SHOPFLOOR
EQUIPPING YOUR STAFF TO BE THE BEST THEY CAN BE
Retailers that have a passion for training and staff development will excel during challenging times, but how can indies make the most of the opportunities available? Dan Todaro from Gekko Field Marketing explains…
W
ith the average turnover of staff or attrition rate at 63 per cent in retail compared to the national average of 15 per cent, isn’t it time that retailers take stock of this a little bit more? It is a false economy not to treat your staff as a highly valuable asset, considering how costly recruitment can be. Instead, much of this investment could be channelled into refreshing stores and training staff to enable them to be effective in their roles and provide an exceptional customer journey for shoppers. The focus should be on retention rather than recruitment. With over 32 per cent of retail staff stating that they receive no formal training at all, it’s a critical part of the puzzle that creates the whole picture for your customer experience. Brands invest millions each year to train third party retail partners. New starter or induction training isn’t where it should begin and end; an ongoing plan for individual staff members is essential, with regular reviews and new initiatives implemented. Also consider all the brands that come in and train your staff week in, week out and then compare that to the training you deliver to your staff. It is recorded that one in three staff leave their jobs due to a lack of training that allows them to learn new skills and develop their skill set. This should not be the case! Shoppers expect to be engaged by sales staff who know how to handle the sale of a considered purchase. The retail sales advisor (RSA) has to understand the importance of the process and how to meet the customer’s needs. Without training, who’s to blame when the sale doesn’t get closed? Often I think it’s the retailer for failing to develop the RSA’s skill set to close the sale through an enhanced experience – which builds on your customer service proposition.
58 • FOOTWEAR TODAY • FEBRUARY 2024
“Over 32 per cent of retail staff stated that they receive no formal training at all.”
Now more than ever, every part of the customer journey is critical. The responsibility as the employer is to equip your staff to be the best they can be. A key element of success in store, especially for considered purchases, is the engagement of shoppers with any RSA. Are yours proactive, helpful, skilful, knowledgeable, and capable of providing a personalised service? This is something online platforms cannot replicate and physical retailers should be capitalising on this and drawing people in-store with the promise of a worthwhile face-to-face engagement.
The difference is down to individuals, their training and management, all of which are critical when it comes to talking about a brand and its products. It is vital that RSAs are informed and motivated to not only be advocates of the brands, but also of the store itself.
So what can be implemented at very little expense, apart from time, in order to give
staff the opportunity to grow. Here are five suggestions that you can influence:
1
Ask your suppliers for training support or choose to work with brands that offer recognised training. Identify any brand or category that you could lean on for support.
2
Understand things from the shopper’s point of view. What is their experience like when they walk in to your store and engage with your advisors? Consider commissioning a mystery shopper survey to provide an independent assessment that can be benchmarked against other retailers, and indeed your competitors. This may help you find the right training you need.
3 4
5
Membership of organisations, such as the British Footwear Association, can offer specialist retail training and bespoke learning.
Check with your local authorities to see if they offer free specialist training and support to you as an independent retailer in the community.
Build and develop a RSA training program for your store that recognises personal development and rewards individuals for their efforts. This does not necessarily need to be monetary, it could be in the form of certificates or prizes.
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