— Independently executes assigned daily
operational tasks to On's standard
without supervision, ensuring accuracy
and efficiency.
— Proactively identifies and resolves minor
operational issues (e.g., a simple POS
error) before they impact customers.
— Acts as a reliable resource for new
advisors, answering their questions
about standard procedures and policies.
— Select one core operational procedure
(e.g., morning opening, night closing, or
POS cashiering) that you will master to
an exceptional degree, ensuring its
accuracy and efficiency.
— During your shift, independently execute
this chosen task, paying meticulous
attention to every detail and ensuring
100% adherence to On's standards
without supervision.
— Offer a quick, informal "micro-coaching"
moment to a Store Advisor who is
present, by explaining the "why" behind a
specific step or demonstrating an
efficient technique within that
procedure.
— Identify a recurring minor operational
issue (e.g., a common POS error, a
frequently misplaced item, an inefficient
workflow step) that you observe during
your shift.
— Take the initiative to resolve it
independently and swiftly using available
resources or your deep understanding of
procedures, aiming to address it before it
impacts customers.
— Briefly document the issue, your
resolution process, and any insights
gained. Share this learning during a team
huddle or with a relevant colleague.
— Before your shift, mentally review one
key operational policy or procedure (e.g.,
return and exchange guidelines, warranty
procedures, or fitting room standards).
— Throughout your shift, make yourself
visibly approachable and available for
Store Advisors who might have
questions about standard procedures.
— When a question arises, provide a clear,
concise, and accurate answer, guiding
them to the correct procedure or policy,
and, if appropriate, follow up with a quick
demonstration or refer them to an SOP.
Daily Operations
Mastering Your Role: Senior Store Advisor
Brand &
Culture
— Actively promotes and contributes to the
store culture.
— Supports the on-boarding and
integration of new team members.
— Identify one of On's five spirits and
prepare a brief (5-10 minute) informal
sharing session on it.
— Relate the chosen spirit to a recent
successful customer interaction or team
achievement, demonstrating how
actively embodying it contributes to a
positive store culture.
— Throughout your shift, visibly practice
the behaviors associated with that spirit,
and offer specific, constructive feedback
to teammates on how they can further
integrate it into their daily actions.
— Volunteer to be the dedicated "go-to"
person for a new Store Advisor beyond
their formal onboarding, offering informal
support and guidance during their first
few weeks.
— Initiate brief, informal check-ins (e.g., 5
minutes daily) to answer questions about
store culture, team dynamics, and
practical tips not covered in formal
training, fostering their comfort and
sense of belonging.
— Introduce the new hire to other team
members and key stakeholders,
facilitating their integration into the
team..
— Observe a specific cultural aspect in the
store (e.g., team communication,
feedback exchange, celebration of wins).
— Formulate constructive feedback to the
team or store leadership on how to
further enhance this aspect of the store
culture.
— Propose a concrete, actionable
suggestion to improve the observed
cultural element.
Stock Management
— Independently manages all stockroom
tasks, ensuring product flows efficiently
from delivery to the sales floor.
— Proactively monitors stock levels on the
floor and in the back to prevent "out of
stock" situations on key items.
— Can investigate and identify the source
of common stock errors and correct
them.
— Take full ownership of a specific
incoming delivery for a particular product
category, from initial receiving to its final
placement on the sales floor.
— Independently manage all associated
stockroom tasks such as accurate
counting, ticketing, and organizing
products in the stockroom according to
company warehouse standards, ensuring
efficient product flow to the sales floor.
— Identify and implement one minor
process improvement within this stock
flow (e.g., a better labeling system for a
specific bin, a more efficient staging area
for replenishment) and document its
impact on overall efficiency and product
availability on the sales floor.
— Identify 3-5 best-selling or key
promotional items in your store before
your shift starts.
— Throughout your shift, monitor the stock
levels of these key items on the sales
floor and in the back.
— Take the initiative to replenish these
items to prevent "out of stock" situations
and ensure popular sizes are readily
available.
— When a stock discrepancy or common
inventory error occurs (e.g., an item is
misplaced, an incorrect transfer is
noted, or a count is off), volunteer to
investigate the source of the error.
— Use a structured approach to analyze
the problem, checking transaction
history, receiving logs, and physically
verifying stock.
— Provide 1-on-1 coaching to team
members on the correct procedure that
prevents this specific error.
Heading 4
— Anticipates customer needs during the
sales and after-sales process, to provide
a seamless, premium service experience.
— Demonstrates detailed technical product
knowledge and can clearly articulate the
benefits which match customer needs
and requirements.
— Acts as a role model on the shop floor,
demonstrating to peers how to navigate
varied and dynamic customer
interactions.
— Resolves complex exchanges and after
sales queries.
— Focus on one specific Cloud CX Premium
service standard behavior (e.g., "Lead
with thoughtful questions and active
listening" or "Elevated Try-On Rituals")
that you aim to exemplify.
— During your next 3-5 customer
interactions, consciously and flawlessly
execute this chosen behavior from start
to finish.
— Invite a teammate to discreetly observe
your execution, then ask for feedback.
— Select a complex or newly launched On
product or technology and conduct an in-
depth study of its features, advantages,
and user benefits.
— During customer interactions, practice
anticipating customer needs by
observing their cues and then
consciously link specific technical
product benefits to their unique lifestyle
or preferences, clearly articulating how
the product matches their needs.
— Reflect on customer responses: Did your
explanation resonate? Did you
successfully anticipate a need they
hadn't yet voiced? Adjust your approach
for future interactions to continuously
refine your detailed technical product
knowledge.
— Deeply understand all company return
and exchange procedures and warranty
guidelines, and review less common
scenarios, such as special cases of
returns & exchanges and advanced
product and warranty support.
— When a complex after-sales query arises
on the floor, volunteer to take the lead in
resolving it, rather than simply assisting.
— After successfully resolving the query,
document the issue, your resolution
steps, and any insights gained. Share this
learning during a team huddle or
informally with teammates.
Service Excellence
— Drives the vision for a premium customer
journey within the store, ensuring all
team members are aligned with On’s
standard of service.
— Analyzes customer feedback and
performance metrics to continuously
refine and improve the store experience.
— Monitors after-sales metrics; partners
with stakeholders to inform and help
resolve key trends and themes.
— Reflect on the vision for your store's
premium customer journey, and what it
looks like specifically for your store,
translating the core Cloud CX steps
(Create, Lead, Offer, Unlock, Deepen)
into concrete, observable behaviors that
resonate with your team and your store's
unique context. Share this with your
team.
— Lead regular coaching sessions using the
"Cloud CX Track & Feedback" model.
Commit to coaching and documenting at
least one Advisor and one Lead Advisor
monthly, utilizing "Feedback in the
Moment" for busy periods and "Ask, Tell,
Agree" (ATA) for slower times. Ensure all
team members understand their role in
driving these metrics and are aligned
with On's premium standard of service.
— Dedicate regular time during team
huddles or specific workshops to explain
the "why" behind each Cloud CX step,
linking it to business goals, customer
expectations, and evolving store
realities. Encourage open discussion and
secure team buy-in by highlighting how
these premium behaviors contribute to
both individual performance during peak
periods, showcasing the desired level of
care and expertise.
— Establish a consistent routine for
collecting, compiling, and reviewing both
quantitative data (e.g., NPS/MSP scores,
conversion rates, IPO) and qualitative
insights from customer comments,
online reviews, and direct observations.
Ensure your team actively encourages
customers to provide feedback through
the NPS survey and online review
systems, and educate them on why this
feedback is sought and how it helps
improve the store. Actively listen to
customer feedback on products and
ensure it's compiled for review with
management and merchandise teams.
— Based on your thorough feedback
analysis, convene regular, focused
workshops with your leadership team.
For example, if comments frequently
mention long waiting times at checkout,
brainstorm solutions to streamline POS
procedures. If product knowledge is a
recurring theme, discuss targeted
training interventions.
— Develop concrete action plans with clear
ownership and timelines, ensuring
diverse perspectives are considered,
relevant stakeholders (e.g., product
merchandising, retail operations) are
involved to challenge assumptions and
gather broad input, and performance
metrics are tracked to assess the impact
of these changes. Share successes and
ongoing challenges transparently with
your entire store team during huddles or
meetings.
— Designate a consistent method for
collecting, compiling, and analyzing all
after-sales data from various sources.
This includes returns and exchanges,
warranty claims, and recurring product
issues gleaned from customer feedback,
POS reports, and customer service logs.
Regularly analyze this data (e.g., weekly
or monthly) to identify recurring patterns,
product-specific issues, or common
service pain points.
— Based on the identified after-sales
trends, proactively schedule and lead
regular meetings or communicationchannels with relevant internal
stakeholders. These stakeholders might
include product merchandising, retail
operations, and customer
service/Happiness Delivery (HD). During
these sessions, present the consolidated
after-sales trends with objective data
and specific examples, clearly informing
them of the issues. Then, collaborate to
resolve these themes by discussing
potential root causes and co-creating
actionable solutions or preventative
measures.
— Once solutions are defined with
stakeholders, work with your store team
to implement necessary in-store
preventative measures or process
adjustments. For example, if a product
consistently has a specific defect, you
might refine product education during
the "Offer" stage or improve packaging
rituals at POS. Clearly communicate
these changes and their rationale to your
entire store team, explaining how they
address the identified trends. After
implementation, track relevant metrics to
monitor the impact of these solutions.
Finally, report back to stakeholders and
your team on the effectiveness of the
implemented solutions to close the
feedback loop.
Service Excellence
Mastering Your Role: Store Lead
Brand &
Culture
— Owns a premium in-store culture aligned
with On's global vision.
— Recognises the importance of culture as
a driver of performance.
— Serves as the ultimate ambassador for
our culture within the broader Oniverse
and brings it to life within Store.
— Has a strong awareness of store morale
and engagement levels, knows when
action is required and can build robust
engagement action plans, driven by our
spirits.
— Design a simple, high-visibility program
to consistently recognize team members
who exemplify On's five spirits (e.g., a
"Spirit of the Week" award, a dedicated
notice board, or a weekly shout-out
during huddles).
— Personally lead the recognition during
team meetings, sharing specific
examples of how the recognized team
member brought a spirit to life, fostering
mutual trust and open communication.
— Regularly review team morale through
informal conversations and observations.
Use this awareness to adjust the
program or identify additional actions to
build robust engagement plans.
— Schedule a recurring 15-minute culture
check-in during a weekly team meeting.
Introduce a topic related to one of On's
spirits or a current store challenge (e.g.,
how to embody the feedback culture, or
how resilience helps overcome daily
obstacles).
— Create a safe space for open discussion,
encouraging team members to share
their perspectives and experiences.
Actively listen to gauge morale and
engagement levels, understanding when
action is required to address concerns or
foster a more supportive environment.
— Synthesize key takeaways and
communicate any actionable steps to
continuously refine and bring the On
culture to life within your store.
— Regularly share insights from brand
updates or company communications
that articulate On's global vision and
mission. Translate these into tangible
examples of how your team's daily work
contributes to this larger purpose.
— During daily huddles, encourage team
members to share their own "why" – what
personally connects them to On's vision
and how they feel they serve as an
ambassador for the brand.
— Actively seek feedback on how well the
team understands and connects with the
brand narrative, adjusting your
communication strategy to ensure it
consistently resonates and drives
engagement
— Drives the store's overall commercial
performance and KPI's, creating and
executing plans to maximize selling
opportunities and grow the business.
— Responsibly manages the store's key
resources – the team, the schedule, and
the inventory – to create the best
possible business outcomes.
— Analyzes performance data to
understand what is driving the store's
success and where there are
opportunities to improve.
— At the start of your shift or during a daily
huddle, review the previous day's or
week's key performance indicators (KPIs)
such as conversion rate, average order
value (AOV), or items per order (IPO).
This aligns with your role in analyzing
performance data to understand success
drivers.
— Identify one specific KPI that presents
the biggest opportunity for improvement
for the day or week. Based on this,
collaboratively develop specific,
actionable strategies with your team to
positively impact this KPI. This
demonstrates creating and executing
plans to maximize selling opportunities.
— Ensure the team understands their
individual and collective roles in
executing the plan. During and after the
shift, track progress and debrief with
your team on the effectiveness of the
implemented strategies, similar to how
Lin Xiao uses data-driven decision-
making and rigorously executes plans to
achieve sales targets.
— Identify one existing operational process
in your store that is inefficient, resource-
intensive, or impacting customer
experience or KPIs. This could be related
to fitting room management, back-of-
house (BOH) flow, or cashier operations.
This addresses analyzing data to find
improvement opportunities.
— Engage your Associate Store Lead (ASL)
and key Lead Advisors (LAs) to gather
their input and perspectives on the
current process and potential
improvements. Work with them to
redesign the process to be more efficient
and effective, leveraging their direct
experience and Shan Wu's approach to
improving execution quality and
efficiency through rules and tools.
— Pilot the new process with a small team,
collect feedback, and measure its impact
on key metrics (e.g., reduced waiting
times, improved inventory accuracy,
increased team efficiency). This
showcases your ability to manage key
resources and improve business
outcomes.
— Anticipate an upcoming period of high
traffic, a major product launch, or a
planned store event. Based on historical
data and forecasts, develop a detailed
plan for responsibly managing your key
resources (team members, their
schedules, and specific inventory needs)
to ensure optimal coverage and
productivity. Alphonse Rispoli and
Vivienne Wang both optimized
scheduling based on forecasts and
managed staff efficiently for peak times.
— Identify potential challenges or
unexpected scenarios during this period
(e.g., unexpected staff absence, system
issues, higher-than-anticipated customer
flow) and develop a contingency plan.
This plan should outline alternative
resource deployments, communication
protocols, and decision-making
frameworks to effectively respond to
changes. Gabe Esparza's focus on
proactive decisions to mitigate risks
aligns with this.
— Communicate this plan clearly to your
leadership team and the broader store
team, ensuring everyone understands
their roles and the strategic rationale
behind the resource allocation. Conduct
a post-event review to assess the plan's
effectiveness and refine it for future use.
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Daily Operations
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Community & Customer Engagement
Heading 4
— Is an expert on the current VM guidelines
and ensures they are maintained to the
highest standard throughout the day.
— Independently implements all VM
updates exactly as instructed, requiring
minimal supervision.
— Can explain the "how" and "why" of the
VM standards to new team members.
— Each shift, conduct a comprehensive
micro-audit of a different section of the
sales floor or a key display. This includes
the Magic Wall, apparel fixtures, and
fitting rooms.
— Identify any deviations from the highest
VM standards (e.g., product alignment,
fingerprint-free surfaces, correct sizing
order for footwear, clean and dust-free
fitting rooms) and immediately rectify
them without supervision.
— Note any recurring areas of VM
breakdown and observe if any team
members consistently struggle with a
particular standard, using the data to
inform future coaching opportunities.
— When a new VM update or floor set is
assigned, volunteer to take full
responsibility for its implementation in a
specific zone or on a key fixture, aiming
to execute independently, with minimal
supervision.
— Before execution, thoroughly review the
VM directives and think through the
needs in terms of tools, product, and
time. Plan for how to efficiently integrate
new items while maintaining flow and
order.
— During execution, observe how the new
layout or product presentation impacts
customer flow or interaction. After
implementation, prepare a brief summary
of observed impacts (positive or
negative) and any suggestions for
improvement.
— Choose one key VM standard or ritual
(e.g., "Properly Steamed" apparel,
footwear presentation on the Magic
Wall) that team members might
misunderstand.
— Prepare a brief (5-10 minute) informal,
hands-on session explaining the "how"
(the correct steps) and the "why" (its
impact on customer experience, brand
perception, and sales).
— Deliver this micro-training to a new team
member or a small group of Store
Advisors during a quiet period,
encouraging questions and hands-on
practice.
Visual Merchandising
— Maintains consistent contact with
teammates to ensure alignment, rather
than only reaching out when a problem
arises.
— Adjusts their own work habits to better
support the goals of the broader team.
— Shares relevant updates as they become
available, ensuring teammates don't have
to ask for status reports.
— At the start of your shift, identify 2-3 key
teammates whose tasks or
responsibilities might overlap with yours
or whose progress is relevant to the
overall store flow.
— Initiate a brief, informal check-in with
each teammate (e.g., "How's your zone
looking for stock?", "Are you good with
the current customer flow?") to
proactively gather updates and offer
support.
— If you identify any potential overlaps or
areas where a teammate might need
assistance, consider how you can
support them and extend an offer to
them.
— Identify one piece of relevant information
that becomes available during your shift
(e.g., a new product update, a change in
VM guidance, a key customer trend from
a recent interaction, or a stock level
update).
— Share this update with at least two
teammates who would benefit from
knowing it, without them having to ask.
— Check that they understand the "why",
and encourage any questions to ensure
clarity. If needed, explain the immediate
relevance or potential impact of the
information to their work or the store's
goals.
— Choose a recent interaction or task
where you collaborated with a peer.
Reflect on both their strengths and an
area for development related to the
collaboration.
— Request a brief moment with that
colleague, telling them you’re interested
in a feedback exchange with them about
the recent interaction you identified.
— Have a feedback conversation, focusing
on concrete behaviors and their impact.
Openly receive any feedback they might
have for you, asking clarifying questions
to gain deeper insights.
Collaboration
— Is aware of their strengths and regularly
reflects to identify specific areas where
they can improve.
— Is interested in learning new things and
requests training or resources to improve
at their job.
— Moves beyond just "accepting" feedback
to asking clarifying questions that help
them gain deeper insights.
— At the end of your shift, take 5-10 minutes
to reflect on one specific interaction or
task where you felt either highly
successful or particularly challenged.
— Identify one specific strength you utilized
and one area for improvement that
emerged from that reflection. For the
area of improvement, ask yourself "what
specific mistake did I make?" and "what
concrete corrective action can I take?".
— Formulate a small, actionable step you
will take in your next shift to leverage
that strength or address that area for
improvement, translating reflection into
practice
— Identify one area of knowledge or a skill
gap where you'd like to improve (e.g., a
particular product line, an advanced
operational procedure, or a specific CX
behavior).
— Proactively seek out relevant training
materials or resources (e.g., product
guides, SOPs, online modules) during
quieter moments.
— Formulate 1-2 specific questions about
the topic and ask a more senior or
experienced team member, explicitly
stating your interest in learning more and
requesting additional resources if
available.
— After receiving any feedback from a
manager or peer, immediately select one
part of the feedback that you want to
deeply understand.
— Ask at least one clarifying question that
goes beyond surface-level acceptance
(e.g., "Could you give me a specific
example of when you observed that
behavior?", "What would have been the
ideal behavior in that situation?", "What
impact did that have?").
— Commit to intentionally applying that
feedback in your next relevant interaction
or task, and then reflect on its
effectiveness.
Learning Agility
In-Store Training
— Has deep product knowledge and can
confidently answer tough questions from
both customers and teammates.
— Acts as a trusted "buddy" for new hires,
helping them learn the basics of our
products and service standards.
— Generously shares their knowledge and
experience with the rest of the team.
— Supports facilitation and delivery of
training sessions.
— Select a specific product category or
new launch that you anticipate will
generate "tough questions" from
customers or where teammates might
need more expertise.
— Conduct a deep dive into all available
product materials and brand stories for
this topic, ensuring you can answer
nuanced questions confidently.
— During a team huddle or quiet moment,
initiate an informal Q&A session with
your colleagues. Encourage them to
challenge you with difficult questions,
then provide comprehensive answers
and practical sales tips.
— Volunteer to be the dedicated buddy for
a new team member, proactively offering
support beyond formal training modules.
— Focus on teaching the basics of our
products and service standards through
hands-on practice: for example, guide
them through their first few POS
transactions, help them set up a fitting
room according to standards, or model
how to confidently answer basic brand
questions.
— Provide immediate, constructive
feedback and encouragement, helping
them apply their new skills in real-time
customer interactions.
— Identify an upcoming CX, product, or
selling training session and offer specific
assistance to the trainer: This could
involve preparing materials, setting up
the training space, facilitating a small
group activity, or leading a specific
segment of the training session (e.g.,
demonstrating a try-on ritual).
— During the training, actively participate
by asking clarifying questions and
sharing your own experiences as they
relate to the topic, modeling engagement
for other Store Advisors.
— Anticipates the next logical steps in a
task and begins preparation without
being prompted.
— Persists through simple setbacks and is
frequently able to navigate more
significant obstacles without additional
support.
— Takes responsibility for their own output
and provides regular, honest progress
updates to the team.
— For any assigned task or project,
explicitly define its desired end result
and the next 1-2 logical steps that will
occur as a direct consequence of your
successful completion.
— Mentally map out this "impact chain": For
example, if you are setting up a new
product display, consider: "Completing
this perfectly will attract customer
attention, leading to more try-ons, and
then potential sales." Proactively prepare
for those subsequent steps.
— Share your pre-visualization with a
teammate or Lead Store Advisor,
explaining your thought process and how
it links to the broader store goals. Ask for
feedback or additional impacts to
consider.
— When facing a more significant obstacle
or setback during your shift (e.g., an
unexpected stock shortage for a popular
item, a complex customer complaint, or
an unforeseen system issue), resist
immediately seeking assistance.
— Apply a structured approach to problem-
solving. Ask questions to fully
understand the issue, break down the
available information, and identify the
root cause. Then, brainstorm 2-3
potential solutions or immediate
adjustments.
— Reflect on the process after resolution.
Document the obstacle, the solutions
considered, and the most effective
strategy. Share this learning with your
team to foster group improvement.
— For any task or small project you are
responsible for, proactively establish
clear milestones or check-in points.
— At these predefined points, provide
regular, honest progress updates to your
Lead Store Advisor or relevant
teammates without being prompted. This
includes transparently communicating
any challenges encountered and the
actions being taken to mitigate them.
— If a shared task involves another team
member, establish clear mini-
commitments with them and follow up
respectfully on their progress, modeling
peer accountability.
Results Focus
Problem Solving
— Is effective at analyzing simple data and
is learning to navigate more ambiguous
or contradictory information.
— Applies familiar solutions from past
problems without analyzing the current
situation's uniqueness.
— Seeks input from others, favouring ideas
that confirm their own initial view.
— Identify a common operational problem
or customer concern that you encounter
frequently (e.g., a stock discrepancy, a
sizing issue with a new product, a
customer complaint).
— Before applying your usual solution,
intentionally identify 2-3 specific factors
that make this particular instance unique
or different from previous occurrences.
Ask questions like, "What unique
conditions are present here?" or "What
specific information am I missing?".
— Adjust your proposed solution based on
these unique factors, even if it's a minor
modification, to provide a more tailored
and effective outcome, moving away
from applying familiar solutions.
— After facing a moderately complex
operational challenge or customer issue,
intentionally seek input from at least two
different colleagues (e.g., a Store Advisor
and a Lead Store Advisor).
— Present the problem neutrally, avoiding
leading questions that confirm the action
you took. Encourage them to share their
own ideas or approaches.
— Actively listen to all suggestions,
especially those that differ from yours.
Break down the information from all
inputs and consider which elements
you’d apply to future solutions, to refine
or even change your go-to action.
— Identify a piece of data or a recurring
observation that presents ambiguity or
seems contradictory (e.g., a sales report
showing an unexpected dip for a popular
item, a VM standard that seems difficult
to maintain, or inconsistent customer
feedback on a product).
— Instead of making assumptions,
formulate 2-3 probing questions to
analyze the problem and uncover
potential root causes. These could
involve questioning the data's source,
seeking context, or identifying
influencing factors.
— Proactively seek answers to these
questions (e.g., by asking a Lead Store
Advisor for context, reviewing other
reports, or observing customer behavior
more closely).