How can retailers turn the page on the talent shortage?

When I speak to retail leaders these days, it’s clear one thing is top of mind above all else: attracting and retaining a motivated workforce.

There’s no doubt this is a seriously big challenge. ?Especially as we approach the holidays. One recent study suggests the number of global active retail job openings has grown by 174 percent year on year.

A lot of this has to do with the experience of these past two years. ?The pandemic was such a massive disruption and has changed the whole dynamic between retailers and their employees. Retail workers have completely reevaluated what matters to them, both personally and professionally.

And, with the jobs market wide open, many have decided this is the time to explore opportunities elsewhere.

More than a paycheck

How should retailers respond? ?Some have looked to attract new talent by improving worker benefits and offering higher wages.

But that can only take you so far. ?It creates the risk of spiraling labor costs. And, more importantly, it doesn’t get to the heart of the problem.

Because today’s workers see their careers differently. ?It sounds like a cliché, but, for them, a job really is more than a paycheck.

Whether the work is in corporate or on the front line, potential retail employees want something more: a relationship with their employer based on shared purpose, personal fulfilment, individual agency and mutual trust.

Retail as a social connection

I’ve seen this shift happen myself. ?I have a family member who just loves the outdoors. ?And he’s chosen to work for one particular outdoor recreation retailer because of the connection with his interests and values.

When he moved to a new city he decided to stay with the same retailer. ?And I thought the reason he gave was super interesting. ?Because he said his work was how he was going to make social connections.

He knew his interests and values would be aligned with other workers in the store. ?So there would be lots of opportunities to go hiking, climbing, snowboarding, etc., and make new friends in a new city.

I think this concept of work as a social connection is a fascinating idea. ?And it applies everywhere—whether your interests are in fashion, food and nutrition, music, sports, books, or anything else.?

Time to think omni-connected

It also speaks to a broader point: the importance of aligning brand culture and purpose with the personal values and self-interest of the front-line workforce.

Retail leaders need to ask themselves if they’re building a culture where people who work in their stores feel genuine attachment to the brand they're trying to serve.

One way to do this is through what we at Accenture call an omni-connected workforce.

This doesn’t mean being digitally connected to your employer 24 hours a day. ?Far from it. ?It’s about creating an environment where workers feel more connected to each other, their leaders, their work, and the brand.

An omni-connected workplace is one in which people know their voices will be heard. ?Where they feel they can bring their whole selves to work in a culture of mutual respect. ?And where they’re able to learn, develop, and advance their careers.

How to increase the connection

So how do you do that in practice? ?It starts with leadership and culture.

Omni-connected workplaces need trusted leaders who show empathy and are completely transparent. ?They also need a workplace culture that’s authentic and purposeful, that enables flexibility, and that gives workers a sense of autonomy over their work.

Digital tech plays a really important role in creating that kind of culture. ?For example, platforms like Yammer can be a great way to build a corporate social network, keep everyone connected, and recognize individual achievements.

But it could even be something as simple as letting people access HR systems, scheduling platforms, and new job listings from home. ?For people balancing shift work with busy personal lives, that kind of flexible connection can make a huge difference.

I also think it’s interesting how tech-enabled sub-cultures are emerging within retail stores themselves. ?We’ve seen examples of how store leaders are using technology designed for something else—headsets for inventory checking for example—to enable two-way store-wide communication and build a really strong sense of shared purpose.?

Omni-connection on the front line

The key point here is that potential retail workers have such a wide range of options open to them right now. ?So it’s all the more vital to maintain a vibrant, authentic, motivating culture across all the stores in a retail network.

The way to do that is to give workers more of what they really want: a flexible, purposeful, diverse workplace where they can connect, learn, develop, and build a career.

Find out more in our latest report:?Omni-connected retail workforces – a new dynamic. #retail