Progressive Grocer

MAR 2017

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Page 48 of 117

March 2017 | | 47 whom won't last at a store for a year. But it's a cycle of inefficiency in an industry tied to slim margins. According to 2012 research published by e Center for American Progress, even for positions that pay less than $30,000 a year, retailers will spend more than 16 percent of an employee's salary replacing them, so hiring and investing in good candidates supports the bottom line. "High turnover low- ers the quality of work, lowers productivity, and morale of employ- ees is affected," says Mary Kay O'Connor, VP of education at the Madison, Wis.-based International Dairy- Deli-Bakery Association (IDDBA). At the same time, it's hard to account for training's benefits. "Training management doesn't always have a seat at the c-suite table," admits O'Connor. "Training can be underrepre- sented, underfunded or not funded at all. Training can be the first thing to go in some groups." Competency-based training is essential, O'Connor says. "People need to feel comfortable with what they're asked to do every day on the job." Continued on page 96 If people are connected with our purpose, they'll stay with us." —Mark Foley, Raley's

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