2 Steps Retailers Can Take to Elevate the Frontline Worker Experience

In October 2021, the U.S. Bureau of Labor Statistics reported that 683,000 workers in the retail category called it quits, a significant jump from the 512,000 who did the same in October 2020. Retail frontline employees have had it especially tough during the pandemic, with record store closures causing over 2 million layoffs in early 2020.

Looking toward a post-pandemic world, fractured supply chains and labor shortages have placed a newfound stress on retail employees. As such, the retail industry must prioritize the unique needs of frontline workers by offering flexibility in how they manage their schedules and providing opportunities that foster career growth. Combined, this will help organizations attract and retain this critical segment of our workforce.

In 2022, I implore retail leaders to put a renewed focus on elevating the employee experience by prioritizing two things:

Empowering Employees With Accessibility and Flexibility

Retail workers are essential to a brand’s identity and are often the first impression customers have of a specific company or brand. In fact, according to a recent Ernst & Young (EY) survey, 57 percent of consumers will choose a particular company based predominantly on a positive shopping experience. But, as retail employees leave in large numbers, many companies are struggling to find candidates to fill open roles.

To attract new workers — and support current ones — flexibility is key, especially in retail, where the shifting nature of store schedules adds additional complexity. Even prior to the pandemic, it was common for employees to be called in for a shift on short notice or be asked to work extra shifts to cover the holiday rush. For many, employee rhythms of work and life have changed — perhaps permanently — since the start of the pandemic, and the ability to influence and manage their own schedules has become table stakes. Pair that with the holiday season, when retail employees are asked to work overtime and adjust shifts based on staffing needs, and it’s critical for retailers to ensure they’re supporting employees and delivering experiences that meet their needs.

They can do this by empowering workers with technology and tools that allow them to access, build and manage their own schedules. It means not locking in employees to rigid schedules and allowing them to schedule shifts while at home or on the go.

Nearly 80 percent of the retail workforce are from Generations X, Y, and Z, and they have high expectations for the technology with which they interact. If they’re relying on clunky technology to track time and attendance, request time off, take a safety course, or access their pay information, a frustrating experience may lead them to leave.

Retailers that combine scheduling, payroll, time and attendance, and absence management in a single experience can make a huge difference in terms of attracting and retaining frontline workers. With the right technology and systems in place, retailers can provide staff with the ability to use their mobile devices to manage when they work, offering convenience and efficiency. In turn, managers can have quick access to an employee’s information, allowing them to better and more efficiently manage staff, schedules, time and payroll all in one place.

Retail organizations can use this year as an opportunity to deliver a differentiated experience that prioritizes shift preferences for workers, helping them retain their high-value employees. And the best part? This will also help retailers to ensure their stores are adequately staffed. Truly a win-win for everyone.

Providing Listening and Growth Opportunities

The top reasons retail workers leave a company is to look for employers that offer better benefits, more flexibility, and career growth — with low pay and tough conditions as top deterrents. Pair that with ongoing concerns around personal safety in a pandemic world, and it’s clear why workers are increasingly gravitating towards employers that offer support, development opportunities and meaningful experiences.

Delivering engaging employee experiences needs to be an ongoing process. It requires two-way communications, where employers are listening to and taking guidance from each employee on what they want and need, then applying those insights to create more connected experiences that help workers be more engaged and productive.

One way retailers can achieve this is by giving employees a confidential platform upon which they can share regular feedback on how they're really feeling about work. This provides retailers with a real-time view into employee sentiment, allows them to take the best course of action to address any concerns, and helps them to identify development opportunities for their workers.

For example, many workers, especially around the holidays, aren't returning to the same work situation they did two years ago. Leaders cannot assume they will feel comfortable or effective with one training session, especially given the dynamic nature of the pandemic. Having the opportunity to learn and grow through ongoing training is highly attractive to workers because it shows them the organization is invested in their development and career growth. Continuous learning benefits both workers and employers because it keeps employees engaged and adds skills and expertise that allows employees to assume new roles and responsibilities within the company.

Frontline, hourly and shift workers have been (and still are) integral to the global pandemic response and essential in helping keep the economy in motion. We, as customers, couldn’t have lived without them over the last two years. Leaders wouldn’t have been able to stay in business without their dedication. Now, it’s time for organizations to invest in their employees by putting an enhanced focus on their experience. Not only will it help offset the effects of The Great Resignation, it will inherently change the future of retail.

David Somers is Workday’s group general manager of product for the office of the CHRO, responsible for leading the strategy and development of the Workday Human Capital Management suite of products.