Problem
Famous Footwear identified that newly promoted store managers were struggling to adapt quickly to their expanded responsibilities, especially in team leadership, inventory management, and customer conflict resolution. Store performance data showed a 15% drop in productivity during the first three months of new managers’ tenure, often due to inconsistent onboarding and limited access to standardized leadership training.
Famous Footwear identified that newly promoted store managers were struggling to adapt quickly to their expanded responsibilities, especially in team leadership, inventory management, and customer conflict resolution. Store performance data showed a 15% drop in productivity during the first three months of new managers’ tenure, often due to inconsistent onboarding and limited access to standardized leadership training.
Action
To address this, I designed a comprehensive, self-paced online training program using the ADDIE model. The course combined interactive modules, scenario-based learning, and practical assessments. I also implemented Kirkpatrick’s model to measure effectiveness at every level: learner reaction, knowledge acquisition, on-the-job behavior change, and impact on store performance.
To address this, I designed a comprehensive, self-paced online training program using the ADDIE model. The course combined interactive modules, scenario-based learning, and practical assessments. I also implemented Kirkpatrick’s model to measure effectiveness at every level: learner reaction, knowledge acquisition, on-the-job behavior change, and impact on store performance.
Result
Within six months of launch, 95% of new managers completed the training within their first month in the role. Post-training evaluations showed a 40% improvement in self-reported confidence in leadership tasks and a measurable 12% increase in productivity during the first three months of new managers’ tenure compared to pre-training data.
Within six months of launch, 95% of new managers completed the training within their first month in the role. Post-training evaluations showed a 40% improvement in self-reported confidence in leadership tasks and a measurable 12% increase in productivity during the first three months of new managers’ tenure compared to pre-training data.
ADDIE Framework
1. Analysis
Audience: Newly promoted store managers with diverse retail experience but limited formal leadership training.
Needs: Clear understanding of managerial expectations, operational excellence, employee coaching, and customer satisfaction best practices.
Gaps Identified: Inconsistent knowledge of corporate policies, lack of conflict resolution skills, and limited confidence in leading diverse teams.
Constraints: Training must be asynchronous, mobile-friendly, and completable within 10 hours.
2. Design
Learning Objectives:
Demonstrate core leadership behaviors aligned with Famous Footwear values.
Apply company policies for inventory, loss prevention, and HR compliance.
Resolve customer and employee conflicts through guided scenarios.
Structure:
Five online modules:
Leadership Foundations
Store Operations Mastery
Team Coaching & Motivation
Conflict Resolution Strategies
Performance Management
Instructional Strategies:
Microlearning videos, interactive case studies, knowledge checks, and downloadable job aids.
Peer discussion boards and optional live Q&A sessions with senior managers.
3. Development
Storyboards, scripts, and visuals were created collaboratively with HR SMEs and store leadership.
E-learning modules were built using Articulate Rise and Storyline for scenario-based simulations.
Accessibility standards (WCAG 2.1) ensured usability for all learners.
4. Implementation
Modules hosted in the Famous Footwear LMS.
New managers enrolled automatically upon promotion.
Managers’ direct supervisors received guidance on coaching their trainees post-course
5. Evaluation (Kirkpatrick’s Model)
Level 1: Reaction: Learners rated course satisfaction through end-of-module surveys (average 4.7/5).
Level 2: Learning: Pre- and post-module quizzes showed an average knowledge gain of 35%.
Level 3: Behavior: 3-month follow-up surveys with district managers confirmed observable improvements in leadership behaviors and policy compliance.
Level 4: Results: Stores led by trained managers showed a 12% improvement in KPI performance during the onboarding period, with reduced turnover among entry-level associates.
Key Takeaways
By applying PAR, ADDIE, and Kirkpatrick’s model, this project delivered measurable business results, ensured consistency in onboarding, and empowered new managers to lead confidently — aligning with Famous Footwear’s commitment to strong leadership and customer satisfaction.