In the current environment of low unemployment, it is more important than ever for retail companies to retain their greatest asset - their staff.

We all know of the staggering costs caused by high staff turnover and the ensuing drain on productivity, continuity of services and ultimately the negative effect on long-term financial business goals. Couple this with the lack of retail candidates due to the low level of unemployment and you'll see why more and more retailers are re-evaluating their views on team environment and staff related procedures.
Many businesses throughout the retail industry have mastered the art of high staff retention, yet we are still hearing the same two non-monetary reasons repeated by candidates when quizzed on their reasons for leaving their current employer.

"I'm not given the right tools to succeed."

This is a problem that can be traced back to the initial stage of employment. Employers need to be honest about the environment and the role up front when talking with the candidate. Secondly, employers need to choose the right person for the right job. An under-skilled or ill-suited person cannot be put into a situation beyond or below their abilities and then be expected to succeed.

However, once the right candidate has been found for a role, the process doesn't stop there. Time after time we hear of employees not supplied with induction booklets, training periods or formal product/service information. Why do some employers still send team members into the work environment with no formal training and then blame the staff when they don't perform to the desired level?  

Once armed with sufficient product, company, procedural and client knowledge, staff members will feel confident to utilise their skill base, work at high activity levels and ultimately produce results.
Training must also be ongoing otherwise these skill levels and the initial momentum will stall. This process can be as simple as giving adequate feedback. Encourage and praise staff on all their successes. Show them areas were they are doing well and then discuss ways to further improve. Let them know you appreciate their extra effort and discuss how this is a chance for them to reach their full potential.
Also remember that specific goals and targets should always be discussed within the induction period. How will your staff know whether they are succeeding or under-performing, unless they know what is expected of them?

"I don't like the environment."

Are your staff happy?  Do they enjoy coming into work? Do they turn up late and leave early? Are they interacting well with both clients and co-workers alike?  Are your staff relaxed and open with you? Is their job the problem?

A confident, open management style together with positive communication and sincere two-way feedback is vital in creating a healthy working environment.

Answering these questions is essential in developing a stable, friendly and supportive relationship between co-workers and management and therefore maintaining low staff turnover. A confident, open management style together with positive communication and sincere two-way feedback is vital in creating a healthy working environment.  Open-ended questions should not be reserved for customers alone. Direct these questions to staff and co-workers. Never assume anything, always ask the questions, who, where, why, what? Then involve the employees in formulating a positive solution.

Achieving success and increasing staff performance will not only make for a happier working environment and lower staff turnover but will also assist in achieving higher profitability through increased sales.
At the end of the day we all want to succeed. How far your staff go towards achieving that wish is partly up to employers. Ensuring that staff are given the necessary opportunities, skills and encouragement will see them on their way to fulfilling their goals.