You're facing peak hours in your store. How can you delegate responsibilities for efficient coverage?

Being in retail, this is my day to day encounters. The best practices are to have a team that is well trained and has a culture in place. Understanding the market dynamics of every outlet is key and knowing when to expect customer influx is key. With this information, plan early e.g ensuring the displays are well replenished at least an hr before pick time. Aligning every section to be ready to give service to customers during peak time. The aisles must be clutter free to allow ease of navigation for customers. In sections that have items ready at pick and go units, have them stocked up early enough to reduce queues. For check outs, the team must ensure no delays by increasing tills as footfall grows.

In my experience during my retail job days, first thing to do is to conduct a team meeting prior to that day that your team is assuming that it would be a busy day. Assign 1 person to handle Cash register to process all customer purchases. 1 person to remove all the fitted items from the fitting room. rest of the team must focus on assisting the customers giving a direct open and close questions to make the transaction quicker and efficient

Assign specific tasks to each team member based on their strengths. Have clear communication and regular check-ins to ensure smooth coverage during peak hours.

I believe it is essential to ensure the individuals picked meet the criteria for the objective. Is this an urgent project which needs an efficient expert? Is there a learning opportunity for a team member to grow their skills and versatility. Too many leader rely on the same few people “to get things done” and often overwork their key contributors, risking burnout.

Clear communication is crucial. Before peak hours, briefly outline shift goals and the importance of each role to ensure every customer receives first class service. This approach clarifies duties, reduces confusion, and strengthens teamwork.

Clear communication using situational learning. What is clear to someone whom has completed the task before can be very different to someone who is new to the task.

Increasing communication to all stakeholders during this execution phase is key. One thing I found very effective with staffing gaps during COVID was to be open and honest with floor staff, support staff and customers. This was where hands on leadership support, with leaders moving resources to key areas and being available for staff and customers, was key. When your team is taxed unduly, things need to change for the leaders too. This is a perfect time to show your teams you walk the talk.

Opening procedures are fundemantal to replenishment and preparing your store for the rush. Customer service and speed at till poduim should be your focus not replenishment.

Empowering staff is a game-changer. When you trust your team to make decisions within their roles, it not only speeds up problem-solving but also instills a sense of ownership. I’ve found that when employees feel empowered, they’re more engaged and responsive, especially during busy times. It also frees up our time as managers to focus on bigger priorities, knowing the team is capable of handling the day-to-day challenges.

Empowerment of staff should be part of your fit for growth strategy when investing in future leaders to sustain your talent pool.

Adaptability is crucial, especially in visual merchandising and operations. Training your team to be flexible and communicate effectively during peak hours ensures they can handle unexpected situations smoothly. Encouraging them to stay calm and think on their feet keeps operations running efficiently and peak hours productive.