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Scenario 1: An associate who started four months ago requested to be a team trainer. Before becoming a team trainer, an associate must have at least six months of experience and demonstrate the necessary skills. \begin{tabular}{l|c} Highly \\ Effective \end{tabular} $\begin{array}{c}\text { Moderately } \\ \text { Effective } \\ \text { Effective }\end{array}$
Scenario 1: An associate who started four months ago requested to be a team trainer. Before becoming a team trainer, an associate must have at least six months of experience and demonstrate the necessary skills. \begin{tabular}{l|c} Highly & Ineffective \\ $\begin{array}{c}\text { Slightly } \\ \text { Effective } \\ \text { Effective }\end{array}$ & $\begin{array}{c}\text { Moderately } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Remind the associate of the eligibility requirements and tell them to talk with you in a } \\ \text { couple of months if they are still interested. }\end{array}$ & $\bigcirc$ \\ \hline \end{tabular}
Scenario 1: An associate who started four months ago requested to be a team trainer. Before becoming a team trainer, an associate must have at least six months of experience and demonstrate the necessary skills. \begin{tabular}{l|c} & $\begin{array}{c}\text { Highly } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Talk with your managective to check if the policy can be changed. Afterwards, follow-up } \\ \text { with the associate on the decision. }\end{array}$ & $\bigcirc$ \\ Effective \end{tabular}
Scenario 1: An associate who started four months ago requested to be a team trainer. Before becoming a team trainer, an associate must have at least six months of experience and demonstrate the necessary skills. \begin{tabular}{l|c} Effective & Ineffective $\begin{array}{c}\text { Slightly } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline Approve the request because the associate is dedicated, will likely do well as a team & $\bigcirc$ \\ trainer, and can handle additional responsibilities. \end{tabular}
Scenario 2: One of your associates often leaves at the end of the shift without saying anything, even if in the middle of a task. \begin{tabular}{l|c} Highly \\ Effective \\ \hline $\begin{array}{l}\text { Ineffective } \\ \text { Salk with the associate about the importance of communicating the progress of tasks } \\ \text { to ensure all work gets completed. }\end{array}$ & $\bigcirc$ \\ \hline Effective \end{tabular}
Scenario 2: One of your associates often leaves at the end of the shift without saying anything, even if in the middle of a task. \begin{tabular}{l|c} Ineffective & $\begin{array}{c}\text { Slightly } \\ \text { Effective } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Closely monitor the work of the associate. Talk with the associate if you identify an } \\ \text { issue with the quality of the work. }\end{array}$ & 0 \\ \hline \end{tabular}
Scenario 2: One of your associates often leaves at the end of the shift without saying anything, even if in the middle of a task. \begin{tabular}{l|c} & $\begin{array}{c}\text { Ineffective } \\ \text { Slightly } \\ \text { Effective } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Notify Human Resources about your concerns so they can follow-up with the } \\ \text { associate about the issue you identified. }\end{array}$ & $\bigcirc$ \\ \hline \end{tabular}
Scenario 2: One of your associates often leaves at the end of the shift without saying anything, even if in the middle of a task. \begin{tabular}{l|c} & $\begin{array}{c}\text { Ineffective } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Scheduly } \\ \text { what additional tasks still need to be completed. }\end{array}$ & $\bigcirc$ \\ \hline \end{tabular}
Scenario 3: You overhear an associate talking to other associates about how job rotations are decided - if your manager doesn't like you, you're assigned the bad rotations.
Scenario 3: You overhear an associate talking to other associates about how job rotations are decided - if your manager doesn't like you, you're assigned the bad rotations. \begin{tabular}{l|c} & $\begin{array}{c}\text { Ineffective } \\ \text { Elightly } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Moderately } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Tell the associate privately assignments are not based on favoritism, to stop } \\ \text { spreading rumors, and to come to you to address concerns. }\end{array}$ & $\bigcirc$ \\ \hline \end{tabular}
Scenario 3: You overhear an associate talking to other associates about how job rotations are decided - if your manager doesn't like you, you're assigned the bad rotations. \begin{tabular}{l|c} Elyhly & $\begin{array}{c}\text { Ineffective } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline Join the discussion to clarify how job rotations are actually decided. Tell the & $\bigcirc$ \\ associates to follow-up with you if they have additional concerns. \end{tabular}
Scenario 3: You overhear an associate talking to other associates about how job rotations are decided - if your manager doesn't like you, you're assigned the bad rotations.
Scenario 4: You were notified that an associate was away from work for a couple of hours last week. After confronting the associate, you remember approving the time-off request.
Scenario 4: You were notified that an associate was away from work for a couple of hours last week. After confronting the associate, you remember approving the time-off request. \begin{tabular}{l|c} Highly \\ Effective \\ \hline $\begin{array}{l}\text { Ineffective } \\ \text { Tell the associate to send you a reminder next time so you can make sure it is } \\ \text { properly documented in the system. }\end{array}$ & $\bigcirc$ \\ \hline \end{tabular}
Scenario 4: You were notified that an associate was away from work for a couple of hours last week. After confronting the associate, you remember approving the time-off request. \begin{tabular}{l|c} Ineffective & $\begin{array}{c}\text { Slightly } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Apologize to the associate about forgetting the schedule change. Review your process }\end{array}$ & $\bigcirc$ \\ for tracking requests to ensure accuracy in the future. \end{tabular}
Scenario 5: You notice that when it gets busy, some associates start taking shortcuts that could impact the quality of their work. \begin{tabular}{l|c} Ineffective & $\begin{array}{c}\text { Slightly } \\ \text { Effective } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Follow-up with the associates taking shortcuts so they understand why they cannot } \\ \text { do this. Deliver the same message during the next team meeting. }\end{array}$ & $\bigcirc$ \\ \hline \end{tabular}
Scenario 5: You notice that when it gets busy, some associates start taking shortcuts that could impact the quality of their work.
Scenario 5: You notice that when it gets busy, some associates start taking shortcuts that could impact the quality of their work. \begin{tabular}{l|c} Highly \\ Effective & $\begin{array}{c}\text { Slightly } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Closely monitor the output of the work of these associates. If taking shortcuts } \\ \text { impacts the quality, tell the associates to stop taking them. }\end{array}$ & $\bigcirc$ \\ \hline \end{tabular}
Scenario 5: You notice that when it gets busy, some associates start taking shortcuts that could impact the quality of their work. \begin{tabular}{l|c} Highly & $\begin{array}{c}\text { Ineffective } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Request changes be made to the amount of work associates get because they cannot } \\ \text { be expected to maintain quality when their workload increases. }\end{array}$ & $\bigcirc$ \\ \hline \end{tabular}
Scenario 6: Your manager gave you a last-minute assignment to be completed by end of day. However, you blocked your day to onboard a group of new associates.
Scenario 6: Your manager gave you a last-minute assignment to be completed by end of day. However, you blocked your day to onboard a group of new associates.
Scenario 6: Your manager gave you a last-minute assignment to be completed by end of day. However, you blocked your day to onboard a group of new associates. \begin{tabular}{l|c} Highly \\ Effective \end{tabular} $\begin{array}{c}\text { Ineffective } \\ \text { Elightly } \\ \text { Effective }\end{array}$
Scenario 6: Your manager gave you a last-minute assignment to be completed by end of day. However, you blocked your day to onboard a group of new associates. \begin{tabular}{l|c} Highly & $\begin{array}{c}\text { Ineffective } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Tell your manager about the onboarding activities and ask if you should complete the } \\ \text { assignment or the onboarding activities. }\end{array}$ & $\bigcirc$ \end{tabular}
Scenario 7: It's a busy day and your associates are struggling to keep up with the unexpectedly high workload. \begin{tabular}{l|c} Highly \\ Effective \\ \hline $\begin{array}{l}\text { Review the work to figure out if there is a way to make the work more efficient } \\ \text { without compromising policies or quality. }\end{array}$ & $\begin{array}{c}\text { Slightly } \\ \text { Effective }\end{array}$ \\ \hline \end{tabular}
Scenario 7: It's a busy day and your associates are struggling to keep up with the unexpectedly high workload. \begin{tabular}{l|c} Highly \\ Effective \end{tabular} $\begin{array}{c}\text { Moderately } \\ \text { Effective } \\ \text { Join the associates to reduce their workload and to make sure all work gets } \\ \text { completed. }\end{array}$
Scenario 7: It's a busy day and your associates are struggling to keep up with the unexpectedly high workload. \begin{tabular}{l|c} Elighly \\ Effective \end{tabular} $\begin{array}{c}\text { Ineffective } \\ \text { Effective } \\ \text { Effective }\end{array}$
Scenario 7: It's a busy day and your associates are struggling to keep up with the unexpectedly high workload. \begin{tabular}{l|c} Highly \\ Effective & $\begin{array}{c}\text { Ineffective } \\ \text { Elightly } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Tell the associve } \\ \text { complete everything by working hard. }\end{array}$ & $\bigcirc$ \\ \hline \end{tabular}
Scenario 8: You implemented a buddy system where tenured associates are partnered with new associates. Your manager thinks the tenured associates are spending too much time coaching and not enough time on their own tasks.
Scenario 8: You implemented a buddy system where tenured associates are partnered with new associates. Your manager thinks the tenured associates are spending too much time coaching and not enough time on their own tasks. \begin{tabular}{l|c} Highly \\ Effective & Ineffective \\ $\begin{array}{c}\text { Slightly } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Based on your manager's concern, end the buddy system. Closely monitor each new } \\ \text { associate and provide additional support as needed. }\end{array}$ & $\bigcirc$ \\ \hline \end{tabular}
Scenario 8: You implemented a buddy system where tenured associates are partnered with new associates. Your manager thinks the tenured associates are spending too much time coaching and not enough time on their own tasks. \begin{tabular}{l|c} Effective & Ineffective $\begin{array}{c}\text { Slightly } \\ \text { Effective } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Tell your manager about the benefits of your system so your manager understands } \\ \text { why the tenured associates are spending time helping the new associates. }\end{array}$ & $\bigcirc$ \end{tabular}
Scenario 8: You implemented a buddy system where tenured associates are partnered with new associates. Your manager thinks the tenured associates are spending too much time coaching and not enough time on their own tasks. \begin{tabular}{l|c} Elyhly \\ Effective & $\begin{array}{c}\text { Ineffective } \\ \text { Elfective } \\ \text { Effective }\end{array}$ \\ \hline $\begin{array}{l}\text { Become more creative with the scheduling to ensure new associates get the support } \\ \text { they need and all work is completed in a timely manner. }\end{array}$ & $\bigcirc$ \\ \hline \end{tabular} Frist, could you please explain what are differences between Ineffective, Slightly Effective, Moderately Effective and Highly Effective and when I can choose the tight right term for all Scenario from 1 to Scenario 8. After you explain

all term you may answers all Scenario.

Thank you

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