1)	Amy, an Assistant Manager, focuses on developing her team for future roles. It generates a work environment filled with self-development, personal initiative and improvement. This behavior demonstrates:

	Shadowing.
	Upgrading Talent.
	Being Proactive.
	Synergy.

2)	Joshua, a Store Manager, always identifies potential Shift Supervisor candidates from his existing staff before he has an opening. This gives him enough time to groom the current colleagues for future positions. This behavior is the BEST example of:

	Shadowing.
	Upgrading Talent.
	Synergy.
	Being Proactive.

3)	Leandra, a Store Manager, always fills her open positions with people who are better performers than those exiting the roles. Which of the following terms BEST describes Leandra's actions?

	Team Building.
	Upgrading Talent.
	Being Proactive.
	Shadowing.

4)	Marge is interested in becoming a Pharmacy Technician. Which of the following characteristics is key for this role?

	Assigning tasks to the team and following up to ensure completion
	Identifying and resolving issues in the Pharmacy
	Demonstrating knowledge of pharmacy procedures
	Identifying opportunities to train other Pharmacy team members

5)	When an opening arises within his store, Vinny reviews the Succession Planning Tool. Which of the following issues can he consider via this tool?

	Training completed by potential candidates
	Interest level of potential candidates
	Salary expectations of potential candidates
	Readiness of potential candidates

6)	Which of the following actions is critical to the successful implementation of succession planning within a store?

	Integrating succession planning into all other store plans
	Ensuring that only Management team members participate in succession planning
	Keeping the succession planning process separate from the performance review process
	Isolating succession planning as a separate activity to really call attention to it

7)	The Succession Planning Tool should be completed by:

	Store Managers
	Any Management Team Member
	District Managers
	Human Resources

8)	Who holds primary accountability for each colleague's career development?

	District Manager
	Human Resources
	Store Manager
	Colleague

9)	How often should you communicate your assessment of current and anticipated staffing needs?

	Monthly
	Annually
	Weekly
	Quarterly

10)	What tool is available to review curriculums and requirements for a colleague's current position, as well as any gaps to move on to the next position?

	SMD section of the Front Store Navigator Page on LEARNet
	Career Path View in the Quick Links section on LEARNet
	Colleague's Personnel folder in the Manager's Office
	Training Management System Reporting

11)	Which of the following actions is NOT characteristic of organizations with successful succession planning programs?

	Stressing leadership competencies in all of their self-development and training efforts
	Expecting all Managers to work with their colleagues to create self-development plans
	Ensuring that high potential employees are attracted and retained
	Integrating succession-planning expectations with each colleague's performance evaluation process

12)	Cameron is looking to groom one of his colleagues for a Shift Supervisor A position. Which of the following characteristics is key for this position?

	Helping coworkers complete tasks
	Stocking shelves properly
	Acting on opportunities to build sales in the cosmetic department
	Assigning tasks and following up to ensure completion

13)	Sam, a Store Manager, has come to you seeking advice on retaining high potential colleagues. Which of the following would NOT be advice you would give him on how to accomplish his goal?

	Ensuring that high potential colleagues' workloads are light
	Ensuring that high potential colleagues are recognized
	Offering opportunities for leadership and growth to high potential colleagues
	Offering flexible work arrangements to high potential colleagues

14)	Which of the following statements does NOT describe a barrier to succession planning?

	Misunderstanding succession planning
	Viewing succession planning as a low priority item
	Being unwilling to provide current colleagues with new succession planning activities
	Lacking funds at the store level to properly implement succession planning

15)	Which type of personal information is NOT documented on the Succession Planning Tool?

	Position Title
	Store Number
	Address
	Name

16)	Veronica received feedback that she has the potential to become a Greeting Card Expert . Which of the following characteristics is key for this role?

	Helping coworkers complete tasks
	Recognizing and acting on opportunities to build sales
	Assigning tasks to the team and following up to ensure completion
	Identifying opportunities to train other team members

17)	Which of the following statements BEST describes Succession Planning?

	Identifying compensation and salary increases for key colleagues
	Creating a training plan for all colleagues
	Identifying coaching and counseling opportunities within your key colleagues
	Creating a plan to replace existing key colleagues

18)	Which of the following statements does NOT describe a key feature of the Succession Planning Tool?

	The tool has a section for the colleague to complete a self-development plan
	The tool helps to evaluate current staffing situations
	The tool has a section for the Manager to identify candidates for future openings
	The tool helps project future staffing needs

19)	Evelyn is a front store colleague interested in becoming a Photo Lab Technician. Which of the following characteristics does NOT belong to this role?

	Processing orders in the lab according to CVS guidelines
	Exceeding customer service expectations in the photo lab
	Helping coworkers complete tasks
	Identifying and resolving issues in the photo lab

20)	Where is the Succession Planning Tool located?

	On Front Store Navigator Page on LEARNet
	On the HR tab in Store Resources on Radar
	Via your Human Resources Partner
	On the Operational Tools screen on RX Net