Progressive Grocer

MAR 2017

Issue link: http://magazine.progressivegrocer.com/i/794415

Contents of this Issue

Navigation

Page 47 of 117

46 | Progressive Grocer | Ahead of What's Next | March 2017 FAMILY, an acronym for attributes that Raley's sup- ports in its people: Fearless, Accountable, Memorable, Inspiring, Learning and You (make the difference). "If people are connected with our purpose, they'll stay with us," Foley asserts. "at's how it ties back." e Raley's approach of hiring for personality and passion, and then training to tasks, is sup- ported by findings from a recent Coca-Cola Retail Research Council North America study. e report recommends that retailers should look for people "with emotional stability, optimism, self-efficacy, openness and who express conscientiousness" (see the sidebar on page 44 for more on the research). Train 'em Up Retailers are more likely to lose those valuable candidates early on when they don't demonstrate a willingness to invest in training. "If there's nothing between 'congratulations' and 'now get to work,' there is no orientation," notes Lloyd. is lack of onboarding is reflected in the industry average, which is just eight hours. "e best [retailers] provide 40 hours of training," he says. ey also keep it up with store meetings, department huddles, paycheck stuffers, bulletin boards, and more. e lack of training and development is a likely factor in the high turnover rates in the retail in- dustry. According to the Bureau of Labor Statistics (BLS), retail turnover was an estimated 55 percent in 2016. Industry experts indicate that grocery retail is closer to 60 percent. Many in the industry claim that the turnover is due to the large percentage of young people in grocery jobs. BLS data support this, reporting that 30 percent of grocery store employees were between the ages of 16 and 24 in 2015. Retailers are likely the first employers that many of these young people will have. Raley's embraces the responsibility that comes as a first-time employer. "We understand that [for] many who work for us, it's a first job, and we play a role mentoring these young people in life," says Foley. "We mentor on how to work, dress for work, interact with customers, manage a checkbook, manage personal lives. It's a responsibility to help them find their path. We know the path might not include us. But we also want to find those who are interested and show them the path within the company and show them that there are opportunities here." Unfortunately, many retailers don't see the value of investing much time in training young talent, many of Feature Human Resources What worked in recruitment and engagement five years ago doesn't work now. We have to move with the times." —Terra Powers, Safeway

Articles in this issue

Archives of this issue

view archives of Progressive Grocer - MAR 2017