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DIVISION OF RESPONSIBILITIES (DOR)

It takes a team to drive results. Each member of the team plays an important role offering his/her expertise, passion,
performance and follow through. While Reitmans has provided tools in the past to help encourage delegating tasks and
roles, we have not created and implemented the “Reitmans-way” of leading teams. This new approach will be valuable
all year long. It will be particularly helpful in peak when time, tasks and need for results are multiplied.

Upon reviewing our key tasks and responsibilities within the store, we believe there are 3 major work streams
(that support driving top line sales and segment success). They are: People; Product & Process.

We have created 3 roles that can be shared amongst the leadership team where each member of the team is
empowered, an expert and a specialist in an area of responsibility. Let’s talk about some of the benefits of a DOR
(Division of Responsibility):

It encourages the Store Manager to lead (people) rather than manage (tasks)
It creates an environment of development. Where roles, responsibilities and deliverables are delegated
and owned by individuals.
DORs can help create pride, ownership and collaboration between the leadership team.
Calendars, events and set ups can be divided amongst the DORs and each person can share the responsibility
and deliverables around flawless execution.

By default, the Store Manager would assume responsibility for PEOPLE.

REASON /

• Store Manager is ultimately accountable for the team.

• Store Manager can best influence results by selecting team members who can deliver the right behaviours and results.
• Store Manager will stay connected to all employees from recruitment through development.
• Store Manager can balance responsibility for people with other Store Manager accountabilities such as sales,
payroll management, KPIs, team segment success, win @ peak and overall store operations.

The roles of PROCESS and PRODUCT are delegated amongst the remaining leadership team members.
When selecting who should be delegated what, here are some considerations….

In peak times DORs should be given to people based on skills and abilities. Peak is a time to perform a DOR,
not learn a DOR.
In non-peak times DORs can be rearranged to provide people an opportunity to develop and learn
(to get ready for peak times)
Both DORs require different skills and abilities.

PROCESS requires someone with a strong understanding of replenishment, throughput (transition moment),
policies, procedures and process. It requires someone who is detailed, logical and rational.

PRODUCT requires someone outgoing, strong and someone who likes to lead large groups (floor sets,
peak days). It requires someone who likes visual, who can think conceptually and someone who likes to look
at the store through a customer’s lens.

Each Assistant Manager and Team Lead/Key Holder should rotate through different DORs so they can gain
a deep understanding of all aspects of a store.

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