Class Description and Minimum Qualifications for G3F - Sales Assistant

Class Description

Valid as of: July 1, 2018

This class series uses three levels in the Administrative Services and Related Occupational Group and describes sales and customer service work in a retail operation. Typical retail operations include book or convenience stores. Positions in these classes assist customers with merchandise selection, returns, and exchanges; interact with customers to resolve problems or complaints and maintain customer satisfaction; operate cash registers, collect payment, and issue receipts; and assure merchandise is stocked, available, organized, and correctly priced.

SALES ASSISTANT I G3F1XX

Concept of Class

This class describes the first level of sales assistant. Positions provide customer service and sales support by assisting customers with the selection, purchase, and return of merchandise. The work includes explaining and demonstrating product features to customers, suggesting merchandise to meet the needs of the customer, operating cash registers, collecting payment and making
change, examining defective goods returned by customers to determine if refund or replacement should be made, stamping or tagging prices on merchandise, taking and filling customer orders, stocking shelves and rotating inventory, informing the sales manager when stock is low, arranging product displays, and maintaining a clean, orderly sales area. The work at this level often involves providing instruction, demonstration, and training to new or temporary sales and customer service positions.

Factors

Allocation must be based on meeting all of the three factors as described below.

Decision Making 

The decisions regularly made are at the defined level, as described here. Within limits prescribed by the store policies, inventory systems, and sales operations, choices involve selecting alternatives that affect the manner and speed with which tasks are carried out. For example, positions determine the priority of work assignments based on established store procedures and policies. These choices do not affect the standards or results of the operation itself because there is typically only one
correct way to carry out the operation. For example, when collecting product information at the request of a customer, choices are limited to what vendor is contacted from an approved list. Alternatives include independent choice of such things as priority and personal preference for organizing and processing the work, proper tools or equipment, speed, and appropriate steps in the
operation to apply. By nature, the data needed to make decisions can be numerous but are clear and understandable so logic is needed to apply the prescribed alternative. For example, positions determine whether merchandise is defective or has been abused by the customer and then apply the correct return or exchange procedure to the circumstance. Positions can be taught
what to do to carry out assignments and any deviation in the manner in which the work is performed does not change the end result of the operation.

Complexity 

The nature of, and need for, analysis and judgment is prescribed, as described here. Positions apply established, standard cashier, exchange, return, and stocking guidelines which cover work situations and alternatives. Action taken is based on learned, specific guidelines that permit little deviation or change as the task is repeated. Any alternatives to choose from are clearly right or wrong at each step. For example, positions follow standard guidelines when verifying prices, exchanging merchandise either with or without a receipt, calculating mark-ups, cashing checks, resolving customer complaints, or issuing refunds.

Line/Staff Authority 

The direct field of influence the work of a position has on the organization is as an iThe direct field of influence the work of a position has on the organization is as an individual contributor. The individual contributor may explain work processes and train others. The individual contributor may serve as a resource or guide by advising others on how to use processes within a system or as a member of a collaborative problem-solving team. This level may include positions performing supervisory elements that do not fully meet the criteria for the next level in this factor.

SALES ASSISTANT II G3F2XX

Concept of Class

This class describes the work leader. In addition to the duties described by the Sales Assistant I class, positions in this class are partially accountable for the work of two or more full-time equivalent positions. Work leaders relieve staff for breaks and fill in for leave, monitor work schedules and flow, assign work to staff, resolve problems and complaints referred by lower-level sales assistants, and insure that store policies and procedures developed at higher levels in the sales department or store are followed. This class differs from the Sales Assistant I class on the Line/Staff Authority factor and may differ on the Purpose of Contact factor.

Factors

Allocation must be based on meeting all of the three factors as described below.

Decision Making 

The decisions regularly made are at the defined level, as described here. Within limits prescribed by the store policies, inventory systems, and sales operations, choices involve selecting alternatives that affect the manner and speed with which tasks are carried out. For example, positions determine the priority of work assignments based on established store procedures and policies. These choices do not affect the standards or results of the operation itself because there is typically only one correct way to carry out the operation. For example, when collecting product information at the request of a customer, choices are limited to what vendor is contacted from an approved list. Alternatives include independent choice of such things as priority and personal preference for organizing and processing the work, proper tools or equipment, speed, and appropriate steps in the operation to apply. By nature, the data needed to make decisions can be numerous but are clear and understandable so logic is
needed to apply the prescribed alternative. For example, positions determine whether merchandise is defective or has been abused by the customer and then apply the correct return or exchange procedure to the circumstance. Positions can be taught what to do to carry out assignments and any deviation in the manner in which the work is performed does not change the end result of the operation.

Complexity 

The nature of, and need for, analysis and judgment is prescribed, as described here. Positions apply established, standard cashier, exchange, return, and stocking guidelines which cover work situations and alternatives. Action taken is based on learned, specific guidelines that permit little deviation or change as the task is repeated. Any alternatives to choose from are clearly right or wrong at each step. For example, positions follow standard guidelines when verifying prices, exchanging merchandise either with or without a receipt, calculating mark-ups, cashing checks, resolving customer complaints, or issuing refunds.

Line/Staff Authority 

The direct field of influence the work of a position has on the organization is as a work leader. The work leader is partially accountable for the work product of two or more full-time equivalent positions, including timeliness, correctness, and soundness. At least one of the subordinate positions must be in the same series or at a comparable conceptual level. Typical elements of direct control over other positions by a work leader include assigning tasks, monitoring progress and work flow, checking the product, scheduling work, and establishing work standards. The work leader provides input into supervisory decisions made at higher levels, including signing leave requests and approving work hours. This level may include positions performing supervisory elements that do not fully meet the criteria for the next level in this factor.

SALES ASSISTANT III G3F3XX

Concept of Class

This class describes the supervising sales assistant. Positions at this level are accountable for the work of others through direct supervision of three or more full-time equivalent positions. Positions establish work schedules and determine staffing needs to assure adequate sales floor coverage during regular and high-volume periods. This class differs from the Sales Assistant II on the Decision Making, Complexity, and Line/Staff Authority factors.

Factors

Allocation must be based on meeting all of the three factors as described below.

Decision Making 

The decisions regularly made are at the operational level, as described here. Within limits set by sales, inventory, and ordering processes, choices involve deciding what operation is required to carry out the process. This includes determining how the operation will be completed. For example, positions in this class are responsible for the daily work flow of the sales floor or a work unit, including developing procedures for the movement of inventory to and from the shelves, maintenance of inventory records, and the return of stock to vendors. By nature, data needed to make decisions are numerous and variable so reasoning is needed to develop the practical course of action within the established process. For example, positions consider the time of year and estimated sales volume when recommending staffing levels for sales promotions and peak sales periods. Choices are within a range of specified, acceptable standards, alternatives, and practices. For example, when positions replenish stock they determine how much is ordered based on established reorder points and vendor delivery dates and purchase minimums.

Complexity 

The nature of, and need for, analysis and judgment is patterned, as described here. Positions study work flow information to determine what it means and how it fits together in order to get practical solutions in the form of procedures for rush and inventory periods, work schedules, sales floor set-up, and staffing needs. Guidelines in the form of standard operating procedures, instructions, and store policies exist for most situations. Judgment is needed in locating and selecting the most appropriate of these guidelines which may change for varying circumstances as the task is repeated. For example, the supervisor is authorized to alter guidelines in order to operate the work unit or solve customer problems which can vary by the given situation. This selection and interpretation of guidelines involves choosing from alternatives where all are correct but one is better than another depending on the given circumstances of the situation. For example, the work schedule devised for one
situation may not be appropriate for another.

Line/Staff Authority 

The direct field of influence the work of a position has on the organization is as a unit supervisor. The unit supervisor is accountable, including signature authority, for actions and decisions that directly impact the pay, status, and tenure of three or more full-time equivalent positions. At least one of the subordinate positions must be in the same series or at a comparable conceptual level. The elements of formal supervision must include providing documentation to support recommended corrective and disciplinary actions, signing performance plans and appraisals, and resolving informal grievances. Positions start the hiring process, interview applicants, and recommend hire, promotion, or transfer.

Definitions

Retail operation: a profit-making outlet for selling goods and services directly to consumers.

Entrance Requirements

Minimum entry requirements and general competencies for classes in this series are contained in the State of Colorado Department of Personnel web site. For purposes of the Americans with Disabilities Act, the essential functions of specific positions are identified in the position description questionnaires and job analyses.

History of Changes Made to Class Description

The​ ​following​ ​is​ ​a​ ​summary​ ​of​ ​changes​ ​made​ ​to​ ​this​ ​class description.

Effective July 1, 2018

Update the Class Code of G3F1TX to G3F1XX per administrative updates.

Updated June 30, 2015

Updated and removed the purpose of contact.

Effective September 1, 1993

Job Evaluation System Revision project. Published as proposed 5/17/1993.

Created July 1, 1986

Bookstore Sales Clerk (A2024X and A2025X) and Senior Bookstore Sales Clerk (A2026X).

Summary of Factor Ratings

Issuing Authority: Colorado Department of Personnel/General Support Services

Minimum Qualifications

Valid as of: December 7, 2023

This​ ​document​ ​includes​ ​the​ ​following​ ​levels:
 

SALES ASSISTANT I (G3F1XX)

Experience Only:

One (1) year of relevant experience in an occupation related to the work assigned to this position

OR

Education and Experience: 

A combination of related education and/or relevant experience in an occupation related to the work assigned equal to one (1) year.

SALES ASSISTANT II (G3F2XX)

Experience Only:

Two (2) years of relevant experience in an occupation related to the work assigned to this position

OR

Education and Experience: 

A combination of related education and/or relevant experience in an occupation related to the work assigned equal to two (2) years.

SALES ASSISTANT III (G3F3XX)

Experience Only:

Three (3) years of relevant experience in an occupation related to the work assigned to this position, one (1) of which must have been at the level of a work leader or equivalent

OR

Education and Experience: 

A combination of related education and/or relevant experience in an occupation related to the work assigned equal to three (3) years, one (1) of which must have been at the level of a work leader or equivalent.

History of Changes Made to Minimum Qualification

The​ ​following​ ​is​ ​a​ ​summary​ ​of​ ​changes​ ​made​ ​to​ ​this​ ​minimum​ ​qualification.

December 7, 2023 (Whole Document

• New format (updating to adhere to accessibility standards)
• Updated minimum qualifications to align with the Skills-based Hiring initiative

July 1, 2018 (G3F1TX Changed to G3F1XX)

Review and correction of the classification codes to align with the 2018-19 pay plan and compensation grades approved by the CHRO.

Oct. 24, 2017 (G3F3XX)

• Replaced required supervisory experience with work leader experience. The factor ratings did not support requiring any experience higher than work leader.
• Revised substitution to match the MQ.

Oct. 18, 2017 (Whole Document)

• Standardized language regarding education and experience requirements
• Made grammatical changes

April 4, 2017 (G3F3XX)

At the level, the substitution will not be applied to the one year of required supervision experience.

April 4, 2017 (Whole Document)

Substitution for post-secondary education has been added to reduce barriers and increase applicant pools.

March 1, 2017 (Whole Document)

• Part of the 2017 MQ Project
• New format