Should Target bring back Presentation TL position?

What are your thoughts?
10000% yes. Most stores don't have competent enough team members to own a transition and unfortunately it falls on the TL.

I think a POG TL should handle all transitions, sidecaps and revisions, GM can keep end caps.

If you give the POG TL everything including end caps you can get away with less GM leaders and it wouldn't even have to effect head count.
 
10000% yes. Most stores don't have competent enough team members to own a transition and unfortunately it falls on the TL.

I think a POG TL should handle all transitions, sidecaps and revisions, GM can keep end caps.

If you give the POG TL everything including end caps you can get away with less GM leaders and it wouldn't even have to effect head count.
Don’t forget about food dty and freezer and produce. It seems food revisions always fall on the 15/hr dbo.
 
10000% yes. Most stores don't have competent enough team members to own a transition and unfortunately it falls on the TL.

I think a POG TL should handle all transitions, sidecaps and revisions, GM can keep end caps.

If you give the POG TL everything including end caps you can get away with less GM leaders and it wouldn't even have to effect head count.

I do find it irritating that some GM TL don't take sales planners or revisions seriously and focus too much on the truck. We presentation are always bailing them out when we finish early.
 
Don’t forget about food dty and freezer and produce. It seems food revisions always fall on the 15/hr dbo.

I'm so glad market is for the most part, revisions. I hated setting market 8 years when so much changed. We do help with sales planner once in awhile though.
 
Target should do a lot of things. It should have realistic workload goals; invest in the team it already has with increased payroll, consistent hours, and again, realistic workload. I love how after the Price Change Debacle Corporate’s solution is, “designate some people and figure it out.” THAT IS WHY THE DEBACLE HAPPENED.
 
Target should do a lot of things. It should have realistic workload goals; invest in the team it already has with increased payroll, consistent hours, and again, realistic workload. I love how after the Price Change Debacle Corporate’s solution is, “designate some people and figure it out.” THAT IS WHY THE DEBACLE HAPPENED.
^This 100%! And speaking of the Price Change Debacle, my local store still has incorrect price labels up. Just last week I noticed several were posted at $7.99 for $9.99 items, and I doubt thats a unique situation. Spot really needs a fully staffed Price Change TL and team. Guess they figure those fat fines are cheaper then doing things right and expending some payroll.🙄
 
10000% yes. Most stores don't have competent enough team members to own a transition and unfortunately it falls on the TL.

I think a POG TL should handle all transitions, sidecaps and revisions, GM can keep end caps.

If you give the POG TL everything including end caps you can get away with less GM leaders and it wouldn't even have to effect head count.
I agree with all except have tl keep sidecaps. Since the tl can decide to put up or take down, fill the home loc and throw away.
 
Better choice would be to have a GM ETL be in charge of transition planning and then delegating salesplans and sidecaps out to someone.

Create a revision captain and have that person own revisions.

The GM ETL would then plan and coordinate major transition events, and then execute them either early morning or overnight depending with an appropriately sized group of team members.

This eliminates the need to carry a pog team while simultaneously allowing you to only use the strongest performers for your transition event. It's an everyone wins scenario.

I know this is a highly successful strategy because I did it in a high volume store for years, only difference being I was a TL and my ETL was a moron so I had to do his job as well.
 
Better choice would be to have a GM ETL be in charge of transition planning and then delegating salesplans and sidecaps out to someone.

Create a revision captain and have that person own revisions.

The GM ETL would then plan and coordinate major transition events, and then execute them either early morning or overnight depending with an appropriately sized group of team members.

This eliminates the need to carry a pog team while simultaneously allowing you to only use the strongest performers for your transition event. It's an everyone wins scenario.

I know this is a highly successful strategy because I did it in a high volume store for years, only difference being I was a TL and my ETL was a moron so I had to do his job as well.

This only works if the GM ETL knows how to plan correctly and most don't. People think its just throwing people into aisles and making sure hours match up, but there's more to it.
 
This only works if the GM ETL knows how to plan correctly and most don't. People think its just throwing people into aisles and making sure hours match up, but there's more to it.

So much this!! My TL plans out the week for Plano based on workload hours for each pog and how many hours are scheduled for that day. I almost never follow her plan exactly, sometimes I start that way and then just veer off to what I know will work better for us or what transition freight needs to be cleared from receiving or what fixtures/ISM are in the way or who I have setting or if an aisle is empty or.....well, point made, lol.

The people who can plan best are often the ones doing the actual work.
 
So much this!! My TL plans out the week for Plano based on workload hours for each pog and how many hours are scheduled for that day. I almost never follow her plan exactly, sometimes I start that way and then just veer off to what I know will work better for us or what transition freight needs to be cleared from receiving or what fixtures/ISM are in the way or who I have setting or if an aisle is empty or.....well, point made, lol.

The people who can plan best are often the ones doing the actual work.

Ok I'll add a few things they do wrong at times...

- Having 4 people set in the same aisle/valley when store is open. This won't matter much in less foot traffic areas, but when it's cosmetics or HBA with narrow aisles, it feels so crowded to a point I start getting anxious with guest coming in and out. TMs working behind me like NO. This slows us down.
- Not knowing actual hours takes to set. Sometimes HQ gives too much hours or much less.
- Not considering how products are moving between POGs or aisles. They like to just go in order of aisles...
 
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This only works if the GM ETL knows how to plan correctly and most don't. People think its just throwing people into aisles and making sure hours match up, but there's more to it.
Yeah this is why I had to do it.

Along with writing like 80% of the store schedule because 80% of our ETLs were grossly incompetent and couldn't manage doing things like writing schedules or planning transitions properly.
 
I think that the only thing that works for modernization is specific team members assigned to push a certain Uboat or Flat. It is much easier for accountability and follow up.

what's that? :rolleyes:
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I can't remember the last time we had four people set in the same aisle..... Probably a Seasonal set 5 years ago...
 
I also heard that they want the truck pushed and back stocked by 8am. Which seems almost impossible at this point. How in the hell is that the expectation? All hours will be spent in the morning with a skeleton crew from 8- close.
 
I also heard that they want the truck pushed and back stocked by 8am. Which seems almost impossible at this point. How in the hell is that the expectation? All hours will be spent in the morning with a skeleton crew from 8- close.

Lol. Our unload didn't get done until 930 this morning. It was only a 1200 piece truck, but inbounds had to clear a ahit ton of vehicles to unload it as our closers have decided to pull at night but just stage most of them. Metrics before process seems to be my store's current motto.
 
So much this!! My TL plans out the week for Plano based on workload hours for each pog and how many hours are scheduled for that day. I almost never follow her plan exactly, sometimes I start that way and then just veer off to what I know will work better for us or what transition freight needs to be cleared from receiving or what fixtures/ISM are in the way or who I have setting or if an aisle is empty or.....well, point made, lol.

The people who can plan best are often the ones doing the actual work.
I roughly plan out transition workload for the week since we've reinstated a POG team. I have a designated POG captain who is in the meeting with me, our ETL and the team lead over the department we're setting next week. We go over grids and the adjacency/pogs to be set and roughly draft it out that way. I pay attention to POG hours a little but for the most part we just look at if/what aisles are flipping, major changes and I generally assume any aisles that have a lot of small fiddly product will take more time than the POG suggests (toothbrushes, wet cat food) and bigger items take less time (car seats for this week for example). It's very much a rough draft though and ends up changing throughout the week depending on what loose ends need to get tied off from previous days. Recently their biggest setback has been large amount of discontinued and clearance product that we have nowhere to put. They've been able to finish early most weeks though and will set a few salesplanners/revisions or start on the next week's workload towards the end of the week. They're all experienced setters for the most part and were part of the old school pricing/plano team though so they're also good at knowing what all they can get done in a shift. My POG captain is our old signing specialist so he typically makes sure all the ISM is out on the last day of the set.
 
I also heard that they want the truck pushed and back stocked by 8am. Which seems almost impossible at this point. How in the hell is that the expectation? All hours will be spent in the morning with a skeleton crew from 8- close.

That my dear is “back to the good ole days“ !

Were you around 5 years ago when we had a TRUCK/FLOW team ? HUGE team - started at 2 am - unload and push - went home.
problem was: a lot less tm on the floor to help guests during open hours
Biggest benefit: we did NOT have the mess of Uboats/flats/pallets/boxes on the floor in guests way all day like we do now!
 
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