs arise, they handle recruitment, in agreement with management, assisted or not by the department head. And when planning leave, the department head ensures that it does not hinder the smooth running of the departments. In short, a powerful coordinator who must also set an example. How can you demand rigor and business sense from your team if you lack these qualities? In Plérin, Marylou Bourel, for example, was able to rely on her commercial talent and professionalism to assert herself. In twelve years, she managed to boost the turnover of the fishmonger's until it reached almost 5% of the store's sales excluding fuel. A true sea enthusiast, she even set up the Amiral de Bretagne program, which guarantees the ultra-freshness of the fish sold. This fish comes from artisanal fishing or small coastal boats, is prepared the same day, shipped within 24 hours of landing at the port, and sold within 48 hours of delivery. These achievements certainly inspire admiration among colleagues.
In this respect, the ideal candidate for the position of department head is undoubtedly the department head. Beginners very rarely access this type of position. More than a matter of skills, the recruitment of an experienced department head is a guarantee of maturity. With a few years of experience, it becomes easier to take a step back. A good department head must be able to lift their head and look at their departments every day through the eyes of the customer. "Every morning, the ritual is immutable," Marylou Bourel jokes, "I check the departments for which I am responsible one after the other. Staging, product quality, compliance with regulations, everything is thoroughly checked."
After proving their abilities, the manager can then move on to the responsibility of a larger sector or the management of a point of sale. Unless they prefer an orientation towards the central office.
Posted on March 18, 2008
Linéaires
They are mainly present in hypermarkets, where the large number of department heads makes it difficult for the director to manage them alone. They are the department heads, who supervise several departments. Their mission is very similar to that of supermarket directors: to make the most of their teams and their tools to develop sales and the economic performance of their sector. But the department head must be closer to the field and especially the products. Their external responsibilities (local authorities, etc.) being limited, they have more time than a director to focus on commercial and marketing policy. They are in charge of deciding on the reorganization of a department, supervising stock management, supplies, and organizing upcoming commercial events.
Depending on their level of autonomy, they can even negotiate some purchases directly. This is particularly the case with independent stores. "At the beginning of the year, I personally meet our suppliers to define the year's product listings," explains Marylou Bourel at the Leclerc store in Plérin (Côtes d'Armor). In Leclerc stores, not everything is centralized, far from it." In departments with more services than elsewhere, department heads retain a freedom that their integrated colleagues certainly envy, whose role sometimes amounts to checking the presence in the department of the assortment recommended by the central office. With independent stores, it is therefore easier to coordinate purchases and strengthen the consistency of the assortments of the different departments. Provided, of course, that they have negotiation skills and product knowledge. For example, if the goal is to offer a wide range of products, the department head can directly ensure that all departments follow the same policy. It is also they who provide the guiding principle to their teams. In Plérin, for example, management clearly emphasizes aggressive pricing with a stated goal: to be one of the least expensive stores in France, like the Leclerc store in Lanester (56). With an index of 95.5 at Opus, the store still needs to gain 1.2 points to achieve this feat. This is a goal that department heads must relay.
Guarantor of the Mindset
Each weekly meeting provides an opportunity to review the promotions and prices of the competition in detail. Every week, teams go to check the prices at the points of sale in their trading area. Similarly, promotional schedules (periods defined in advance with suppliers, during which sale prices decrease) are carefully scrutinized. As guarantor of the spirit that prevails in the fresh produce department, Marylou Bourel must provide the impetus and keep motivation intact over time. The dissemination of price indices every two weeks provides a most useful tool. And once a year, the setting of objectives, on which bonuses depend, remains the ideal time to set things straight when necessary. To succeed, the department head must be able to create a good team spirit while remaining attentive to the specific needs of each individual.
Developing Their Team
One of their missions is to assess the professional and human skills of their employees in order to decide on any training actions to be taken to develop their team.
When staffing needs arise, they handle recruitment, in agreement with management, assisted or not by the department head. And when planning leave, the department head ensures that it does not hinder the smooth running of the departments. In short, a powerful coordinator who must also set an example. How can you demand rigor and business sense from your team if you lack these qualities? In Plérin, Marylou Bourel, for example, was able to rely on her commercial talent and professionalism to assert herself. In twelve years, she managed to boost the turnover of the fishmonger's until it reached almost 5% of the store's sales excluding fuel. A true sea enthusiast, she even set up the Amiral de Bretagne program, which guarantees the ultra-freshness of the fish sold. This fish comes from artisanal fishing or small coastal boats, is prepared the same day, shipped within 24 hours of landing at the port, and sold within 48 hours of delivery. These achievements certainly inspire admiration among colleagues.
In this respect, the ideal candidate for the position of department head is undoubtedly the department head. Beginners very rarely access this type of position. More than a matter of skills, the recruitment of an experienced department head is a guarantee of maturity. With a few years of experience, it becomes easier to take a step back. A good department head must be able to lift their head and look at their departments every day through the eyes of the customer. "Every morning, the ritual is immutable," Marylou Bourel jokes, "I check the departments for which I am responsible one after the other. Staging, product quality, compliance with regulations, everything is thoroughly checked."
After proving their abilities, the manager can then move on to the responsibility of a larger sector or the management of a point of sale. Unless they prefer an orientation towards the central office.
Posted on March 18, 2008
Linéaires
