Retail Salary & Benefits launch - October 2007
salary-launch-presentation.ppt
“Attracting the right calibre of candidate is vital. This means we have to review our selection processes, find innovative solutions and enhance our existing talent pool. The provision of ongoing training and career development programmes will help achieve this, with the vision and career path clearly mapped.” Clare Kemsley, Managing Director, Hays Retail
Retaining and attracting talent is the lynchpin behind successful hiring strategies as employers increasingly realise the need to develop retail skills at the heart of their organisations.
Retention – key to employers’ success
The retail environment – working with other people – is the most important reason quoted by employees for choosing a career in the sector while a perceived lack of career progression is the chief motivator for wanting to change jobs.
Half the respondents did not plan their retail career but stumbled into the profession by chance, more often than not a result of previous work experience in the sector.
Attracting the brightest and best talent remains a nagging problem due to the entry-level salaries offered; however, some employers do provide excellent graduate schemes.
Lack of experience and skills
A shortage of candidates with the right experience/skills mix is the main obstacle for employers. The most sought-after skills are people management and leadership skills, customer service and communication.
According to Clare Kemsley, customer service orientation is ‘an attitude or state of mind’ and this vital interpersonal skill – over and above experience – can pay off in the long run. Employers might want to consider this in their recruitment.
Pivotal conclusions from the Hays Retail Salary & Benefits Guide 2007:
- Innovative candidate attraction methods needed
- More training and development opportunitites
- Greater focus on talent management and succession planning
Staff turnover and the bottom line
The impact of staff turnover on profitablility is a fundamental aspect of retail retention – line managers not only understand this but staff turnover costs further impact on other headline measures such as time to hire, cost per hire etc.
The Body Shop is implementing a three-year reward strategy with a minimum 20% pay increase factored in for staff. Significant investment in product and service training and technical competencies are also being developed to reduce staff turnover.
Employer brand awareness
It is important to distinguish between the employer brand and product brand. In the Body Shop’s case the latter is very strong and overpowers the image that the company conveys as a potential employer.
Examples of employer re-branding and and people initiatives include:
- Shop refits and internet connections
- Behaviour competencies based on annual performance
- ‘LOVE’ money (used for any personal development)
“The model of candidate sourcing varies according to culture and style of working – it is not a ‘one model fits all’ scenario, as what may work in one country won’t necessarily apply to another,” explains Aaron McKenzie.
Download presentations
To download Clare Kemsley’s presentation, ‘Introduction/Revealing the truth behind recruitment and retention in retail' , 
click here.
To download Aaron McKenzie’s presentation, ‘Global Resourcing and Retention Insight’ , click here.
To view the presentations, you'll need Adobe Acrobat Reader. Click here to download Reader now.
Salary & Benefits Guide order form
To order your FREE Hays Retail Salary & Benefits Guide CD and booklet, click here.
