LPC Prep - Course 1 Questions and Answers
A DLPM that was hired more than six months ago is struggling with the audit process and has been involved in several conflicts with store managers over his approach and the audit results. While you have discussed these issues with the DLPM, it has not refl...
LPC Prep - Course 1 Questions and
Answers
A DLPM that was hired more than six months ago is struggling with the audit process
and has been involved in several conflicts with store managers over his approach and
the audit results. While you have discussed these issues with the DLPM, it has not
reflected in his performance. Today you were notified by a Regional Operations
Manager that the DLPM received yet another complaint from a store manager. What
action should be taken?
• Terminate the DLPM. He clearly doesn't get it and you should cut your losses.
• Have a final conversation with the employee to inform him that if he doesn't improve,
he will be terminated.
• Elevate your response to a written corrective counseling session to begin the process
to terminate the employee.
• Elevate your response to a written corrective counseling session to further attempt to
improve his performance. - answer Elevate your response to a written corrective
counseling session to further attempt to improve his performance.
A District Loss Prevention Manager that works for you has shown strong potential, and
has just informed you that he wishes to work with you on an action plan to become a
Regional Loss Prevention Manger. What steps should you take to support his request?
• Working with the DLPM, develop a plan that reinforces his strengths and helps him to
improve upon his developmental needs.
• Tell him that based on his performance he doesn't need a plan and just needs to stay
focused on his current career path.
• Tell him that while you agree he should develop an action plan, his career is ultimately
his responsibility and he should develop it on his own.
• Action plans are intended to support those that have performance concerns and are
not intended to restrict high potential employees - answer Working with the DLPM,
develop a plan that reinforces his strengths and helps him to improve upon his
developmental needs.
Your best Loss Prevention Manager approaches you stating that she wants to consider
pursuing opportunities in the company's Information Technology (IT) department, which
is the field where she has a college degree. While you recognize that she has the
knowledge, skills, and capability to be successful in the IT department, you firmly
believe that she has the potential to grow and advance as a loss prevention
professional, and see her as your next DLPM. What next steps should you take?
• Explain to her that while she's wasting her true talents, you will let her look at positions
in the IT department if that's what she wants.
,• Reinforce her skills as an LP professional, but also offer your support and help her to
develop a plan to pursue a career in Information Technology.
• Tell her that you'll keep her posted when IT opportunities become available, but only if
she agrees to look at LP opportunities as well.
• Reinf - answer Reinforce her skills as an LP professional, but also offer your
support and help her to develop a plan to pursue a career in Information Technology.
When receiving her annual performance review, your top performing Loss Prevention
Manager is surprised to learn she has exceeded your expectations. During the review
she is told that she has been considered among the top LPMs in the company for most
of the year, and received a letter of commendation from the Regional Operations
Manager 6 months ago. She is given a nice raise, and is informed that she is on the
short list for potential promotion. Would this be considered a successful performance
appraisal?
• Yes because she received the praise that she deserved for her performance over the
past year and the appropriate documentation of her accomplishments.
• Yes because she was happy with her review, her raise, and the potential for a
promotion that can take her career to another level.
• No because based on her performance over the past year she should have been
promoted to a higher position at the time of the perfo - answer No because the
results of the review were a surprise. She should have known that she was exceeding
expectations and told of the letter 6 months ago.
Prior to opening a new store location in San Antonio, Texas, your company requests
that you participate in a task force that will help to identify the character and diversity of
the area so that the business plan, our products, our approaches and our employee
base reflect the unique character of the new market. The process of developing a plan
based on these key demographic factors is known as a:
• Succession Plan
• Situational Approach
• Cultural Assessment
• Market Evaluation - answer Cultural Assessment
While interviewing a candidate for a potential position, you've determined that this
particular candidate would make a strong addition to your team and is the person that
you would like to hire to fill your opening. While you still have the candidate's full
attention, what is the next step that you should take?
• Ask the candidate for additional verification that they have given you accurate salary
information for that you can move towards the offer.
• Ask the candidate to give you three additional reasons why you should hire them to
make sure they really want the job.
• Take the opportunity to further recruit the candidate and provide reasons why this
would be a good career move for them.
, • Verify that the candidate doesn't have any personal issues that would interfere with
their long term commitment to the job. - answer Take the opportunity to further
recruit the candidate and provide reasons why this would be a good career move for
them.
During your performance review, your supervisor tells you that you are being
considered for promotion. However, prior to being promoted he requires that you
evaluate and rank your current team members so that a replacement can be identified
to fill your position when promoted. Since you already have a succession management
plan that ranks your current bench strength, this would simply involve accessing your
most recent:
As we look to evaluate loss prevention operations in a particular store, the store's shrink
numbers and audit results are two commonly referenced variables that are used to track
performance and productivity. Store A has 1.4% shrink and a 95% audit score. Store B
has a 2.1% shrink and an 83% audit score. When used to evaluate store performance,
these variables would be considered:
A Regional Operations manager that you travel with on a regular basis often provides
you with advice and guidance in reference to approaching the management teams in
the stores, sales plans, and other business initiatives related to store business. Would
this person be considered a mentor?
• Yes because he is providing additional information and support regarding an area of
the business that helps you improve as a professional.
• Yes because his knowledge of the business side of retail is much stronger than your
current knowledge of the business operations.
• No because he is not providing you with information that will help you develop your
skills as a loss prevention professional.
• No because he would be considered a peer in the field and not a supervisor that can
help you develop professionally. - answer Yes because he is providing additional
information and support regarding an area of the business that helps you improve as a
professional.
Following a long and arduous search to fill a District Loss Prevention Manager position,
you have narrowed the field to three potential candidates based on their resumes.
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