改善零售一線員工體驗：吸引、授權(quán)并留住零售勞動力+Improving+the+Retail+Frontline+Employee+Experience

DRETAILDIVE

workd

Improvingthe

Frontline-Employee

Experienceto

Engage,Empower

andRetainthe

RetailWorkforce

CustomcontentforWorkdaybystudioID

2

ImprovingtheFrontline-EmployeeExperience

toHelpConquerRetailChallenges

ThenumberofjobopeningsintheU.S.wasawhopping

10.4million

onthelastdayofSeptember2021.Workers

acrossindustriesarealsovoluntarilyquittingtheirjobsata

staggeringrate—withthenumberofU.S.workersquitting

reachingarecordhighof

4.4million

inSeptember2021.

Theretailindustry,whichfaceshighturnoverratesandhiringdifficultieseveninthebestoftimes,isamongthesectors

strugglingthehardestwhenitcomestohiringandretaining

hourlyandfrontlineworkers.(Afull

685,000

retailworkers

putintheirnoticeinSeptember2021,forexample,andan

estimated

1.2million

jobswereopenacrossthesectorin

September2021,comparedto

791,000

theyearprior.)Thelabortroublescomeatatimewhenretailersarealsograpplingwithmajorchangestotheirbusinesses—withpandemic-relatedshiftstotheirbusinessmodelsresultinginanincreasedneedforflexibilityandnewskillsamongtheirworkforce.

Beingabletorecruit,hire,onboard,andtrainassociates

quickly—withsimpleprocessesformanagingthingslike

schedulesandbenefits—hasneverbeenmoreimportant

forretailers.Morethanever,retailersmustprioritize

understandingandengagingtheirfrontlineemployeesso

theystaysafe,empowered,andsatisfied.Improvingemployee

experienceistheonlywaytowinthewarfortalent,andit

takesflexible,mobile-friendlysolutionstomakethatpossible.

Thisplaybookwillwalkaudiencesthroughthewaysa

modernHCMsolutionhelpsretailersputtheirpeople

firstandprioritizeemployeeexperience.

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Challengesretailersarefacing

COVIDhasacceleratedthetransformationoftheretailindustry.Thepandemichas

changedcomplianceregulations,shiftedconsumerexpectations,andrequiredretailerstoembracenewkindsofshoppingexperiencesdesignedforsocial-distancingandsafety.Amidthesechanges,retailersarealsosqueezedfortalent.

“Ifyoulookback18monthsorso,itwasachallengingtalentenvironmentevenwithoutthepandemic,”NeilJensen,VPofHCMProductStrategyforWorkday.“Thenyouinsertinthepandemicandeveryretailerwaseitherforcedtoclosetheirdoorsforaperiodoftimeor

dramaticallychangetheirbusinessanddeliverymodels.”

“It’screatedanenvironmentwhere—evenatthisstageinthepandemicwherethingsareopeningbackup—talentisdifficulttoprocure,”saysJensen.“Gettingqualifiedcandidateswhowanttoworkinaphysicalenvironmentisatremendouschallenge,andwe’veseen

upticksinattritionacrossindustryandacrossemployersize.Thisgreatreshufflingis

happening,aspeoplearemakinglifechoicestoresignfrompositionsand

gododifferentthingsafterhavingalotoftimetothinkaboutit.”

This“greatreshuffling”isleading

toskillsgapsforretailers.

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“Retailersareinapositionwheretheyneedslightlydifferent

skillsetsinordertoaccommodatenewcapabilitiesthat

they’retryingaspartoftheirbusiness,”saysJensen.“Whetherit’sat-homedelivery—whereastoreassociatedropsoffa

packagewiththeirpersonalcar—orcurbsidepickup—wheretheface-to-face,customer-servicerapportissignificantly

greaterthanwith,say,stockingresponsibilities—there’s

definitelyademandfornewskills.”

Meetingthisdemand,especiallyamid

laborshortages,requirescross-training

existingemployeesandputtingmore

responsibilitiesontheirplates.With

theshiftingworkloadscomestherisk

ofretailemployersviolatinglabor

compliancelaws,however.

“Ifyou’reoutinthewildtodayandyou’reinretail

establishments,lotsoftimesyou’reseeingsignagewith

apologies—thingsthataresaying,‘Pleasebearwith

us,’”saysJensen.“Theconsumingpublicisgoingtobe

forgivingforaperiodoftime,butthenit’sgoingtogettoa

pointwherethatpatienceandthatforgivenesswearsout.”

Atthatpoint,“peoplearegoingtomakechoicesbasedon

experiences,”saysJensen.“They’regoingtogotothose

retailestablishmentswheretheyfeelliketheretailerisable

tomaintainacertainlevelandqualityofservice,andthen

they’regoingtoabandonthoseretailersthataren’t.”

“Whenyou’reinashort-staffsituation,yourriskgoesup

becauseyou’regoingtotrytodomorewithwhatyouhave,”

saysJensen.“Whenyou’reaskingawholelotmorefroman

hourlyemployee,youmaynotnecessarilybekeepingyoureye

ontheirindividualhoursworkedandbreaktime.Youcouldvery

wellputyourselfinapositionwhereyou’rebreakingrulesand

breakingwage-and-hourlaws—notintentionally,butjustby

tryingtomaximizethepeoplethatyouhaveandcoveryour

demand.”

Withemployeesstretchedthin,manyretailersriskdeliveringa

diminishedcustomerexperience—andlosingcustomersto

competitorsasaresult.

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Respondingtotheimperative

toinvestinemployees

Inresponsetothe“greatreshuffling”andotherlaborchallenges,retailersare

steppinguptotheplatewithnewapproachestorecruitingandhiring.

“Iseeawholelotofcreativityoutthere—whetherit’sfreefood,freeproducts,

orotherperks—andIthinkthosethingshelp,”saysJensen.“ButIthinkwhat

probablywinsthegameisacommitmenttoskillsdevelopmentandreally

conveyingamessagethattheorganizationwantstoinvestinitshiresand

notonlyleveragethemforwhattheycandotoday,butalsohelpgrowtheir

capabilitiesandskillsettobeabletodomoreinthefuture.”

“Themorethatretailersmakethatcommitmenttoinvestintheiremployees,the

morethey’regoingtosucceed,”saysJensen.

Followingthroughonacommitmenttoinvestinemployeesrequirestheright

solutions.It’smoreimportantthaneverforretailerstoinvestinempoweringtheir

employeestodotheirjobswell,expandtheirresponsibilities,andadvanceinthe

organization.

Thatstartswithtakingfulladvantageofemployees’existingskillsets.

“Oneofthethingsretailerscandoisreallyleveragecapabilitiesthathelpthemto

veryclearlyunderstandtheskillsthattheyhaveintheirexistingworkforce,”says

Jensen.“Itmaynotbethingsthatareexpresslyobviousbasedonthepersonthat

theyhired.Uncoveringskillspeoplehavethataremoreunknownallowsyouto

tapthoseindividualsforspecificpurposesbasedonthatgreaterunderstanding.”

“Weofferaskillsmonitoringcapabilitythatreallyhelpsretailerstotapintothatfullpictureoftheworkerskillset,”saysJensenofWorkday

HumanCapitalManagement

solution,whichusesmachinelearningandanalyticstounderstandyourpeople’s

currentskills,aswellastheonesyouneed.

Fromthere,retailerscanprovidetrainingrecommendationstoemployees(andempoweremployeestoaccessthose

recommendationsthroughself-servicetools).

“Itsupportsreallydigginginandgettingtoknowtheworkers—eventheonesthatyou’reattractingthroughrecruiting—atthatmoreintimate,granularlevel,”saysJensen.“Doingthat

isgoingtosetemployersapartastheylooktotappeopleforskillstheymaynotknowtheyhavein-house.”

Empoweringyouremployeesalsomeansprovidingahigh-

qualityexperiencewhenitcomestothingslikescheduling.

Workdayisinvestinginimprovinghowworkersinteractwith

scheduling,timeandabsence,whilealsobringinginsightandpowertothemanagerswhomanageschedulesandorganizeandapprovetime—helpingthemoptimizetheproductivityoftheirworkforce,maintainlaborcompliance,andcontrollaborcostsallatthesametime.

“Ourlaborschedulingcapabilityisleveragingnextgenerationtechnologytomakesurethatitoptimizeseachschedule

basedontheavailability,capabilities,andpreferencesoftheworkersdeckedagainsttherequirementsfortherole,”says

JensenofWorkdayScheduling&LaborOptimizationsolution.

“ItusesanAIenginetomakethosematches,sothatwe’rereallyefficientlyoptimizingthetalentthatyouhave.”

“Theproductalsoputsalotofpowerinthehandsofthe

frontlineworkertodirecttheirschedules,”saysJensen.

SinceWorkdaysolutionsareentirelymobilefriendly,workers

can“beflexibleinthewayinwhichtheyengage.”

Deliveringmobile-friendlycapabilities

toworkersisamust.

“It’simportanttobringtoolsandfeaturestothemedium

wherepeopleoperateeveryday,”saysJensen.“Noteverybody

hasaccesstoaPCoralaptop—andeveniftheydothey’re

notnecessarilywalkingaroundtownwithaMacbook—but

therearemorethan5billionpeopleonthisplanetwithmobile

phones.It’saloteasiertopullyouriPhoneoryourSamsung

devicefromyourpocketandtakedirectaction.”

Takingdirectactionviamobileisaboutmorethanjust

adjustingschedules.UsingWorkday,retailerscanprompt

employeestoanswerpulsesurveys,viewtheirpaychecks,

completeonboardingprocesses,orevenselecttheirbenefits

viatheirmobiledevices.

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“Weleveragedmobilecapabilityas partofourownopenenrollmenthereatWorkday,andwehadaround80%

Infact,everythinginWorkdayisdesignedforflexibilityand

speed.Thatbenefitsbothemployersandemployeesfromtheverystartoftherecruitingprocess—whichisanareawhereretailerscanalwaysuseanedgeonthecompetition.

ofourworkerschoosethemobile

versiontocompletetheiropen

“Ifyoucaneffectivelyrecruitandyoucanmovefasterthan

enrollment,”saysJensen.“We’ve

yourcompetitioninordertogetpeopleinthedoor,youhave

madeitsupersimpleforworkerstoelecttheirbenefitsviathemobile

anadvantage,”saysJensen.“Ourrecruitingcapabilityreallyisdesignedtocapturecandidatesacrossalllevels,whetheritbethefrontlineworkforceortheprofessionalworkforce,

device.”

anddeliveradeeplyintegratedexperiencethatallowsyoutoonboardandtrainthosepeopleveryefficiently.”

Asretailersrevisitthosebenefitsandotherprogramsto

ensuretheymeetemployees’needs,Workdayoffersthem

“Gettingpeopleproductiveandproficientquicklyisthename

tremendousflexibility.Workdaymakesitsimpleforretailers

ofthegame,”saysJensen.“Forsomeofourcustomers,getting

toupdateorganizationalstructures,benefits,compensation,

associatesactiveonthefloorthesamedayasrecruitmentis

andworkerrecordsinrealtime,ortorapidlyadapttonew

thegoal,andwehelpthemachievethat.”

legislationsurroundingtimeoff(orotherconcerns).

8

Movingtoanemployee-focusedfuture

Empoweringandinvestinginemployeesbyimprovingthefrontlineworkerexperienceisonewayretailerscanrisetotheircurrentchallenges(andavoidputtingthecustomerexperienceatrisk).

Byenablingretailerstomanageeverythingfromrecruitingtopayrollinoneintegratedsolutionssuite,Workdaymakesthatpossible.And,usingtechnologieslikemachine

learningandautomation,WorkdayPeopleAnalyticsalsosurfacesdataandinsights

forretailerstomakebetterdecisionsabouthowtoutilizetheirtalent.

“Fullyenablingthatfrontlineworkerintheretail

spacethroughaveryelegant,thoughtf