Converting ambivalence to engagement

Retail employs some 200,000 people in New Zealand, but is still often seen as a nursery industry, with its predominantly young employees tending to see the sector as a stop-gap. Statistics show that some 80 per cent of the population has had a job in retail by the time they reach 25; retaining employees can be a challenge.
But Briscoe Group, which employs 1800 people in Rebel Sport, Briscoes Homewares, and Living and Giving, is bucking the trend as it prepares its workforce for the future.
Since introducing on-the-job national qualifications, says National People and Performance Manager Rohan Bignell, the group has seen turnover drop dramatically, sales rise and recruitment campaigns attract quality applicants. Briscoe Group is supportive of the philosophy that “you can’t afford not to train – it’s better to have trained staff who leave than untrained staff who stay”.
More than half of Briscoe Group employees are under 25. The company has always offered industry training qualifications through the Retail Institute, and in 2008 the two organisations developed a customised on-the-job, nationally-recognised training programme called the Customer Service Award (CSA).
Through the programme staff can earn 22 New Zealand Qualifications Authority unit standards in areas such as customer service, communication and relevant legislation. These can later be cross-credited to a National Certificate in Retail level two. “The aim is to see improved customer service, satisfied customers and in particular turn our shoppers into buyers, ” says Leroy Sisnett, National Training Supervisor.
The pilot took place in seven Rebel Sport stores from August 2008; employees worked through the content at their own pace over six to eight weeks. Store managers supported the training through giving time oft for study, coaching staff and verifying the completed workbooks once standards were met.
The training was a success, leading to its roll-out to all sales staff. “The CSA has become the beginning point in our company’s stepped approach to training,” says Leroy.
Implementing the CSA also helped identify where some sales support with literacy and numeracy. Among them was Thomas Si,

Arning difficn1Lietl and keen to Lake advantage of the tmpport available. He received two one–hour sessions a week for 20 weeks to improve communicaLion with staff, managerial skills, and literacy skills, especially written and verbal instructions. His manager has noted real improvements, especially in his confidence when dealing with staff. So tar, 209 employees have gained Lheir CSA and, by August 2011, all full-time employees should have completed the qualification. By 2012, all part-time employees will be engaged in training or have completed it. Leroy says that the CSA has boosted employees’ confidence, especially those who found their school years difficult, and employees now approach managers about other training opportunities.
“Employees are now seeing retail as an industry where they really do need specific skills to be more successful,” says Leroy, “and becoming qualified helps establish the retail industry as a genuine career option.”
According to Stephanie Clark, Key Account Manager at the Retail Institute, “Briscoe Group staff members are now, on average, more qualified than the industry average and have amazingly higher engagement levels when compared with industry.”
Turnover among permanent store staff has dropped from 45 per cent in 2006 to 39 per cent in 2009. The savings made through retaining staff are substantial, says Rohan, given that it costs around $4000 to recruit and train a competent employee.
Leroy adds: “Our management teams also report increased productivity from employees and customer satisfaction is higher than ever before, with the number of complaints reduced. “Team morale is up, our people are becoming more engaged and the interaction is great, with senior, long-serving staff mentoring and coaching new and younger employees.”
Briscoe Group still has a challenge to continually improve employee engagement, so has revamped its induction tools to provide clear performance expectations and outline stepped learning and development opportunities.
It has recently developed an amusing induction DVD which features shop-floor staff talking about company culture, what’s expected, and the sup and training available. The goal, says Leroy, is to turn ambivalent employees into engaged employees.
Si, 2020. MAN735 Advanced Human Resource Management. Course outline.

Conduct research into the generation known as ‘Generation Y’. Discuss any demographic and attitudinal differences with previous generations and evaluate the likely implications for HRM. (1,000 words) Critically evaluate Briscoe’s engagement strategy as outlined in the case study. Include in your evaluation: a) What do you believe are the key success factors in their strategy and why? b) What alternative strategies do you believe Briscoe’s could implement to improve employee engagement in their younger workforce? These may be related to professional development or you may also focus on driving engagement through other HRM mechanisms such as reward etc. Discuss and provide reasons for your answer. c) How well do you think Briscoes measures and evaluates its engagement results? Explain why.