Run the store
like the brand.
Hiring SOP.
From identifying the need to handing off to onboarding. Target: no more than 3 weeks.
Hiring SOP — Full Document ↗Roles
| Role | Person | Responsibility |
|---|---|---|
| STM | Fabian | Leads the process, owns most steps |
| HR | Ingrid | Supports throughout, owns communications and templates |
| CEO | Martin | Joins interviews when HR is unavailable, makes final decision |
Candidate profile
All candidates are evaluated against NM's Culture & Foundation document. The right person for NM brings genuine interest in sustainability, service instinct, and the ability to thrive in a startup environment.
The 8-step process
STM confirms need with CEO before opening the role.
Before sourcingHR writes and posts the ad on Finn.no, Instagram, and briefs staff for referrals. Set a clear application deadline.
Day 1–3STM and HR review together. Shortlist candidates worth a phone call. Do this within 3 days of the deadline.
Within 3 days of deadline~15-minute call per shortlisted candidate. First impression, availability, basic fit. Decide who comes in.
Day 8–10~45 minutes. STM leads. HR joins; if HR is unavailable, CEO joins instead.
Day 11–15STM and HR decide together within 48 hours of the interview. Escalate to CEO if needed.
Within 48h of interviewPhone call to successful candidate with the offer. Follow up with an offer email the same day.
Within 48h of decisionHR sends decline emails to all other candidates. Hand off to Onboarding SOP.
Within 48h of decisionSourcing
Use all three channels for every open role:
- Finn.no / karriereportalen. Post in Norwegian. Lead with the mission. Set a clear deadline.
- Instagram, LinkedIn, Facebook. Short post or story to reach people already in the NM community. Link to Finn.no for applications.
- Word of mouth. Brief current staff. Referrals go through the same process as everyone else — no shortcuts.
Interview guide
This is not a script — it is a list of checkpoints to work through. Adapt the conversation to the candidate.
| Question |
|---|
| Introduce yourself and hand the floor to the candidate. |
| Do you know NM? What do you know about us? |
| What are you doing now? What do you do outside of work? |
| Why did you apply for this role? |
| What do you want to get out of working with us? What do you expect from us? |
| What can we expect from you? |
| What do you see as your biggest challenges in this role? |
| What motivates you at work? |
| What are your strengths in a team? |
| Where do you see yourself in 1 year? 3 years? 5 years? |
| What does great service look like to you? |
| What matters to you in a workplace? |
| Do you have any questions for us? |
Practical checklist
- References, attestations, proof of work
- Life situation that fits NM's model (startup hours, flexible mindset)
- Relevant experience, knowledge, or skills
- Punctual to the interview
- Has read up on NM before coming in
- Speaks positively about previous employers and colleagues
- Good first impression
- Asks questions
- Responsible, takes initiative, strong work ethic
- Friendly — fits the team
- Strives to develop
Email templates
Offer email (Norwegian)
Emne: Tilbud om stilling, New Movements
Hei [navn],
Det var veldig hyggelig a mote deg, og vi er glad for a tilby deg stillingen som selger hos New Movements.
Her er detaljene:
Stilling: Selger
Startdato: [dato]
Timer per uke: [antall]
Lonn: [belop]
Vi ber deg gi oss tilbakemelding innen [dato, maks 5 virkedager]. Ikke nol med a ta kontakt om du har sporsmal.
Med vennlig hilsen,
Fabian / New Movements
Decline email (Norwegian)
Emne: Soknaden din, New Movements
Hei [navn],
Takk for at du tok deg tid til a soke hos New Movements og for samtalen var. Vi har na gjort var beslutning, og gar videre med en annen kandidat denne gangen.
Vi setter stor pris pa interessen din, og onsker deg alt godt videre.
Med vennlig hilsen,
Ingrid / New Movements
Quick checklist
| # | Action | Done |
|---|---|---|
| 1 | Hiring need confirmed with CEO | ▢ |
| 2 | Job ad posted on Finn.no and Instagram | ▢ |
| 3 | Staff briefed for referrals | ▢ |
| 4 | Application deadline set | ▢ |
| 5 | Applications reviewed, shortlist agreed with HR | ▢ |
| 6 | Phone calls completed | ▢ |
| 7 | Interview(s) scheduled and completed | ▢ |
| 8 | Decision made | ▢ |
| 9 | Offer call made and offer email sent | ▢ |
| 10 | Decline emails sent to all other candidates | ▢ |
| 11 | Onboarding SOP initiated, start date confirmed | ▢ |
Onboarding SOP.
A consistent way to welcome new store employees so they feel confident, motivated, and ready to perform from day one.
Onboarding SOP — Full Document ↗1. Purpose
Provide clear and consistent guidelines for onboarding new store employees, ensuring all managers follow a standardised approach that maintains quality, efficiency, and safety. Your role as a trainer goes beyond tools and procedures — it is about inspiring, guiding, and empowering new team members.
2. Scope
Applies to all employees responsible for onboarding and training new store staff. Covers six procedure steps:
Set up and schedule the 8-week training plan. Tag training shifts in Planday with the module name so the trainee knows what to prepare.
Before week 1Personal call before the first day. Welcome them, outline what to expect, confirm Formal Onboarding Meeting and Meet & Greet times. Send a written follow-up.
Before first daySTM and HR cover all administrative matters: employment contract, salary terms, Personalhåndboken, access to Tripletex and Planday.
Before first shiftOne-hour in-store onboarding. Welcome, the NM universe, values, training plan overview, mutual expectations, store orientation.
Day 1 · 1 hourFive structured touch bases over two months — four weekly 15-minute sessions plus a 30-minute two-month review. Scheduled in Planday and tagged "training / touchbase".
Weeks 1–8Final 1-1 assessment using the Validation Sheet. Marks the official transition from trainee to full team member. Conducted by STM, approx. 3 months in.
~3 months in · 1 hour3. Roles & responsibilities
The STM is responsible for planning, performing, and evaluating onboarding — including adapting modules to the employee's position and experience level. HR is jointly responsible for the Formal Onboarding Meeting (Step 3). Your role as a trainer goes beyond tools and procedures: you are there to inspire, guide, and empower.
8-week training plan
Standard framework for sales associates. STM adapts pace and sequence to the individual.
| Week | Brand Knowledge | Operational Training | Touchbase |
|---|---|---|---|
| Week 1 | Story + Vision + Culture | Practical info + Personalhåndboken | 15 min |
| Week 2 | Sales Philosophy + Product Knowledge | Opening / Closing + Weekly Routines + Missed Sales Reporting | 15 min |
| Week 3 | Product + Material Knowledge + Production | E-com + Techstack | 15 min |
| Week 4 | Sustainability & Recycling + Design DNA | Returns and Repairs | 15 min |
| Week 5 | Product Knowledge | Stock Handling | — |
| Week 6 | Sales Philosophy Repetition | Visual Merchandising NM | — |
| Week 7 | Preparation / Repetition | Preparation / Repetition | — |
| Week 8 | 2-month review | 2-month review | 30 min |
| 3 months | Validation | Validation | 1 hour |
Touch base structure
| Session | Timing | Focus |
|---|---|---|
| TB 1 — Introduction | Week 1 · 15 min | How has the experience matched expectations? How have colleagues received you? |
| TB 2 — Successes & Challenges | Week 2 · 15 min | Positive feedback + biggest challenges so far. |
| TB 3 — Goal Setting | Week 3 · 15 min | Agree on three concrete focus points (e.g. the perfect try-on, customer club, telling the story). |
| TB 4 — First-Month Review | Week 4 · 15 min | Evaluate progress on focus points, plan any training gaps. |
| TB 5 — Two-Month Review | Week 8 · 30 min | Comprehensive review of development, wellbeing, and goals. Are they ready for validation? |
Mutual expectations
| The trainee always brings | The trainer always brings |
|---|---|
| Positive attitude | A prepared agenda for every training shift |
| Eagerness to learn and improve | An approach that benefits the trainee |
| Preparation before each shift | Honest, constructive communication |
| Honest, constructive communication | Motivational and inspiring challenge |
| Genuine respect for the trainer | Time to answer the trainee's questions |
Email templates
Welcome & Onboarding Overview (send after Onboarding Call)
Subject: Welcome to New Movements — [Name]
Hi [Name],
It was great to speak with you. We are really looking forward to having you on the team.
Here is what to expect in your first weeks:
Your training will run over 8 weeks and cover everything from the NM story and sales philosophy to store operations and product knowledge. Each training shift is tagged in Planday so you know what to prepare.
We will also have five short touch bases — four weekly 15-minute check-ins and a longer 30-minute review at month two. These are your space to ask questions, raise concerns, and track your own progress.
A few things to know before your first day:
— Dress code: smart casual
— Arrive 10 minutes early
— Your first formal meeting is scheduled for [date/time]
See you soon,
[STM name] · New Movements
Touch Base Follow-up (send same day)
Subject: Touch base summary — [Name] · Week [X]
Hi [Name],
Thanks for the check-in today. Here is a brief summary:
What is going well: [summary]
Focus points for the coming week: [summary]
Anything to follow up on: [summary]
Keep up the great work. Next touch base: [date].
[STM name] · New Movements
Norwegian version — Touchbase (send same day)
Emne: Touchbase oppsummering — [Navn] · Uke [X]
Hei [Navn],
Takk for en fin touchbase i dag. Her er en kort oppsummering:
Hva som går bra: [oppsummering]
Fokuspunkter fremover: [oppsummering]
Oppfolgingspunkter: [oppsummering]
Fortsett det gode arbeidet. Neste touchbase: [dato].
[Navn] · New Movements
Offboarding SOP.
A great offboarding is not a formality. It is the final chapter of someone's NM story, and we are responsible for how it ends.
Offboarding SOP — Full Document ↗1. Purpose & philosophy
New Movements is built on community. The people who work here carry the brand with them long after they leave. Every departing team member becomes either an active ambassador or a passive detractor — there is no neutral outcome.
This SOP ensures every departure, regardless of reason, is handled with the same care and quality that defines NM's products and culture.
| What this SOP protects | What this SOP creates |
|---|---|
| NM's brand reputation | Lifelong brand ambassadors |
| Team morale during transitions | A great closing experience |
| System integrity | A documented proof of contribution |
2. Ownership & responsibilities
| Role | Responsible for | Deadline |
|---|---|---|
| STM | Overall process, exit conversation, system access | Day 1 of notice period |
| HR | Contract close-out, payroll, personnel file, recommendation letter | Final week |
| Departing team member | Handover tasks, return of materials | Throughout notice period |
| CEO | Personal farewell — no exceptions | Final working day |
3. Offboarding timeline
Acknowledge resignation in writing. Open the offboarding checklist. Plan interim coverage for shifts and tasks.
Person remains fully included in team communications and shifts. Handover of responsibilities underway.
Draft and review Proof of Work. Draft and review letter of recommendation. Schedule and conduct exit conversation. CEO and team farewell. Hand over documents. Revoke all system access. Collect physical materials.
Leave the door open explicitly. LinkedIn connection from STM/CEO. Customer club membership offered if not already active.
4. Systems & access checklist
All access must be revoked on or before the final working day.
- Remove Shopify access — STM
- Remove Sitoo POS access — STM
- Remove from team WhatsApp / communications group — STM
- Collect keys, keycards, and access fobs — STM
- Remove from Tripletex (if applicable) — HR
5. Proof of Work
A structured record of what the person did at NM. Drafted by STM, reviewed by CEO for interns. Not a CV — a real document with specifics.
Template — Proof of Work
Team Member: [Full name]
Role: [Job title]
Period: [Start date] – [End date]
Reporting to: [STM / CEO]
Key Responsibilities:
• [Responsibility one — be specific]
• [Responsibility two]
• [Responsibility three]
Projects & Contributions:
[Project name], brief description and outcome at departure.
Skills Developed:
[e.g. customer relations, product knowledge, sustainable retail]
Notable Moments:
[One or two specific moments or achievements that stand out]
Issued by: [STM / CEO] · New Movements · [Date]
6. Letter of recommendation
Personalised, on NM letterhead, signed by STM or CEO. Must name real contributions — not generic praise. If STM writes it, CEO reviews it.
Template — Letter of Recommendation
NEW MOVEMENTS · Steen & Strom, Oslo · newmovements.com
[City], [Date]
To whom it may concern,
It is my genuine pleasure to recommend [Full name], who worked with us at New Movements as [role] from [start date] to [end date]. During this time, [he/she/they] reported directly to [STM / CEO] and was an active part of our team.
[Name] consistently demonstrated [quality, e.g. reliability, initiative, a genuine care for customers]. One example that stands out is [specific situation: what they did, what the outcome was, and what it showed about them]. This is the kind of quality that makes a team better.
I recommend [Name] without reservation. Should you wish to speak with me directly, I am reachable at [email] or [phone].
Sincerely,
[STM / CEO] · New Movements · [Email] · [Phone]
A letter written in 20 minutes is worse than no letter at all. If the STM writes it, the CEO reviews it. It should take more than one draft.
7. Exit conversation
| Phase | Guide |
|---|---|
| Open (5 min) | Thank them genuinely. Acknowledge what their time at NM has meant to the team. |
| Reflection (10–15 min) | What did they enjoy most? What did they find hardest? What are they most proud of? |
| Feedback (10 min) | One thing NM could improve. One thing NM should never change. Onboarding/training feedback. |
| Closing (5–10 min) | Hand over Proof of Work and letter. Leave the door open explicitly: "You are always welcome back — as a customer, collaborator, or colleague." |
Conducted by STM. 30–45 minutes. Final week — not the final day.
8. The farewell moment
| Non-negotiable | Optional but meaningful |
|---|---|
| Personal farewell from CEO | Team coffee or lunch in final week |
| Personal farewell from STM | Handwritten note from a teammate |
| Proof of Work handed over in person | NM employee discount post-departure (case-by-case) |
| Letter of recommendation handed over in person | Customer club membership if not already active |
9. What not to do
| Do not do this | Do this instead |
|---|---|
| Let the person fade out after giving notice | Keep them fully included until their last day |
| Skip the CEO's farewell or send it by text | Make it real, in person or by phone |
| Hand over a generic letter of recommendation | Write something honest, specific, and warm |
| Skip the exit conversation because it feels awkward | Have it anyway — especially then |
10. Master offboarding checklist
Week 1
- Resignation acknowledged in writing — STM
- Offboarding checklist opened — STM
- Interim coverage planned — STM
Active period
- Person remains fully included in team comms and shifts — STM
- Handover of responsibilities underway — STM + departing person
Final week
- Proof of Work drafted and reviewed — STM / CEO
- Letter of recommendation drafted and reviewed — STM / CEO + HR
- Exit conversation completed — STM
- Personal farewell from CEO — CEO
- Team farewell moment completed — STM
- Proof of Work and letter handed over in person — STM / CEO
- All system access revoked (Shopify, Sitoo, comms) — STM / HR
- Physical materials returned (keys, keycard, equipment) — STM
Post-departure
- Door left open explicitly — STM / CEO
- Checklist filed in personnel folder — HR
NM Community
Center SOP.
Standard operating procedures for running the store — opening, closing, stock, returns, systems, and shipping.
NM CC SOP — Full Document ↗Opening routine
Closing routine
Stock replenishment
Replenishment is executed from the "SUPPLEMENT TO NM CC STORE & E-COM" folder on Google Drive. The colour-coded sheet shows priority. Both the person pulling stock and the person scanning it in must sign the form in the back office.
| Formula | Sizes (35→47) | Total pairs |
|---|---|---|
| Standard | 3 pairs in 38–39, 42–43 · 2 pairs in 37, 40, 41, 44, 45 · 1 pair in 35–36, 46–47 | ~26 |
| Core Collection (winter) | 1,1,1,2,2,1,2,2,2,1,1,1,1 | 18 |
SKU reading: Starts with A1 or A3 = Leather. Starts with B1, B3, C3, C4 = Technical textile.
Always update Shopify immediately when moving stock, even if a customer is waiting. Scan out of back and into front in Sitoo — no exceptions. Use the goods lift, not the customer escalators.
Stock count (Varetelling)
Quarterly full count. One colour at a time to manage customer flow. Use both staff — one counting, one on the floor.
- Go to Sitoo back-end → Stock → correct warehouse → Stocktaking
- Use the Zebra scanner — products register directly
- Filter to "all counted" to see what has been processed
- When done: Finish stocktaking → OK
- Report discrepancies immediately — do not adjust stock without manager approval
Returns & exchanges
| Policy | Timeframe |
|---|---|
| Open purchase (full refund) | 10 days |
| Exchange right | 30 days |
| Online right of withdrawal | 14 days |
| Warranty — SS production | 2 years |
| Warranty — AW production | 5 years |
Shoes must be completely clean and unworn. Refund always requires a receipt. Refund goes back to original payment method — inform the customer it takes a few days.
Complaints / warranty (Reklamasjon)
- Fill out the complaint form in the blue binder — completely
- Take photos: completed form + the defect on the shoe
- Send from store email to sigurd@newmovements.com, cc Fabian and Ingrid. Subject: Reklamasjon
- If unsure about validity, place shoes on the narrow shelf at the front stockroom entrance and notify Fabian
Online orders
We ship worldwide. Check Shopify every morning at opening. Before packing: verify correct size, that it is a matching pair, that the shoes are clean, and that the paper inside is fresh so the customer gets the "box-fresh" feeling.
Webshipper
- Check that the reference number in Shopify matches Webshipper
- Click the reference number in Webshipper → Send Order → status changes to DISPATCHED
- Click Shipment → scroll down → print label
- Print return form and return label — include inside the box
- Pack shoes neatly in a shipping box and affix the label to the outside
Standard domestic: Bring. International or express: DHL. Webshipper selects automatically.
Recycling program (Panting av sko)
- Note the PO number of the returned shoes
- Give the customer a QR code from under the counter to scan themselves
- Ask if they want to sign up for the newsletter (log in "S&S salg" spreadsheet)
- Issue a 20% discount code in Shopify — valid for one use. Sign the physical card if issuing a paper voucher.
Gift cards
We accept our own gift cards and the orange Steen & Strom gift card. We do not accept the ByPorten card or the universal gift card.
Systems
| System | Used for |
|---|---|
| Sitoo | POS, inventory, stocktaking, returns, location transfers |
| Shopify | E-commerce, online orders, discount codes, customer data |
| Webshipper | Auto-generated shipping labels (Bring + DHL Express) |
| Tripletex | Expenses, sick leave, holiday requests, clocking in/out |
| Planday | Scheduling — check here, not text, for shift changes |
Key contacts
| What | Who | Phone |
|---|---|---|
| Head of NM CC | Fabian Jensen | 919 11 801 |
| Finance & Operations | Sigurd Kristiansen | 469 29 246 |
| HR | Ingrid Bolsoy | 414 77 410 |
| S&S Facility Management | S&S Drift | 476 94 624 |
| S&S Security | Security | 476 94 673 |
| DHL support | — | 210 02 200 |
| Nets (terminal) | Support | 915 08 989 |
| Global Blue | — | 671 56 010 |
| NM Store phone | — | 477 88 414 |
Building / electrical faults
Urgent: call S&S Drift on 96097900. Non-urgent: email drift@promenadenmanagement.no.
Terminal error codes
If the terminal loses contact with the register: unplug and reconnect. To restart: hold the yellow (clear) button and the comma key simultaneously for a few seconds. Full error code reference: support.nets.eu ↗
Our culture
and foundation.
The full document covers how we work, our principles, the brand promise, and the rituals that hold the team together. Open it as a reference whenever culture-shaping decisions come up.
Our Culture & Foundation ↗Three statements we hold
- Circular products. Designed, sold, and recovered with the loop in mind from day one.
- Bigger than ourselves. The brand serves a longer story than any single quarter.
- Challenge the status quo. The footwear industry's defaults are not our defaults.
How we work together
Quality in people, quality in product, quality in service — applied to every interaction, including with each other. The culture document describes the daily behaviours that make this real, the rituals that protect it, and the conversations that change it when it drifts.
Growth strategy.
The direction we are building toward, the markets and channels we are committed to, and the mechanics that compound over time. Read this in full before any quarterly planning conversation.
Growth Strategy 2025 ↗The horizon
"Make circularity the new standard for premium footwear globally, by 2035." Not a slogan — every store decision either moves us closer to it or further away.
What it means for the store
- Every customer interaction is brand-building, not just transactional.
- The store is the most physical proof of the strategy — what guests see and touch on the shop floor is the strategy made real.
- Recovery, repair, and re-sale are not afterthoughts; they are the loop the strategy depends on.
Resources.
Every reference document available to managers in one place. Open in a new tab; download to print if needed.
Hiring SOP ↗ Onboarding SOP ↗ Offboarding SOP ↗ NM Community Center SOP ↗ Our Culture & Foundation ↗ Growth Strategy 2025 ↗ Personalhåndboken ↗ Sales Associate Portal →