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  1. Surveys
  2. 2008
  3. May
  4. C
  5. Cross-Functional Role Clarification Survey
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Welcome to The Children's Place Cross-Functional Role Clarification Survey. In this survey, you will be asked a number of questions about your position, department area and organization.


The survey only takes about 30 minutes to complete, and your immediate response is requested.


Although you will be asked to identify your department and position level, you will not be asked for your name, as we are only interested in feedback at the department level. Your responses will be completely confidential.


The survey must be completed by end of day Friday, May 9th.


Please click Continue to begin the survey.
 
 
 
* Please select your department area:
 
 
 
* Please select the division you support:
 
 
 
* Please select the product category you support:
 
 
 
* Please select your current level:
 
 
For each statement below, please tell us how much you agree or disagree with each statement.
Strongly disagree Disagree No Opinion Agree Strongly Agree
* My department makes decisions in a timely manner
* I have received the necessary training to be effective in my role
* When a decision is made, my department acts in ways that demonstrate our commitment and support
* Decision outcomes are clearly communicated to my department
* I am satisfied with the time I spend on strategic/conceptual responsibilities
* My department adheres to the calendar timeline
* My cross-functional peers adhere to the calendar timeline
* Our department meetings are effective and productive
* Our cross-functional meetings are effective and productive
* The senior leadership team is aligned on key decisions
Strongly disagree Disagree No Opinion Agree Strongly Agree
* I have a clear understanding of our product strategies
* I have a clear understanding of our inventory strategies
* I have a clear understanding of our pricing strategies
* My opinions on the business are sought and encouraged
* I have the tools and resources I need to effectively do my job
* The product departments work well together
* My manager promotes a positive work environment
* I have a clear understanding of my department's responsibilities
* I have a clear understanding of each cross-functional department's responsibilities
* My manager sets realistic workload expectations
* I perceive that the tasks I am asked to perform are adding value to the business
 
 
For the following list of activities please rate your department's current level of participation based on the "RACI" scale. You may check multiple boxes for each activity.

If you feel your department does not participate in that activity, please check "Does not apply"

The following are definitions:


Responsible...."R"...."The Doer"
The "doer" is the department who actually completes the task. The "doer" is responsible for action/implementation. Responsibility can be shared. The degree of responsibility is determined by the department with the "A".


Accountable...."A"...."Final Decision Maker"
The final decision maker is the department who is ultimately answerable for the activity or decision. This includes "yes" or "no" authority and veto power. Only one "A" can be assigned to an activity.


Consult...."C"...."In the Loop"
The consult role is department (typically subject matter experts) to be consulted prior to a final decision or action. This is a predetermined need for two-way communication. Input from the designated department is required.


Inform...."I"...."Keep in the Picture"
This is the department who needs to be informed after a decision or action is taken They may be required to take action as a result of the outcome. It is a one-way communication.

Please check all that apply


Pre-Season (includes high level activities up to floorset)

Responsible Accountable Consult Inform Does not apply
* Pack Sizes / Size Curves / Min Buys
* Design Presentation
* Line Assortment/Presentation (includes boards)
* Circle Backs
* Initial Cost Estimates
* Buy / Assortment Plans
* Spec Conversion (tech packs)
* Line Planner
* Line Pass
* Receipt Timing / Flow Guidelines
Responsible Accountable Consult Inform Does not apply
* Order Placement / Buying Trip - Asia
* Product/Fit Approval & Pre-Production Sampling
* Post Placement / Final Costing
* Retail Meeting
* Line Review
* In-store Marketing & Visual
* PO Splits
* Order Management
* Vendor Communications
* Delivery Tracking
Responsible Accountable Consult Inform Does not apply
* Store Assortment Plans (Initial Allocation)
* Top 10 Seasonal Product Review
* Floorset Walkthru
* Research (trend, competitive shopping)
* Concept Meeting
* Roadmap
* Floorset Strategy / Timing
* Design/Re-Designs & Create Product (color, textile, art, dolls)
* Design / Create On Product Branding (labels,hang tags)
* Prototype Development / Sampling (including specs)
* Financial Targets & CAP
 

In-Season Management (includes high level activities from floorset to end of season)

Responsible Accountable Consult Inform Does not apply
* Re-forecasting of Sales & Inventory
* Replenishment
* Balance Store Inventories
* Monday Reporting / Analysis
* Markdowns
* Price / POS System Management
* Cross Functional Team Meetings
* Final Allocation (push strategies)
* Transfers
* Grade Rules & Block Patterns
Responsible Accountable Consult Inform Does not apply
* Size Curve Analysis
* Product Evaluations & QA Collaboration
* Style / Attribute Maintenance
* System Implementation & Support
* User Support (training, issue resolution)
* Ad Hoc Reporting
 

Post-Season Management (Includes high level activities after season has ended)

Responsible Accountable Consult Inform Does not apply
* Best / Worst Sellers Meeting
* EOS re-caps
 
 
Now, for those same activities, please rate what you believe is the right level of participation for your department. You only need to fill out for those activities you would like to change.

If you believe the current participation rate is the right level, please leave the activity blank.


The following are definitions:


Responsible...."R"...."The Doer"
The "doer" is the department who actually completes the task. The "doer" is responsible for action/implementation. Responsibility can be shared. The degree of responsibility is determined by the department with the "A".


Accountable...."A"...."Final Decision Maker"
The final decision maker is the department who is ultimately answerable for the activity or decision. This includes "yes" or "no" authority and veto power. Only one "A" can be assigned to an activity.


Consult...."C"...."In the Loop"
The consult role is department (typically subject matter experts) to be consulted prior to a final decision or action. This is a predetermined need for two-way communication. Input from the designated department is required.


Inform...."I"...."Keep in the Picture"
This is the department who needs to be informed after a decision or action is taken They may be required to take action as a result of the outcome. It is a one-way communication.

Please check all that apply


Pre-Season (includes high level activities up to floorset)

Responsible Accountable Consult Inform
Research (trend, competitive shopping)
Concept Meeting
Roadmap
Floorset Strategy / Timing
Design/Re-Designs & Create Product (color, textile, art, dolls)
Design / Create On Product Branding (labels,hang tags)
Prototype Development / Sampling (including specs)
Financial Targets & CAP
Pack Sizes / Size Curves / Min Buys
Design Presentation
Responsible Accountable Consult Inform
Line Assortment/Presentation (includes boards)
Circle Backs
Initial Cost Estimates
Buy / Assortment Plans
Spec Conversion (tech packs)
Line Planner
Style / Attributing
Line Pass
Receipt Timing / Flow Guidelines
Order Placement / Buying Trip - Asia
Responsible Accountable Consult Inform
Product/Fit Approval & Pre-Production Sampling
Post Placement / Final Costing
Retail Meeting
Line Review
In-store Marketing & Visual
PO Splits
Order Management
Vendor Communications
Delivery Tracking
Store Assortment Plans (Initial Allocation)
Top 10 Seasonal Product Review
Floorset Walkthru
 

In-Season Management (includes high level activities from floorset to end of season)

Responsible Accountable Consult Inform
Re-forecasting of Sales & Inventory
Replenishment
Balance Store Inventories
Monday Reporting / Analysis
Markdowns
Price / POS System Management
Cross Functional Team Meetings
Final Allocation (push strategies)
Transfers
Grade Rules & Block Patterns
Responsible Accountable Consult Inform
Size Curve Analysis
Product Evaluations & QA Collaboration
Style / Attribute Maintenance
System Implementation & Support
User Support (training, issue resolution)
Ad Hoc Reporting
 

Post-Season Management (Includes high level activities after season has ended)

Responsible Accountable Consult Inform
Best / Worst Sellers Meeting
EOS re-caps
 
 
 
From the following list of reports, please indicate which you currently receive.


Please check all that apply

 
Actualized Style / Color / Size sales by week (Quarterly)
 
Actualized Style Plans by week (Quarterly)
 
Allocation Assortment Min / Max Plans
 
Back Feed Error Report
 
Bottom Sellers Report
 
Business Review
 
Category and Season Code Review (Quarterly)
 
Category Review (Weekly)
 
Control Sheet
 
Cost to Convert
 
Daily Sales by Sub Season
 
Daily Sales Flash
 
DC Receiving Schedule
 
DC Receiving Schedule (In Transit Container)
 
DCX
 
Diagnostics (Quarterly)
 
Diagnostics (Target Setting and Assortment Plan Recap)
 
Divisional Financial Summary (Target Setting and Assortment Plan Recap)
 
Divisional Key Topics Roll (Weekly)
 
Divisional Performance by Store (Quarterly)
 
Divisional Performance Slides (Weekly)
 
ECOM Weekly Sales
 
Estimated Markdown Dollar Report
 
Exec Deck
 
Fairshare Reviews
 
Group Code Style Report
 
Initial / Flow Direction (Target Setting and Assortment Plan Recap)
 
Inventory Highlights
 
Master and Sub Season Code Review (Weekly)
 
Mid Week Selling Report
 
Minimum Buy Sheets (Target Setting and Assortment Plan Recap)
 
Misc Agent Runner Reports
 
Misc DC Reports
 
Misc Placenet Reports
 
Misc Smartinfo Reports
 
New Store Opening
 
On Order Exception Reporting
 
On Order MU and Projected Receipts
 
Open Order Report
 
Outlet Daily Sales
 
PO Split Documentation
 
Price Change Request
 
Product Flow Document (Target Setting and Assortment Plan Recap)
 
Quarterly IMU
 
Regional Daily Sales
 
Related Selling Report
 
Reserve Stock Report
 
Retail Price Variance Report
 
Returns Department
 
Review Store Status (store level detail)
 
Seasonal Selling by Store Type (Weekly)
 
Selling by Sub Season
 
Shipment Status Report
 
Size Reports
 
Size Selling (Quarterly)
 
Sizing and Packing recaps (Target Setting and Assortment Plan Recap)
 
Store Counts by Volume and Climate (Target Setting and Assortment Plan Recap)
 
Store Grade Plan reports
 
Store Ops UPSF
 
Style Actual Cost Report
 
Style Plan Weekly Actuals vs. Plan (Weekly)
 
Style Report (US and Outlets)
 
Style Reserve Stock Summary (Weekly)
 
Style Selling by Store Type (Weekly)
 
Testing
 
Top Sellers Report
 
Top Ten Summary
 
Top Ten Summary (Quarterly)
 
Total Company Denim Recap (Weekly)
 
Total Company Key Topics Roll (Weekly)
 
US Reserve Stock Summary (Weekly)
 
Vendor Agent Tracking Report
 
Weekly Allocation Notes (Weekly)
 
Weekly Gross Margin
 
Weekly Sales Report TCP
 
Weekly Style Plans (Target Setting and Assortment Plan Recap)
 
Weekly Window Recap (Quarterly)
 
WOS

 
 
Please rate the following reports on how often you use them with "1" being not at all and "5" being extremely often.
 
 
Now please rate the following reports on the level of value you believe they offer with "1" being no value at all and "5" being extremely valuable.
 
 
 
Are there any additional reports that would be beneficial to receive to make you more effective in your job?
   
 
 
 
How strongly do you agree or disagree with the following statement?

I would recommend The Children's Place as a good place to work

 
Strongly Disagree
 
Disagree
 
No Opinion
 
Agree
 
Strongly Agree
 
 
 
How satisfied are you in your current role?
 
Not satisfied at all
 
Not Satisfied
 
Neutral
 
Satisfied
 
Extremely Satisfied
 
 
 
What would need to change or be done differently in order for your level of satisfaction on your role to improve?
   
 
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