Nigel Broome, chief executive of Skillsmart, the Skills Council for retail, explores what retailers must do to dispel the negative myths surrounding the industry as an employer and to attract and retain high quality staff
The retail industry provides employment for one in nine of the working population in the UK and yet is not considered a career of choice.
The inconsistency has been highlighted in research carried out by the Coca-Cola Retailing Research Group (CCRRG).
The problem with retail staff recruitment and retention is well known, and the report puts it at a level of more than 30% as the industry struggles to recruit and hold onto the right staff.
The report singles out four areas at the heart of the problem:
n The industry consistently fails to meet the expectations of current and potential employees in terms of work content, learning opportunities and work/life balance
n It fails to understand employee needs, behaviours and attitudes, especially those of front line staff and store managers, both of whom are seen as critical to the delivery of quality customer service
n The failure by many food retailers to challenge problems arising from a failure to implement best practice
n Few food retailers use the tools and methods common in other consumer-facing industries that have successfully attracted, recruited and retained staff.
Many food retailers do have integrated people strategies but, despite being recognised as a class act by both the international retailing community and customers alike, the industry is still not seen as a career of choice.
The problem is one of perception. Somehow, over generations, the negative aspects of retailing long hours, evening and weekend working, the sometimes physical nature of the work have obscured the positive opportunities for early responsibility, rapid advancement, good salaries and the opportunities to broaden careers in corporate head offices.
Of course we have never tried to pretend that working in stores is a bed of roses, but it is these negative aspects that have taken root with school leavers, undergraduates, the more mature section of the workforce, plus careers advisors and parents.
If we are to turn retail into a career of choice, individual companies must continue to raise their own profile but, in addition, the sector must learn to work together. To be honest, our track record at working together is not impressive.
And we cannot simply ignore the government's agenda in the areas of education and training. In the year that I have been out of industry, I have come to realise this is a juggernaut without too many employer hands on the steering wheel. Nevertheless, it is an agenda that young people particularly will increasingly take notice of when choosing a career.
So what are the solutions? The answer lies, in some cases, outside the sector and the theme is picked up in the recommendations of the report. They suggest the problem lies in the management structures of the industry, the failure to adopt strategies and tactics that have proved successful in other customer-facing industries.
In particular, there is the need to align retail and people strategies and to allow managers to assume a greater leadership role, particularly at store level where there is a need to encourage new ideas, risk taking and greater ownership.
Developing brands attractive to employees should be high on the list of priorities, and building from the inside by creating an organisation that people enjoy working for.
The emphasis of the recruitment process should be shifted away from skills to behaviours and attitudes, and coupled with the use of sophisticated recruitment tools and techniques to hire people with the right approach and commitment.
Recruits should be properly inducted by developing their understanding and commitment to corporate and brand values and by providing ongoing training in the skills needed to do the job.
A human resources department should be established to ensure proper monitoring and measurement of performance and to providing 360° feedback.
The recommendations should be seen in the context of the Foresight research undertaken by the Department of Trade and Industry, which suggests young people have a positive view of retail which is tainted by the time they reach employment age. If retail is to overcome these perceptions it will need to make a concerted effort as an industry.
This means working together to share best practice, to build a better image as employers and to influence individuals and organisations that provide advice to young people.
{{JOBS & CAREERS }}
The retail industry provides employment for one in nine of the working population in the UK and yet is not considered a career of choice.
The inconsistency has been highlighted in research carried out by the Coca-Cola Retailing Research Group (CCRRG).
The problem with retail staff recruitment and retention is well known, and the report puts it at a level of more than 30% as the industry struggles to recruit and hold onto the right staff.
The report singles out four areas at the heart of the problem:
n The industry consistently fails to meet the expectations of current and potential employees in terms of work content, learning opportunities and work/life balance
n It fails to understand employee needs, behaviours and attitudes, especially those of front line staff and store managers, both of whom are seen as critical to the delivery of quality customer service
n The failure by many food retailers to challenge problems arising from a failure to implement best practice
n Few food retailers use the tools and methods common in other consumer-facing industries that have successfully attracted, recruited and retained staff.
Many food retailers do have integrated people strategies but, despite being recognised as a class act by both the international retailing community and customers alike, the industry is still not seen as a career of choice.
The problem is one of perception. Somehow, over generations, the negative aspects of retailing long hours, evening and weekend working, the sometimes physical nature of the work have obscured the positive opportunities for early responsibility, rapid advancement, good salaries and the opportunities to broaden careers in corporate head offices.
Of course we have never tried to pretend that working in stores is a bed of roses, but it is these negative aspects that have taken root with school leavers, undergraduates, the more mature section of the workforce, plus careers advisors and parents.
If we are to turn retail into a career of choice, individual companies must continue to raise their own profile but, in addition, the sector must learn to work together. To be honest, our track record at working together is not impressive.
And we cannot simply ignore the government's agenda in the areas of education and training. In the year that I have been out of industry, I have come to realise this is a juggernaut without too many employer hands on the steering wheel. Nevertheless, it is an agenda that young people particularly will increasingly take notice of when choosing a career.
So what are the solutions? The answer lies, in some cases, outside the sector and the theme is picked up in the recommendations of the report. They suggest the problem lies in the management structures of the industry, the failure to adopt strategies and tactics that have proved successful in other customer-facing industries.
In particular, there is the need to align retail and people strategies and to allow managers to assume a greater leadership role, particularly at store level where there is a need to encourage new ideas, risk taking and greater ownership.
Developing brands attractive to employees should be high on the list of priorities, and building from the inside by creating an organisation that people enjoy working for.
The emphasis of the recruitment process should be shifted away from skills to behaviours and attitudes, and coupled with the use of sophisticated recruitment tools and techniques to hire people with the right approach and commitment.
Recruits should be properly inducted by developing their understanding and commitment to corporate and brand values and by providing ongoing training in the skills needed to do the job.
A human resources department should be established to ensure proper monitoring and measurement of performance and to providing 360° feedback.
The recommendations should be seen in the context of the Foresight research undertaken by the Department of Trade and Industry, which suggests young people have a positive view of retail which is tainted by the time they reach employment age. If retail is to overcome these perceptions it will need to make a concerted effort as an industry.
This means working together to share best practice, to build a better image as employers and to influence individuals and organisations that provide advice to young people.
{{JOBS & CAREERS }}
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