Retail relies upon people to bring the brand to life through the customer experience. An effective and easy to implement recruitment framework is at the heart of every successful retailer’s people policy.
Gather information on required staffing levels and competencies
One of the biggest questions retailers grapple with is how to balance the competing priorities of having enough of the right staff to provide the desired level of customer experience and minimising staffing costs to improve business profitability now and into the future.
Workplace planning is the systematic identification and analysis of what an organisation needs in terms of the volume, type, and quality of staff to achieve its business objectives. It determines the ideal mix of experience, knowledge, and skills required, and outline steps to get the right people in the right place at the right time.
Before workforce planning can take place retailers first need to be clear on their strategic business direction as this informs all other business decisions. The majority of retailers conduct an annual strategic planning and budgeting process to highlight the business direction, goals and objectives of the coming year and inform the future functional requirements of the workforce.
Staff analysis for effective workforce planning is generally conducted over four phases:
Phase 1: Supply Analysis
Supply analysis focuses upon understanding both the existing and future staff supply. It aims to answer the question: “What is the existing profile of current staff, and what does it need to be in the future to accomplish the businesses goals and objectives?”A. Determine the existing staff profile by:
Phase 2: Demand Analysis
Demand analysis identifies the future staff needed to fulfil business objectives. It addresses the kind of work that will be performed and the staff needed to perform that work. Some information can be obtained from the businesses strategic plan; other information must be gleaned through research into environmental factors likely to impact business. These may include impacts resulting from:
B. Labour market:
Phase 3: Gap Analysis
Gap analysis involves comparing the staff supply projection to the staff demand forecast and attempting to answer the following questions:
The intention behind this considerable research is to develop staffing strategies. Staffing strategies are based on the results of gap analysis, the results of which may show one of the following:
Phase 4: Strategy Development
The final phase involves the development of strategies to address future gaps and surpluses. Strategies include the programs, policies, and practices that assist in recruiting, developing, and retaining the critical staff needed to achieve business objectives and actions that address the workers or skills no longer needed.
Conduct a Position Description Analysis
To bring an organisation’s workforce plan to life it is necessary to delve deeper into each role, profiling the role requirements and the ideal candidate’s skills, knowledge, experience and competencies.
Retailers need to investigate:
Design and Develop Job Specifications
Developing a Job (Person) Specification can help retailers to isolate the ideal requirements of personnel given the demands and requirements of the role in which they are or would be employed.
Prepare Job Specifications
The Job Specification is a particularly useful tool in the recruitment and selection process. Along with the Job (or Position) Description it provides the basis for short-listing and when used effectively, can make the task much easier. The Job Specification also provides solid criteria on which to provide feedback to unsuccessful candidates, both at the short-listing stage and after interview.
When it comes to consolidating the information gathered and writing it is suggested the following are also included to support the qualifications, experience, knowledge, skills and personal attributes:
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