To maintain its market position as a leader in the retail industry and a preferred employer by hundreds of thousands of people, our customer has to consistently improve upon its offerings, strategies, and processes.
It is clear that to keep their competitive advantage and have the best team in the industry; the enterprise needs to focus on two distinct areas:
- Creating a desirable employee culture:
The retailer understands the importance of its workforce. It is their executives and managers that devise and implement strategy, but it is their thousands of associates that interact with customers daily.
To ensure their entire team is satisfied and engaged at work, the company needs to utilize tools and solutions that make work more enjoyable and rewarding.
- Offering an outstanding customer experience:
Directly related to employee culture is the experience customers have when they visit a store. If the employees are well-trained and have the resources, they need to do their jobs well, customers will have a memorable experience – and will return.
Our customer creates consistently strong customer experiences with the power of their non-desk workforce.
This is where WorkJam comes in. Our goal is to create a best-in-class, seamless store team experience that delivers to our customers.
We want to put communication and training back into the hands of our team members and give team members the knowledge they need to create unique customer experiences.
Mitigating Growing Challenges to Meet Their Objectives
While trying to meet their high-level goals of improving employee culture and customer experience, the retail organization was met head-on by several ongoing challenges:
- High employee turnover rate:
As is common in retail, employees come and go on an increasingly frequent basis. Recruiting, hiring, and onboarding new employees was a massive expense and our customers hired over 60,000 new employees per year before using WorkJam to improve their employee culture.
- Unfulfilled employees:
One of the biggest complaints about their employees was that they didn’t receive enough hours, or they didn’t receive the hours they wanted. Rostering was an ongoing challenge that was manual, slow, and full of errors and revisions.
- Meager adoption rate:
The previous technology solutions the organization was using for training and rostering would have been effective if it weren’t for their low adoption rates of below 20%. It felt like a wasted investment that was not bringing them the results they required.
- Siloed departments:
Most departments had their communication tools and operations systems, which made it very difficult for cross-departmental collaboration. The fragmented ecosystem was not productive on an enterprise-wide scale.