MODEX 2018 RECAP: Solving for the Labor Shortage

The newest supply chain solutions in automation, robotics, machine learning and A.I. were on full display at the industry’s leading supply chain conference. Each year, we continue to be impressed at the pace of the industry and amazed at the newest innovation.

Future Proof your Supply Chain was the main theme of the show and many of our clients were in attendance, actively assessing solutions to address one of the largest challenges that will face the industry…how to solve the impending labor shortage?

Many companies will claim the labor shortage is already here, but by 2030 the shortage will be so large, that some are labeling this as one of the biggest crisis to face every labor-intensive industry (i.e. supply chain, trucking, construction, retailing, fast food, manufacturing, etc.).

The solution seems simple…Just replace the humans with robots, right?

Of course, automation will be a significant part of the solution, but the majority will continue to require labor. The answer for the impending labor shortage will most-likely be a blend of the newest automated solutions along with optimizing the workforce through engineering practices and a sustainable high-performance culture. The one thing that is clear is that companies are shifting how labor if viewed; from once being a controllable cost, to now being one of the most important assets.

So, what are your thoughts?

  • How are you solving for the labor shortage?
  • What extra steps are being done, specifically for peak?
  • How are you engaging, motivating and retaining your workforce?
  • How are you creating a high-performance culture?
  • What gives your workforce a competitive advantage?

We’d love to hear from you!

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The importance of integrating Labor and Workforce Management Systems

As Omni-channel continues to blur the lines between Distribution Centers and Retail, forward-thinking companies are beginning to leverage labor and workforce technologies outside their ‘traditional’ environments.

Under intense pressure from eCom giants, customer expectations and demands, retail stores continue their evolution toward becoming fulfillment, distribution and return processing centers. Labor Management Systems (LMS), which were born in the Warehouse / DC environment, are now being utilized in stores to track the performance of these tasks while providing timely feedback and performance coaching opportunities.

At the same time, 3PLs, Wholesalers and Retail DCs continue to feel the crunch of a tight workforce. To ensure warehouses have the ideal staffing level, companies are turning to Workforce Management (WFM) solutions to forecast demand and schedule optimization. Traditionally used for the schedule volatility of retail stores, WFM and advanced forecasting is finding a new home in distribution centers.

For companies adopting these technologies across traditional channels, the benefits are clear:

• A holistic view of operations
• Scheduling, utilization and staff plan synchronicity
• Consistent performance accountability across all departments
• Clearer forecasting
• Increased customer satisfaction and service
• Financial improvement

In a recent conversation with Jeff Peretin, President of Connors Group, he added that “Connors has always led the charge with our clients and partners by helping them navigate the complexities of a quickly-changing retail / supply chain environment. One area where we’ve seen an increase, is the focus on maximizing the utilization of different software platforms to identify efficiencies across the enterprise, specifically when it comes to labor.”

As companies continue to compete on costs, proven technologies for workforce and labor management will be blended together across channels to provide a holistic solution for workforce optimization. And the companies that embrace this new reality, won’t just survive, they will also thrive.

We’d love to hear from you!

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Does One Second Really Matter? (The purpose of labor standards)

We know what you’re thinking: “Does one second really matter all that much?” If you are in the retail business, the answer is a resounding “YES!” Time is money in the business world, and small amounts of time wasted can quickly add up into lots of lost profits. Let’s take a further look into the purpose of labor standards and why one second truly does matter.

 There’s not a second to waste, let’s get started!

The Measure of Success: Engineered Labor Standards

The foundation for all effective retail time management is engineered labor standards. These standards are the individual measures of how long every single activity that makes up your workflow should take to run at its most efficient and profitable. The more specific and accurate the measures of your engineered labor standards are, the more effective time management can become. Increased specificity comes from additional time standards that are distinctive to a particular store, which allows for an enhanced ability to excel with time management.

Think of the importance of implementing the most accurate engineered labor standards for time management through the following example:

  • If your engineered labor standards have employee time-measured segments divided into 30-minute intervals, it is mathematically possible to have 26 possible start and end times for employees during a 13-hour day.
  • If your engineered labor standards are divided into smaller, more precise segments of 15-minute intervals, there now becomes the possibility for 52 start and end times for employees during a shift of the same length

Now, consider that the measurement of engineered labor standards takes into account every motion and the time for every task. Consider that wasted motion and actions can be eliminated and that beneficial activities can be optimized. If your weekly payroll is $10,000 and, if introducing ELS can reduce reduce wasted time by 20%, not only will efficiency improve, but also you may well be able to reduce payroll expenses by $2,000 per week ($104,000 per year) and still deliver a higher degree of customer satisfaction by scheduling more effectively.

 A time managed schedule is a smart schedule.

Mastering Time Management

Additionally, engineered labor standards help streamline activities that could be detrimental to time management. For example, a manager could lose time dealing with a paper schedule that has to be manually updated and changed on a regular basis. Engineered labor standard implementation helps you identify areas such as this that can cause the misuse of time so that you can create processes to increase effectiveness.

Once all tasks have been enhanced to their maximum efficiency through engineered labor standards, time management can really begin to be seen. Managers can now properly prioritize and schedule required day-to-day activities.

One survey of executives found that their most successful time management tip was to maintain a balance between tasks. A great way to implement this in your business is to have certain recurring tasks designated a specific time each day, then maintain that schedule. We all know how easy it can be to start sifting through emails and, before you know it, most of your day is shot. By allowing certain amounts of time for each required activity, all needed activities will continue to be addressed without wasted time. Your business will be utilizing proper time management at the highest level.

 You go to quickly check your inbox and, before you know it, you’re two hours in…unless you have a time managed schedule and have already moved on to you next priority task.

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Running out of space: Do I really need a bigger building?

Is it starting to feel like the walls are literally closing in around you and your business’ warehouse? Do you feel like you have finally outgrown your space and are beginning to panic about where to go next? Take a second to breathe and consider that you might have all the space you need, but you aren’t using it properly.

 Let us help you relieve your warehouse panic with some helpful information!

Are You Really Capped Out?

Before calling your favorite real estate agent to start looking for a larger commercial building, consider this: How well are you utilizing the space you currently have? Is your building truly too small, or are you able to better utilize the space available?

When discussing available space, always consider capacity. For ELS purposes, the concentration should be on working capacity, since this is the realistic working value for your warehouse, by taking into consideration factors such as the way inventory is stored (e.g., floor versus racks). Theoretical storage capacity is helpful information to your business, but not for taking full advantage of well-executed ELS.

 Even the largest warehouses can be under utilizing available space.

ELS can be utilized to determine whether or not your business is operating beyond capacity. The foundation of ELS is to complete all required operational tasks with the least amount of effort and efficiency without sacrificing quality and standards. By tracking a scientifically determined measure for how long it takes employees to move inventory, both inventory optimization and workforce management can be improve.

Imperative: Inventory Optimization

It would be hard to downplay the importance of inventory optimization when speaking of warehouse capacity. The inventory is what is taking up your warehouse space. Not operating at most effectively and efficiently when it comes to ordering and stocking inventory will drastically impact your bottom line and available space.

Determining, tracking and maintaining ELS will allow for the most inventory optimization due to your ability to track the efficiency of your workforce. An abundance of inventory could decrease efficiency when measuring how long it requires your workforce to store or move said inventory. Too little inventory can reduce the productivity of your workforce as you are staffed inaccurately for the amount of work.

Keeping up to date with your ELS will allow you to make the proper adjustments to ordering trends and, ultimately, develop the most effective and efficient standard for this task.

Your Warehouse and Workforce Management

The implementation of proper ELS not only enhances workforce management across the board, but can also increase the space utilization of your warehouse. ELS is about optimization of all tasks, particularly the tasks directly involving the workforce. In your warehouse, this involves a great deal of interaction with inventory.

Utilizing the space you have available for your optimized inventory will impact your ELS for moving inventory from one location to another. Determining the best configuration for storage based on your own company trends can enhance your workforce’s ability to complete tasks as fast as possible. If you have a floor-oriented storage method, utilizing your ELS to determine the proper amount of space between pallet rows to allow for the most storage but the optimal space for employees to move at full speed and safety will ultimately provide you the most efficiency.

 Never forget your workforce is the key to your success, so you should strive to set them up with the best conditions possible to be top performers.

As always, it is important to remember your workforce is the key to your success, and space utilization factors into the safety of your workforce. Never sacrifice safety to try to enhance ELS; the purpose of having standards is to be the most effective and efficient without any sacrifices of quality and safety. Mismanaged space can lead to on-the-job injuries. In 2014, there were over 4,800 workplace fatalities in the United States. Safety should never be sacrificed on the altar of efficiency. Rather, it should be a key component of determining the most efficient methods and processes.

Request a free consultation and find out how else you can improve on the efficiency and effectiveness of your business operations.

The Proven Approach to Improving Customer Service Standards

Wanting to create the best standards for customer service in your retail business is more than a philosophy to which to aspire. For the sake of efficacy, customer service standards must be quantifiable. You must be able to measure, compare and improve upon these standards to excel. Think of customer service standards as the science of your success!

The Science of Standards: A Key for Process Improvement

Customer services standards should be a part of your business philosophy. After all, your customer is your top priority and customer service is of paramount importance. But the concept of customer services standards transcends from a thought into the realm of retail management solutions due to its inherent quantifiable nature.

 A happy customer is a repeat customer, and

a repeat customer is a recipe for revenue.

A standard, by definition , is “something set up and established by authority as a rule for the measure of quantity, weight, extent, value, or quality.” “Measure” and “standard” are definitively directly connected at their very foundation. To accurately judge or measure the success of your business, there must be a standard against which to measure. This standard must be concrete, not some philosophical ideal. It’s tangible versus thought; actionable versus abstract.

Developing your customer service standards is an important, multi-step process that requires specific attention and detail to be most efficient and effective. Utilizing a workforce management consultant for the implementation of the steps required for development, maintenance and improvement of customer service standards will allow for a quantifiable evaluation of best business practices and the creation of process improvement strategies.

 It’s like a game of chess. You must take multiple, well-planned steps to reach the end goal.

6 Steps for Setting Retail Management Standards

1. Discovery and Design: The first step to developing customer service standards is for a professional ELS team to acclimate to your retail environment. Learning your business practices and familiarizing with the physical store allow for the design of the project itself.

2. Observe and Capture: Once the base foundation has been laid, observation of the day-to-day can begin to further specify requirements. Time and customer services practices are studied during this phase, often using video observation and work sampling to establish the optimal time to be spent on each task.

3. Analyze and Build: With all required information obtained, the true development phase can begin. A labor model is created with process improvement observations based on the results from the previous step.

4. Validation: One of the most important steps in the process, validation, ensures to what degree the calculations are accurate and realistically applicable. Labor models and standards are reviewed to confirm accurate figures before implementation.

5. Deliver: Confirmed and completed, the labor standards are delivered with a full inventory of standards, drivers, attributes and additional recommendations for continuing process improvement.

6. Sustain: Maintaining customer services standards is as important, if not more so, than the initial development. Staying present by interacting with reviews and statistics allows for evolving process improvement to have the business change in the manner required to stay at peak performance.

 Keep yourself in the loop with your measured standards and you will always be able to have the best processes implemented.

Learn more about our retail management solutions and request a free consultation. Let us show you how we can help your business become more profitable by applying engineered retail labor standards.

The Secret of Retail Success: Engineered Labor Standards

What is the secret to long-term success in retail? Not settling for quick fixes. While, at times, these seem to be a smart idea and possibly profitable, there is no groundwork being laid for long-term return. Your business needs to build the foundation for the long term by creating superior workforce management tools through engineered labor standards.

ELS? What is That?

What does the term engineered labor standards mean in plain English? Identifying every employee task, measuring and validating the standard time needed for task completion, and implementing and maintaining the standards determined. The key to being able to create effective workforce management tools is to properly measure all tasks to objectively evaluate the efficiency of a company and, thus, is the purpose of engineered labor standards.

 You won’t need anything like this to calculate these measurements.

The best way to learn about this process is to examine one facet of what goes into the creation of workforce management tools for your business. Let’s learn more about an expense that is often the first to jump to mind when thinking about optimization:

 Here’s a hint for you on what this expense relates to…

Direct Labor Utilization

Payroll tends to always be up there in the accounting department, so having a method to measure the efficiency of your labor is invaluable.

Enter: direct labor utilization.

Direct labor utilization is a calculation used for identifying what percentage of total payroll expense is related to direct (or income producing) labor. Simply take the cost of direct labor divided by total payroll expense to calculate this percentage. The higher the percentage, the more efficient the direct labor. On average, businesses should be seeing at least 65% in their direct labor utilization calculation.

Keep in mind that some of the other expenses that contribute to total payroll expense are critical pieces to running a successful business, such as employee training. If a company has an extensive training program, chances are the direct labor utilization percentage will be lower. You have to look at the way your individual company runs to be able to interpret the percentage as it is applicable to you to assist with engineered labor standards and workforce management tools.

 It can be a delicate balance to decide how much training is needed when evaluating direct labor utilization for profitable purposes.

Engineered Labor Standards = Effective Labor Solutions

With a further understanding of the mindset of engineered labor standards and the role that these measurements take in creating effective workforce management tools, it becomes clear that the secret to long-term success in the retail business is implementing and maintaining these standards. A deep comprehension of your metrics will not only help you identify areas for improvement, but will also help to focus you on the areas that drive your business. A fundamental understanding of every element that makes up your day-to-day operations will not only improve the business, but also improve your skills as a successful retailer.

It’s not about the quick solution, it’s about the right solution. In the words of the late Steve Jobs, “If you really look closely, most overnight successes took a long time.”

Want more specifics about engineered labor standards and how we can help you achieve greater retail success? Contact us today and learn more!

How Customer Experience Factors Into & Benefits From Efficient Labor Utilization

The goal of business strategizing is to remove as many disruptions or unnecessary factors when building your recipe for success. In many retailers’ minds, customers are one of these disruptions. Hate to break it to you, but that is actually the opposite case. Customer satisfaction as a result of interaction with your business is not only a crucial part of calculating labor utilization rates but an integral measure of overall success.

 Is this news as shocking to your business equation as cold water to the face?

Not convinced yet? Here’s the deal:

The Valuable Variable: Customers

The shadow from over the horizon coming to threaten the well-being of the brick-and-mortar retail store is online shopping. Heck, we get it. It’s fast, easy and you don’t have to deal with any traffic or crazy drivers to get to what you want to buy. For retail to continue drawing in physical bodies to a physical location, an in-store experience must be executed that is just as easy as online shopping, with even more benefits. What benefits? Human interaction and personalization. Human interaction is what distinguishes a brick-and-mortar store from online shopping. To continue competing with a growing internet convenience, retail businesses must consider retail customer interaction as an additional dependent variable in the workforce planning, labor utilization, and labor standards equation. Still don’t think this is an issue? Think again, even Forbes has noticed. Yes, that Forbes.

 Provide world class customer experiences and you can even get someone this excited about a computer to come in to your store!

Knowing What They Want

When adding the new variable of customer satisfaction to workforce planning, the key factor comes down to simple specifics: learning what is relevant to your target audience and how to enhance their customer experience through those specifics areas of importance. Take, for example, apparel and department stores. These retail markets are very driven on customers feeling like sales associates wanted to help them find what they were looking for and wanted to attend to every need they had while hunting for that perfect pair of jeans. Therefore, workforce planning for these markets needs to be built around sales associates mastering the ability to connect to the customer, listen to what they need, and assist them in a friendly manner.

Constructing workforce planning around the specificities for your businesses market is imperative for increased revenue. Customers are willing to not only pay more for a product, but shop for that product more frequently if they feel that their top 3 benefits of their retail shopping interaction are being met.

How to Give Them What They Want

Well-instituted Engineered Labor Standards provide your sales associates the most opportunity to interact with your customers and fulfill the part of the equation dependent upon their satisfaction. Labor standards make your employees the most effective and efficient possible. You want your management team to be able to mentor your sales associates, AKA your front line for sales. Reaping the benefits of one-on-one meetings and coaching allows store associates to give the proper attention to customers to drive sales.

The purpose of labor standards within retail is to streamline processes to make the most of company time and effort. This is directly intertwined with customer interaction. For example, let’s examine the ever-present delivery process. Your business constantly needs new product and merchandising to stay ahead in the retail game. Although a delivery is an undeniable necessity, the timing of the delivery plays into the variable of customer satisfaction. If a delivery arrives during peak hours, your sales associates can no longer exclusively focus on customer experience, thus negatively affecting satisfaction. Divided attention leads disappointed customers, and no business wants that result.

Streamlining processes such as deliveries to coordinate with a labor utilization schedule around peak hours allows for retail customer interaction to remain the primary focus. Efficiency and effectiveness are maxed out when the focus is on the customers when they are in the store, and the focus is on the product when sales traffic is down.

How to Make Them Want More

While labor standards with the necessary customer satisfaction variable in place provide the processes to allow for maximum retail customer interaction, labor utilization with this variable included allows for the opportunity to have a satisfactory outcome. The outcome of an equation is just as important and the variables involved, and customer satisfaction is both a variable and necessary outcome.

Having this variable included in labor utilization is incredibly important in regards to staff scheduling. Optimization of sales associates for peak hours is crucial to making sure customers feel attended to, important and acknowledged. Conversely, too many sales associates without enough customers leads to less productivity on the part of the employees and more company expense.

Part of a successful equation is the ability to maneuver variables to balance all terms. Therefore, your business needs to be flexible with scheduling processes to figure out when it is most effective to have maximum staff, when can minimum staff be utilized and how long shifts need to be. A willingness needs to be built into the equation for change to find the best formula to use. There can be many ways to solve an equation, but some ways will always be more effective and efficient than others.

 Successful equations with defined variables aren’t just for mathematics.

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Moves to Maximize Labor Productivity

Managers are tasked with making sure that their employees are doing their jobs at peak performance. From an operational management position, macro management must be utilized to maximize productivity. The largest concept that a successful operations manager needs to grasp is engineered labor standards. This simply means a defined time value that represents a team’s peak efficiency. No one magic formula can be used to create this standard for every business, but there are ways to define it by looking at different factors in your own business, so that you can come up with your own workforce management formula. There are three things in particular that can help you get started and maximize your labor dollars.

1. Know your business

This sounds like general advice for anyone running any type of operation, but it is more than just knowing what kind of products you produce or sell. It is about knowing how much time or effort each process entails within your production line.

 It isn’t just about general knowledge of your business, but knowing the processes as well.

For example, let’s say you are the operations manager of a small, fast food chain. Of course you know your menu. But as an operations manager, you need to know how long it takes a burger to cook. You need to know how long it takes to assemble. You need to know how long it takes to bag. And finally, you need to know how long it takes to get from the cashier to the customer. By knowing this, you can figure out how many people you need to have in that production line to get that food from the grill to the customer in the fastest way possible.

2. Create the Workforce Management Standard

Once you have a grasp of how much time a staff can have an activity done, you can create a standard. For example, if five people can have it done in three minutes at 20% labor costs, but four people can have it ready in four minutes at 16% labor costs, you choose the latter. That is now your new standard.

This is one area where macro level management intersects with day-to-day management. You have determined that a job requires this many people and this amount of time to accomplish. Now it is up to your management team to make sure that level is maintained or surpassed on a daily basis.

3. Automation Cuts Down on Lost Time

 Using computer-based time clock management can

save money and increase productive labor hours.

The final thing is using automated systems to manage labor. This means employees clocking in and out electronically. This can lead to huge savings, because it cuts down on inefficiencies at the time clock. Paper time sheets can be lost a lot easier than a computer-based system running redundancies. It also means that your team can watch labor in real time, and make adjustments when appropriate.�

The overall idea of productivity, as it relates to a company as a whole, can be a tricky concept to understand. Numerical quantities such as sales figures, percentage of labor against sales, turnover percentage, production costs, and other figures are all factor in what a company decides is an acceptable level of productivity. Successful business are able to control those quantifiable numbers to produce positive results.�

If you are looking to take your productivity to the next level, you should contact us at Connors LLC, so that we can help you design a robust, successful plan.

RFID: Is it Right for You and Is it Time?

RFID is a very divisive technology, with companies weighing the benefits of its automated potential against the potential privacy concerns involved. In reality, most of the original privacy concerns are no longer relevant, but companies are still wondering: Is RFID right for us? While the answer varies from company to company, here are four circumstances that make RFID worth your time and money.

You Have Many Containers to Track and Ship

One very specific scenario that may make RFID worth it is if you have a large amount of containers to track and ship via a warehouse management system. RFID aids inventory management by allowing you to track the containers comprising every link of your supply chain, and you can use active RFID tags for real-time tracking in the docks, yards, and other locations. This technology is able to improve your efficiency and accuracy via speedy identification over very long distances.

You Need to Improve Your Distribution Process

Another specific scenario that may justify your use of RFID is if improving distribution processes is a high priority for your company. Use of RFID has the potential to use tagged products and RFID read-write equipment to register tags and send information to your warehouse management system immediately. This helps in the placement, sorting, and dispatching of products, resulting in improved delivery speeds with increased efficiency and decreased costs.

You Have Time to Get It Right

Many look at RFID as a technology that will immediately revolutionize their business. However, like all technology, there is time and a learning curve involved. It requires extensive research into your existing inventory management system to identify which processes need improvement, and you must anticipate future business trends and changes in your own future practices that may necessitate RFID. To do this right, you’ll have to consult business management, stakeholders, IT, maintenance, and your actual end users. After deciding to adapt RFID and learning how to effectively use it, it can be revolutionary … for those who have the time to invest.

You Have Specialists to Ensure Compliance

Your company will not adopt RFID in a vacuum. You will be working with other companies to understand each other’s compliance requirements, which can be a daunting task once you have a dozen or more trading partners with varying compliance requirements. This necessitates a time-intensive process to document and maintain compliance documentation as it changes, frequent communication with trading partners, a tracking database, and regular internal communication. Once all of this is in place, companies can be more productive and competitive than ever before, but it requires a large investment of time and a large enough team to help ensure compliance.

Of course, one of the greatest features of using RFID is the increased automation it brings to your inventory management. Automation means less time worrying about the small stuff and more time worrying about the bigger picture. If you’d like more information about how to become more efficient and decrease costs, be sure to subscribe to our newsletter to have high-quality advice delivered right to you!

Metrics Every Retailer Needs to Know to Improve the Customer Experience

Customer experience and satisfaction are top priority in retail. To be at your best, workforce planning and workforce management must be structured with the customer in mind and the business must be willing to make the required adjustments to keep them top priority. We know through our experience with leading retailers that measuring metrics, comparing results and implementing changes is a recipe for retail success. Here’s some food for thought:

 Let’s tear into it, shall we?

Meet the Metrics

We help our clients understand more about their customers than they thought possible. A few of the metrics we provide and help clients understand how to drive are:

Average Time in Store
-The amount of time a customer spends inside your store. The longer a customer is engaged in your store, the higher the odds of conversion and increased units per transaction.

-This is the proportion of the number of visitors to your store who become customers through purchasing merchandise. The higher the conversion rate, the better your store and sales associates are performing. This metric relates directly to average time in store, as odds for conversion increase if a person spends more time shopping.

True Conversion
-Calculating conversion through traffic is only part of the story. However, traffic counts have accuracy issues and not every person in the store is a buying customer. A family of five for example is only going to count for one transaction if they purchase. We help our clients understand the true conversation of potential customers.

Transaction Time
-The amount of time it takes for a transaction to complete from when the customer reaches the cash wrap. Customer experience is enhanced when transaction times are kept low. This is the last part of the customers visit. You want to make sure to end on a great note and not spoil all of the previous work you have done.

 Keep in mind that, although you want to keep transaction time low, you want to keep customer satisfaction ratings high. Your sales associates still need to be top performers while completing the transacting efficiently and effectively.

Units per Transaction (UPT)
-The number of individual items that make up one customer’s transaction. The more time a customer is in your store, the more time they have to shop for more units and increase this number. Your associates also can influence this greatly by providing outstanding service.

Average Group Size
-The number of people who come in together to shop at your store. This information can be helpful for workforce planning when scheduling shifts. If your average group size is larger, more sales associates might be needed to make sure all customer needs are being attended to and to drive top line sales.

 Shopping is a social event for many, so it’s not uncommon to deal with customers in groups instead of one-on-one. Who doesn’t love a shopping day?

Workforce Metric-ment

Question: Why do you, the retailer, need to know, not only these metrics, but your results for these metrics when constructing your workforce planning and workforce management?

Answer: Customer satisfaction! We know that customer experience and satisfaction are a primary consideration in your workforce planning. You need to implement labor standards that provide the most opportunity and ease for enhancing a customer’s shopping experience. If you provide your customers with the experience they want, sales and profits will come along for the ride!

Think of your workforce management as workforce metric-ment: workforce planning that is centralized around instituting changes to improve upon results of the metrics. It’s one thing to know how your store currently performs; it’s another to go about making the changes to improve each individual result to focus on customer experience.

Request a free consultation to gain even more valuable insight on what metrics mean to your retail success story.