How Retailers Can Best Address Critical Labor Challenges -Today … · 2020-05-16 · How Retailers...
Transcript of How Retailers Can Best Address Critical Labor Challenges -Today … · 2020-05-16 · How Retailers...
How Retailers Can Best Address Critical Labor Challenges —Today and Tomorrow
By artfully applying technological advances in workforce management systems, retailers can minimize labor costs and maximize operational efficiency.
Executive Summary
Retail remains the strongest connection between
consumers who want goods and services and manu-
facturers who create them. Those companies that can
connect suppliers and buyers with a high degree of
efficiency and scale across channels typically prosper.
In today’s ever-changing retail environment, the role
of the store has pivoted, and the store manager must
now support multiple needs, including managing an
efficient store for walk-in shoppers, running a pre-
cise fulfillment and returns operation for customer
orders, and providing an engaging and experiential
environment for shoppers to immerse themselves in
the brand. This environment requires complex plan-
ning and management to ensure that the correct
staff with applicable skills are available across the
entire store operation. Expectations for service and
delivery quality are higher than ever before, even as
the cost of labor continues to rise globally.1,2
As a twin pillar of workforce management, employee
retention continues to be a growing challenge. Trends
indicate the 65% median turnover rate of part-time
retail employees is continuing to rise while prospec-
tive employees and existing staff are more interested
in a better work-life balance than an attractive hourly
rate.3,4 Retailers are responding by looking for ways
Cognizant 20-20 Insights | February 2018
COGNIZANT 20-20 INSIGHTS
Cognizant 20-20 Insights
How Retailers Can Best Address Critical Labor Challenges — Today and Tomorrow | 2
Trends indicate the 65% median turnover rate of part-time retail employees is continuing to rise while prospective employees and existing staff are more interested in a better work-life balance than an attractive hourly rate.
How Retailers Can Best Address Critical Labor Challenges — Today and Tomorrow | 3
to offer more flexibility and opportunities to their
employees. Companies that plan for and offer
this flexibility will have the pick of the talent pool
in the future.
Historically, many organizations have managed
labor using tools such as static workforce man-
agement software solutions and standardized
labor metrics. In some cases, these solutions
have been in place for many years without being
updated and, as a result, businesses are no longer
realizing the savings or efficiency increases they
could reap from modern, digital solutions.
This white paper offers insights into how your
organization can improve labor efficiency and
control costs by using a workforce management
(WFM) or labor management solution (LMS).
Instead of working on labor budgeting and plan-
ning with limited historical data and generic
store information, labor planning tools must rec-
ognize and include the current employees and
their skills, availability and preferences. Imagine
a store manager looking at the upcoming holi-
day season and trying to determine the types of
roles, the candidate availability and the number
of employees to hire. Today’s planning tools must
provide the manager with the ability to combine
the current store employees with the store’s
labor demand, or forecast across all activities and
skills required. The result would be a crystal-clear
picture of the store’s current and recommended
future staffing levels.
WFM/LMS SOLUTIONS OF TOMORROW
Many companies with existing WFM/LMS solu-
tions are seeking ways to build on those solutions
and realize additional value. Here are some ways
we recommend to layer on, transform or upgrade
existing solutions to gain value:
• Standards updates: One of the ways that
companies can get more out of their current
systems is to ensure their labor standards
are up-to-date and representative of current
processes. Taking the time to re-validate your
organization’s labor standards and spending
time on the floor with associates will allow
decision makers to tweak the current system,
which improves trackability and accountabil-
ity. As an added benefit, your team might
discover additional process improvement
opportunities.
• Standards as service (SAS): Standards main-
tenance can be expensive and time-consuming,
but partnerships can help mitigate some of
those factors. Retailers must decide whether
to continue to devote internal resources to
these, or whether there’s a business case for
a standards-as-service offering — allowing a
partner service provider to assume manage-
ment of some, or all, of those needs.
• Incentive programs: Incentive programs may
be the logical next step for organizations that
have a high level of maturity in their labor
standards. Implemented correctly, an effec-
tive performance management and incentive
system can boost productivity by an additional
10% to 30%.5 Successful incentive programs
typically have the following key attributes:
» Employees must understand the pro-
gram and know how the incentive can be
achieved.
» The reward must be valuable to the
employee and greater than the perceived
effort needed to achieve it.
» The reward must be timely (given soon
after the results are achieved).
» The reward should be consistent and a
direct result of the individual’s behavior.
» The program must be self-funding over
the long term.
Cognizant 20-20 InsightsCognizant 20-20 Insights
Incentive programs may be the logical next step for organizations that have a high level of maturity in their labor standards. Implemented correctly, an effective performance management and incentive system can boost productivity by an additional 10% to 30%.
Cognizant 20-20 Insights
How Retailers Can Best Address Critical Labor Challenges — Today and Tomorrow | 4
How Retailers Can Best Address Critical Labor Challenges — Today and Tomorrow | 5
• Gamification programs: Gamification is the
concept of applying game-design thinking
to non-game processes. These programs
are very similar to incentive programs, but
without the monetary reward element, and
they provide a way to achieve high employee
engagement for low monetary input. Many
applications of gamification integrate with
existing employee recognition of incentive
programs. In addition, gamification programs
can offer a way for employers to decrease
employee turnover, improve productivity,
increase associate compliance and grow both
customer and associate engagement. Accord-
ing to the Harvard Business Review, “Studies
have shown that engagements typically fail
because lack of engagement and gamifica-
tion helps solve that issue.”6
• Implement or upgrade to advanced features:
Not surprisingly, many organizations are not
leveraging all of the features in their existing
WFM/LMS solutions. Taking the time to review
available features and functionality and better
understand which complimentary add-on solu-
tions are available can radically improve the
value your company gets from its current solu-
tion. One classic example in the retail space is
the company that assumes that one overarch-
ing solution from human capital management
system (HCM) to payroll is the best approach. In
many cases, using built-for-purpose solutions
will yield much more value. Some common
options include:
» Retail stores: Forecasting, advanced sched-
uling, employee self-service tools (mobile)
» Distribution centers: Advanced sched-
uling, forecasting, monitoring, employee
self-service
• Long-range staff planning: Truly advanced
WFM solutions often bring game-changing
innovations to the market. JDA, for instance,
recently introduced a long-range staff plan-
ning module that combines the labor model
described above with store-specific associ-
ate profiles and related data. This approach
allows an individual store to overlay its
current employees over a future period, and
see if a location is under- or overstaffed.
It also provides hiring and cross-training rec-
ommendations.
• Deploying a metric- and data-driven WFM
cloud solution: Modern WFM cloud solutions
bring to bear greater functionality, allowing
retailers to dramatically improve forecast-
ing and labor utilization. By combining the
metrics that drive each retailer’s business,
including forecasted events and SNEW data
(social, news, event, weather), it’s possible to
build dramatically improved labor forecasts.
These forecasts can then be used to create
more effective labor models and, ultimately,
the best possible schedule for each location.
• Additional advanced technology features: If
your company has already implemented some
or all of the items listed above, it may be time
to consider more advanced technology fea-
tures. By improving employee tracking and
metrics, organizations have the opportunity to
design more efficient processes and improve
employee productivity:
» Multivariable engineered labor stan-
dards are built around multiple key value
indicators (KVIs) that use advanced sta-
tistical analysis to set standards in both
distribution and retail environments.
The additional levels of detail available
for measurement can improve employee
traceability and improve forecasting and
scheduling models.
Cognizant 20-20 InsightsCognizant 20-20 Insights
Cognizant 20-20 Insights
How Retailers Can Best Address Critical Labor Challenges — Today and Tomorrow | 6
Modern WFM cloud solutions bring to bear greater functionality, allowing retailers to dramatically improve forecasting and labor utilization. By combining the metrics that drive each retailer’s business, including forecasted events and SNEW data (social, news, event, weather), it’s possible to build dramatically improved labor forecasts.
How Retailers Can Best Address Critical Labor Challenges — Today and Tomorrow | 7
» Location-based analytics utilize addi-
tional software tools to deliver and track
marketing materials, providing additional
clarification and insights into customer
movement and buying patterns. This data
can drive more accurate forecasting met-
rics which, in turn, can improve employee
staffing and scheduling.
» Connected forklift is a tool within the
distribution center environment allowing
for improved tracking of forklifts within a
facility. This allows engineering teams to
improve labor metrics as they are able to
validate actual travel time vs. calculated
travel time, allowing the development of
more accurate estimates and improved
employee tracking.
COLLABORATIVE APPROACHES, REAL RESULTS
With industry leader JDA Software, we are pro-
viding an inclusive approach to addressing the
challenges of deploying, managing and advanc-
ing current WFM environments. Because of our
innovative new software offerings and our collab-
orative approach, our mutual clients are realizing
greater value from their WFM solutions and posi-
tioning themselves to truly meet the needs of
connected consumers in whichever channel they
choose to shop.
For more information, please contact info@jda.
com or [email protected].
Our mutual clients are realizing greater value from their WFM solutions and positioning themselves to truly meet the needs of connected consumers in whichever channel they choose to shop.
Leslie O’ReganManager, Cognizant’s Stores Line of Business in Cognizant’s Retail business unit
Leslie O’Regan is a Manager within Cognizant’s Stores Line of Busi-
ness in Cognizant’s Retail business unit. In this role, she uses her
WFM/LMS expertise to help clients optimize their labor force. Leslie
has spent time leading efforts to help clients define and improve
their business processes and has worked with clients in the retail,
grocery and supply chain sectors to define, configure and calculate
engineered labor standards to improve efficiency. She received a
degree in industrial engineering from Purdue University. Leslie can
be reached at [email protected] | LinkedIn: www.linke-
din.com/in/leslieoregan.
ABOUT THE AUTHORS
Martin ReynoldsVP of Retail Solutions at JDA
Martin Reynolds is a VP of Retail Solutions at JDA with over 30
years of direct retail experience. Bringing together a passion for
technology with deep roots in retail, Martin understands firsthand
the challenges facing retailers and how they can chart a path for-
ward to deliver real, sustainable results. Marty is most recognized
as a retail technology evangelist, and focuses on solving the evolv-
ing business challenges facing retailers with a keen focus on retail
store operations. He can be reached at [email protected].
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How Retailers Can Best Address Critical Labor Challenges — Today and Tomorrow | 8
FOOTNOTES
1 According to RSR Research, differentiated customer service was identified of the top three sources of competitive advantage
for 47 of retailers surveyed. See “Retail Insights 2016: Moving Beyond Omnichannel,” page.10, www.rsrresearch.com/research/
retail-insights-2016-moving-beyond-omnichannel.
2 In a recent survey of over 350 global retail and consumer goods CEOs, 46% said that omnichannel fulfillment had led to some
increases in labor costs while an additional 14% said omnichannel fulfillment had led to a significant rise in labor costs. See
JDA CEO Viewpoint 2017 survey, slide 13, www.jda.com/knowledge-center/collateral/2017-retail-ceo-survey-presentation.
3 “Retail Employee Turnover Up as Black Friday and Holiday Shopping Season Nears, According to Korn Ferry Hay Group Survey
of Top U.S. Retailers,” November 16, 2016, www.kornferry.com/press/retail-employee-turnover-up-as-black-friday-and-holiday-
shopping-season-nears-according-to-korn-ferry-hay-group-survey-of-top-us-retailers/.
4 Rainer Strack at TED@BCG Berlin, “The workforce crisis of 2030 — and how to start solving it now,” October 2014, www.ted.
com/talks/rainer_strack_the_surprising_workforce_crisis_of_2030_and_how_to_start_solving_it_now.
5 “Does Incentive Pay in the Warehouse Work?” Supply Chain Digest, June 2006, www.scdigest.com/assets/News-
Views/06-06-01-2.cfm?cid=717.
6 Karen Robson, Kirk Plangger, Jan H. Kietzmann, and Ian McCarthy, “Game on: Engaging customers and employees through
gamification,” Harvard Business Review case study, January 15, 2016, https://hbr.org/product/game-on-engaging-custom-
ers-and-employees-through-gamification/BH714-PDF-ENG.
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