Advantage in recruitment and retention

Retail Bulletin is promoting the 2nd Annual Retail HR Summit which is aimed, as you might expect, at retailers but in reality it will probably not attract many SMEs - but that will not be the fault of the organisers (although it is marketed in a way that might deter many!). The lessons to be learnt at this event are fundamental even to the small employer.

The headlines are citing that it will be advantageous to differentiate your brand in the recruitment market - I have to say that that is more than possible even if you only employ a few people. They are promoting training input as an important tool for staff retention but also for adding value to the bottom line.

All too often the SME retailer falls into the trap of believing their own unfounded statements of woe and doom when it comes to training; "I can't afford for him/her to be off the shop-floor", "I can't afford to pay for any training", "They'll only leave if I train them". These perfectly understandable comments are not based on a well planned training strategy as a fundamental function within the business plan and often arise from a lack of understanding about how to capitalise on well trained and motivated staff.

My experience comes from when I devised a training programme to counter the fact that my store was based within half a mile of several major store groups, each with an effective training policy. In embracing an established programme I was able to attract funding (although there were associated costs); I was able to focus the training on the weaknesses that I had previously identifed in a simple SWOT analysis; equally I was able to build on the strengths. By ensuring that the individual needs of the staff member was also taken into consideration and that they were duly recognised for their efforts, I was able to reduce the turnover of staff, improve the performance of staff in each of the departments thus cutting costs and increasing revenues by making the sales staff better able to convert sales. The chosen route was to work towards awards that were within the National Vocational Qualifications framework, so that even though we were small, our training suited the requirements of a recognised award.

Staff were rewarded for effort, producing a far better return on the firm's investment in them and customer loyalty was noticeably improved and costs reduced. What can I say? If I can do it...

Just a small aside, depending on the size and location of the business, there are funds available to subsidise relevant training and you will be surprised how well motivated staff will commit to working in their own time. Try it, you might get the bug yourself! Contact Train to Gain and your local Business Link for more information.

Bad tidings as April gets underway

This blog has been with-held until a decent period had past since the 1st April - just in case anyone confused this worrying message with a form of black humour. Sadly, it is the real thing...

Katie Kilgallen, writing in the 'Retail Week' about the latest ICM poll to be published reflecting the mood of the consumer in the High street. She reports that "Of the 1,050 consumers surveyed, two thirds believe economic turmoil will increase over the next 12 months. Nearly a third fear for their jobs and 42 per cent feel they have less to spend."

Yes, it is only a small sample, yes it might well be that the particular locations of these people would mean that their view of the world is unlike anything experienced in your High street; but all that does not mean that it is not a reality. Retailers, especially SME retailers, are resourceful and optimisitc creatures usually - but it is those who are pragmatic and plan for resilience against the draughts of recession who are most likely to remain in business.

Of course, these things also offer a glimmer of opportunity too! The flexibility of the SME can really score in times of recession - remember not to buy too much stock and keep a weather eye out for the changes in the market demands and re-stock in small quantities of those things that are selling. Don't discount more than is absolutely essential and trade on quality service and quality product - but at a reasonable price that compares well within the normal market range. Above all, maintain profit levels, reduce costs and ensure that your customer service is second to none! (Remember to train your staff effectively too ... the subject of another blog, I can just feel it coming on)