Store Manager
We are looking for a Store Manager to run the daily operations of a retail location: the sales team, inventory, product displays and cash close. The goal is a store that serves customers well and meets its sales targets.
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Responsibilities
Schedule shifts and assign tasks to the store team, and make sure the floor is covered during peak hours.
Hire, train and evaluate sales floor and cashier staff, and follow up on their performance.
Track the store's sales goals, review daily results and propose actions to improve them.
Manage inventory: receiving merchandise, restocking, counts and shrink.
Oversee visual merchandising and product displays in line with brand guidelines and current promotions.
Oversee register opening and closing, cash reconciliation and cash deposits.
Handle customer complaints the staff could not resolve and keep the quality of floor service high.
Follow and enforce safety, loss prevention and store maintenance standards.
Requirements
Previous retail experience, preferably as a supervisor, assistant manager or key holder.
Experience leading sales teams and building schedules.
Ability to read sales, inventory and turnover reports and make decisions from them.
Knowledge of register procedures, cash reconciliation and loss prevention.
Availability for retail hours, including weekends and peak shopping periods.
If you like leading a team on the sales floor and keeping a store running well every day, we'd like to meet you.
Interview Questions
Tell me how you got your store to hit a sales goal that looked hard.
Look for concrete actions with the team (product focus, displays, daily follow-up) and how progress was measured, without taking all the credit.
Two people on your shift call out with no notice on a busy day. What do you do?
Look for reassigning tasks, covering key positions, prioritizing customers and the register, and later reviewing how to prevent a repeat.
During an inventory count you find a large discrepancy on a high-value item. How do you proceed?
Look for checking receipts, sales and returns, recounting, documenting the finding and following loss-prevention procedure without accusing anyone without evidence.
A top-selling associate treats coworkers badly. What do you do?
Look for a direct conversation with specific examples, clear expectations on conduct and follow-up, without ignoring the problem because of their sales numbers.
A brand promotion arrives and there isn't time to set everything up before opening. How do you handle it?
Look for prioritizing what affects customers most (prices, signage, key products), clear task assignments and a check of the result before or soon after opening.
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