With PVH (Tommy Hilfiger & Calvin Klein) and StoreForce
This article is provided by BRC Associate Member and Partner, StoreForce
Retail Has Evolved.
In the last 2 years, retail stores have experienced an evolution. This evolution was already underway; however, the last 2 years have condensed many retailer’s 5-year road maps into 6-12 months. Today, stores are responsible for so much more than they were before, as they have been moving towards an omnichannel business model. New tasks have spawned from this new business model such as picking and packing orders, shipping from store, appointment booking, and store chat, to name a few. Due to all the new activities and responsibilities that have come about, it may seem that the “selling” component is becoming less important, however, this is still one of the most important, if not, the most important task in store.
How is PVH Adapting to All the Changes?
“Having to adapt to do all these additional tasks, but also then increasing the selling experience has been probably one of the biggest challenges I’ve faced in my career in retail, and I’ve been in retail a long time,” comments Robert Newstead, Senior Operations and OMNI/Digital Transformation Manager, PVH.
Productivity
Newstead explains that to perform all the tasks required, stores must take a step back and make sure they have a solid foundation and can primarily perform the basic in-store tasks effectively and efficiently first. If they can do this, then they can begin layering in additional tasks and responsibilities, and be successful in doing so.
“Working with StoreForce is where we really layered in with productivity,” said Newstead. StoreForce’s real-time KPIs, performance feedback and coaching, and advanced target management allow both leaders and associates to set and reach attainable goals, allowing for growth and advancement in the workplace. The platform really gives a clear metrics and insights, in real-time, of how stores and individuals are working. This allows store teams to celebrate wins, and pinpoint areas for improvement. In addition, training opportunities can easily be spotted for individuals. The goal is to ultimately drive overall performance and productivity in your stores.
Communication
Top-down planning is something that PVH does with its labor force. This means the service expectation of the store dictates how many staff are needed to reach that expectation. Stores now need to do more with the same number of staff. Setting and communicating daily targets to store teams is an effective way to set the expectation. StoreForce tools consist of fast, direct and visual communication options for your store teams.
Knowledge
Knowledge is power, and knowing what your peak times are throughout the week is critical to any store’s success. StoreForce shows you what your peak hours are and how to properly schedule for those hours. Knowing how much available capacity you have to complete non-selling tasks is also critical in a store’s success, since stores now have to perform non-selling tasks as well. StoreForce gives you tools that provide real-time data and store-specific KPIs that allow you to act dynamically, and efficiently adapt to whatever tasks your store needs to perform.
What Are the Challenges?
The Labour Shortage
Since 2020, far fewer people want to work in retail, and as we know, there is currently a global labor shortage, particularly in the services industry (which includes retail). One way that PVH is aiding this problem is by investing heavily in their employees. They are augmenting their benefit and pay plans to reflect a more skilled workforce than they had before. Flexibility is another draw for employees – they want to work for employers who can accept their often busy lifestyle, whether they have family obligations, are in school, or have other obligations.
Culture
Another big challenge is culture. Getting employees involved in the business and making them a part of the brand is key. The more you can connect your people with the brand, the more they will feel like they are a part of something bigger than just the store – they will feel more inclined to embody your brand. Giving employees a chance to be heard and involved in the long-term planning of the brand and store makes them feel valued and heard – this is what employees look for in an employer today.
Stores need to also engage their field teams and give them the tools and insights they need to properly react and help their store employees feel supported and engaged with the brand. Field Leaders are the conduit between head office and the store employees. They are also the ones who can spot challenges or opportunities, so empowering them is key.
So, What Does the Employee of the Future Look Like?
In retail, the employee of the future is going to be responsible for delivering an elevated customer experience. They will need to be better informed and trained. They will need to be digitally astute and connected with a high level of understanding of the products they are selling, as well as the brand values – and they will have to embody the brand they represent.
“Retail is back to being a theatre, and who you put on stage is going to define how successful you are. The employee of the future is going to be first and foremost – your brand ambassador. They’re going to be proud to work for your company, they’ll have exceptional product knowledge, they’re looking for a career in retail, and they’re more than likely already in your stores. The key is being able to identify them, retain them, train them and support them as they continue on their path,” explains Chris Noble, Director of StoreForce, EMEA.