"In my previous role as assistant store manager, I was solely responsible for hiring and training new employees. I spent two years focusing on recruitment as I worked at a large store that always needed employees, so I am very comfortable continuing to do so here."

"At my previous store, we had a lot of customers try to argue with our cashiers. I would always step in when the conversation got too heated. One time, a customer was upset that he couldn't return a product he bought six months prior. I showed him the policy on his receipt that explained our return policy only applied to products bought within the last 90 days. He continued to argue with me, but I apologised and said I had to honour the company's policy, so he left."

"If an employee was underperforming, I would set a meeting with them to discuss their performance. I would ask them how they were finding the work and if they were struggling with anything. If they were, such as a lack of training for certain tasks, I would come up with a solution for them. If they continued to underperform over the next few months, I would set another meeting and consider a written warning."

"I would describe my management style as coaching. I want to help my employees reach their full potential and motivate them to do their best work. This will help them feel valued and build stronger bonds between us. Coaching them encourages them to stay with the company for longer as well, as they can grow into higher positions."

"When interviewing prospective employees, I always start by asking about their experience and education. This gives me a better idea of their technical abilities. Then, I will ask behavioural questions to learn more about them. I look for employees who are personable and have good communication skills to provide customers with the best experience. I also look for employees that seem excited or knowledgeable about the company as they are usually willing to do their best."

"In my previous role, we had monthly and annual sales targets. We aimed to make $15,000 in profit every month and $180,000 every year. We also aimed to have 10% sales growth by the end of each year and a 5% higher average transaction value. With the help of my excellent team, we were always able to meet our sales targets, sometimes going above them."

"To motivate my team members, I provide regular positive feedback. It can be as small as telling someone they're doing a good job or thanking them for their hard work. I also meet with my team individually to find out how I can help them develop and learn new skills. This shows them I'm interested in their professional goals and want to help achieve them."

"To determine if the store was doing well, I would consider our sales. How is our sales growth? How much growth and net profit are we making? What is our average transaction value? I would also consider other metrics, such as our employee turnover rate, our customer retention, and our foot traffic. If we were doing poorly in one of these categories, I would develop a targeted strategy to improve it. "

"In my previous role, the store had a lot of foot traffic and high customer retention, but our average transaction value was low. We noticed that a lot of customers were coming in, looking around, and not really buying anything. I decided to put more employees on the floor to talk to customers and encourage sales. We also placed more products near the doors and cashiers so customers would see them on their way in and out. Within a few months, we increased our average transaction value by 10%."

"In my previous role, our store was always understaffed and busy. I would often have to work on the floor to help my team handle the influx of customers. So, I am used to working in a fast-paced environment. I even prefer it sometimes as it helps the day go by quicker."

"If I wasn't able to get in touch with the manager to consult them on a quick decision, I would use my own judgement to decide. When the manager is away, I will be the person in charge, so my team will rely on me to make decisions that benefit them, the customers, and the company."

"I have terminated a handful of employees at my previous company. They were underperforming, coming in late, and not taking the job seriously. After months of trying to train them and giving written warnings, my manager and I decided it was best to let them go. I set a private meeting with each employee, explained why they were being terminated, thanked them for their time with us, and filled out the necessary paperwork when they left."

"As an assistant store manager at my previous company, the biggest challenge I faced was the high employee turnover rate when I first arrived. I investigated it by interviewing current employees, and they said they were overworked. I hired more employees, provided more in-depth training, and the turnover rate went down significantly."

"I have only had one disagreement with my previous store manager about terminating an employee. He wanted to terminate an employee that was underperforming, but I didn't want to as I knew the employee wasn't normally like that. We agreed to sit down with the employee and discuss the issue. Afterwards, my manager agreed to give the employee a few weeks and see if there was an improvement. There was a significant improvement, so my manager was happy."

"If corporate wanted to implement a policy I thought wouldn't be successful, I would talk to them about it. I would let them know how it could damage sales, employee morale, or the like, and help them tweak the policy or come up with a new one."