The Pain: Old fashioned job roles in a heavily unionised environment were stifling growth, as fixed positions such as cashiers were not delivering revenue, nor were having two advisors to do both "customer service" and "sales". A fragmented past apporach to retail meant that 15 markets had all changed pieces to suit their own needs, and as a result internal HR were powerless to make changes to the group, including positive moves such as introducing performance based pay.
The Answer: Creating a new set of JD's for the entire retail estate in all markets, flattening the structures by creating a sub-set of "retail roles" under the umbrella of the core "Retail Advisor" JD. Such "roles" included cashier, greeter, sales advisor, service advisor and business sales without having to have a new JD for each. A comprehensive Induction program was then created which guided the new starter through their first 8 weeks, with a structured performance monitoring system and a self-guided workbook to help drive their knowledge.
How It Was Brought to Life: Once the core JD's has been agreed, and the career path structure identified, work then began on modelling the desired skills and behaviours of the core JD - Retail Advisor. Creating both a 1 day classroom Induction and a complementary 8 week program, this meant we were able to quickly upskill existing staff who all took part in the program. Local HR teams helped with the removal of all old contracts and JD's, and the implementation of the new.
The Results: Staff turnover fell from 10% yoy to <5% in the six months following the completion of the program. Sales actually INCREASED (adjusted for seasonality) by over 3% as the store teams were more multi-skilled, resulting in better conversion and less walk-outs. A hugely successful program which took over 1 year to complete due to the varying local laws and union resistance we encountered.