Health plan data enables you to understand who is not getting care that could, and who is getting inpatient care but could
use virtual health — and maybe even prefer it.
Clinical trial populations typically are not (e.g., ~72 percent white), according to a report from the FDA.
48%
of U.S. adults have ever seen
an advertisement for one.
less than
Insights
The Real Retail Revolution:
Putting Your People First
Although the pandemic caused people to reassess their relationship to work, the concept of employee engagement is far from new. And lack of engagement is often a result of unmet needs. When Gartner surveyed more than 3,500 people after Covid, more than 65% said the pandemic shifted their attitude toward work and the value they place on their personal lives. And more than half said it made them want to contribute more to society.
Yet for the most part, what employees want has remained consistent, including a sense of purpose, accomplishment, connection to the organization and to colleagues, ownership of their work, autonomy in how they spend their time and fair treatment. What has changed is that talent scarcity has given people greater leverage to demand that employers meet their needs, as evidenced by recent employee walkouts and the rise of unionization.
Compensation is important, but it’s not enough to fully address what people want and need from their work. In a 2022 survey, frontline retail and hospitality workers listed their biggest challenges as feeling worn out at the end of their shift (73%) and not receiving regular training (53%). They also shared that feeling valued by their company and trusting management were most important to their job satisfaction.
Successful organizations evolve and adapt to changing market and workforce expectations. Given the talent shortage, retail is at a critical inflection point. Are you ready? And how will you move forward?
So How Can You Attract & Retain The People You Need?
Keep the big picture in view
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ExAMPLE ONE
Acknowledge the changing demands of the profession and implementing new processes/procedures to support work-life balance and flexibility
EXAMPLE TWO
Reduce the stigma
of mental health issues
& connecting healthcare workers & their families with professional & peer support
EXAMPLE THREE
Build recruiting programs & campaigns to attract international clinical talent
Companies that rely solely on their own frontline workforce to take and fulfill custom orders face common friction points and problems.
Here are some practical steps that will help you get started with clarity, evaluate results, and minimize risk.
Moving forward with reduced risk
As the changing landscape drives competition and growth among retail brands, companies are facing acute labor shortages that make it tough
to recruit and retain the people they need.
To address the challenge, some companies are transforming HR by investing in technology to automate recruitment and HR processing. Others are leveraging third-party websites and recruitment companies to help with screening. Beyond recruiting, some are amping up in-store automation (i.e., self-checkout, auto-pay) to reduce headcount and support existing employees in their job responsibilities.
These technology and automation investments can be an important part of the solution, but they fail to address the most pressing challenge we're seeing. You could call it “the great disconnect”—the gap between what matters most to employees and what employers are doing about it. Companies that are taking a close, critical look at their organizations and making changes to address this disconnect gain a significant competitive advantage in attracting and keeping talented people. And companies that don’t are falling behind, risking revenue and market share.
What are your ambitions for your social commerce and web3 projects? What will fit with your brand and culture and what won’t? Having clear answers to questions like these will help narrow the field, align your team around shared intent,
and reduce questions down
the road.
Once the rules of engagement are understood and agreed upon, it’s time to ideate. In this stage you’re getting all the options out on the table and building a menu of the projects to pursue.
With metered funding rather than jumping to a six-month pilot, start with multiple small tests that you can evaluate as you go. When designing your tests, here are a few criteria to consider:
Compare your test results based on current value, expected future value, timeframe, and potential risk to see which projects come out on top..
Establish Guardrails
1
Map Your
Innovation Portfolio
2
Test and Learn
3
What will it take to validate your assumptions?
How expensive will testing be and how long will it take?
How confident will you be in the answers the test returns?
Evaluate Test Results
4
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EXAMPLE SEVEN
Expand benefits to
better meet providers changing needs
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EXAMPLE FOUR
Re-recruit talent that left the workforce as part-time mentors to new or incoming staff, increasing quality and reducing the stress of onboarding
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EXAMPLE FIVE
Learn about your workforce by pairing analytics with continuous feedback data to uncover where you’re meeting the mark and where you need to improve the clinical workforce experience
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EXAMPLE SIX
Listen & learn from
those on the front lines
Ensuring your employees feel valued &
connected in a rapidly changing market
Creating an exceptional employee experience is your direct path to ensuring an exceptional customer experience. The two are inextricably linked. More than ever, investing in your people is an investment in customer satisfaction, loyalty and business growth. When you believe, as we do, that your people are your greatest asset, putting them first results in much more than just a good feeling. It becomes the heart of your thriving, sustainable business.
The Bottom Line
This work will yield an immediate 3% increase
in network capacity, providing access to 640 additional members who were sitting on months-long waiting lists for care.
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3. Providing Timely, Innovative Team Skill Training & Development
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Covid-19, uncertain economic conditions, lack of career potential and rising operating costs have made hiring and keeping qualified people more difficult than ever. Organizations need data to understand workforce pain points across an employee’s lifecycle and proactively address them through leadership and development programs and workforce environments where people can thrive.
Consider fresh technology and programs that will make a difference in your ability to recruit people who fit your culture and values. Invest in meaningful onboarding with ongoing leadership support and internal career paths that encourage people to stay and grow with your company. And establish a clear, committed DEI vision and corporate purpose—one that creates value for employees. According to a recent study, 48% of employees see DEI goals and progress as the area where the most improvement is needed.
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1. Integrating Business and People Strategies
Retail organizations are struggling with increased competition, supply chain issues, and learning to leverage data to uncover customer needs. All these changes require new skills and new ways of engaging with customers. To successfully deliver on business strategy, retailers need to support current talent in developing new skills and ways of behaving.
2. Recruiting and Retaining Qualified Associates
Training and development are often considered soft expenses, meaning they are the first to get cut. Yet inadequate training is a major source of employee dissatisfaction that can negatively impact customer experience.
As retail positions and roles evolve, it’s important to rethink training to provide tools that support effective working relationships and excellent customer service. A 15-minute online video is not enough. The more technical and complex the skill, the more one-to-one training time it may require. New training on emerging technologies needs to be well-supported and tailored to specific roles and teams. In addition to training, employee development calls for an ongoing relationship that includes periodic check-ins and allows for plenty of feedback.
To learn more about how Point B can serve as a trusted partner in addressing today’s challenges,
contact us today.
BACK TO Insights
Tim Ceci
by
Changing Workforce Issues, Changing Motivations
Your Employee Experience Drives Your Customer Experience
As expectations shift, retailers have had to reimagine their customer experience at every touchpoint, from online to in-store. While most companies understand the need to provide a seamless customer experience, they tend to overlook their people as a critical component to that success.
Getting your customer experience right starts by getting your employee experience right. So how do you create a work culture that attracts and retains employees who act as loyal ambassadors for your brand, adding value to every customer experience, every day?
You can get started by asking a few questions:
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Based on your company’s brand and culture, this might include finding new ways to provide a sense of purpose—such as supporting socially and environmentally conscious brands that align with employee values. Other ways to improve employee engagement include offering scheduling flexibility, improving the manager-to-employee relationship, and enhancing career development. The rise of self-checkout and live chat can help retailers expand their employer value proposition and offer skills that go beyond traditional retail career expectations.
4. Giving Focus and Support to Workforce Engagement and Experience.
A human-centered approach helps retailers connect with what their employees are feeling, thinking and doing. To find out how in tune you are with your employees, ask yourself the following questions:
The Power of Human-Centered Retail
Who are we? What’s our company’s story?
How connected is our workforce to our story? How do we know?
What are our challenges—especially related to recruiting and keeping our people?
How are we prepared
to invest in developing our people? What training resources can help support them?
How will we create
an engaging and meaningful work experience? What will our employee journey look like?
How are we equipping leaders to coach employees through times of rapid change, mental health challenges, etc.?
What mechanisms do we leverage to stay in touch with the workforce experience?
How does our people programming reflect the evolving needs of our people and business?
Do we have any tools that enable two-way conversations with employees? What metrics do we leverage to understand our workforce?
Based on our work with leading retail brands and recent cross-industry research, we help companies solve four main challenges:
Solving Four Challenges to Growth
Selene Garcia
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