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Supported by ECR Shrink & OSA Group Employee Engagement Workshop Proposal.

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Presentation on theme: "Supported by ECR Shrink & OSA Group Employee Engagement Workshop Proposal."— Presentation transcript:

1 Supported by ECR Shrink & OSA Group Employee Engagement Workshop Proposal

2 Supported by In September 2014, the team published a report on the significant role that engaged employees play in improving on shelf availability and lower shrink & waste. (See slides in appendix and download the full report from the website) On November 4 th, the ECR team will organise a workshop in London to promote these findings and generate new thinking on how to action the insights. This document provides more detail on the event and the financial scenario’s. Background

3 Supported by Professor Adrian Beck – University of Leicester Professor Zeynep Ton – MIT Sloan / Harvard – Teaches MBA in operations management, supply chain management, service operations, sustainability and operations strategy. – Published author, recipient of Multiple awards – Author of the Good Jobs Strategy (see Appendix 2) TBC – Managing Director, Aldi – the role of employee engagement in discount retailing Speakers

4 Supported by Event title: WHY RETAIL STAFF MATTER IN THE EFFECTIVE MANAGEMENT OF RETAIL LOSSES AND ON-SHELF AVAILABILITY The Idea: An interactive workshop to learn new ways your employees can transform the shopper experience and the bottom line - ONLY LIMITED SPACES AVAILABLE When: Tuesday 4th November 2014, Goodenough College, Mecklenburgh Square, London WC1N 2AB Proposition

5 Supported by Retailers – Human Resources, Loss Prevention, Store Operations, Customer Service, Senior Management Solution Providers – Gallup, Checkpoint, Training organisations, Recruitment organisations Investors / Academics Target Audience

6 Supported by Agenda - Morning 09.30 Coffee and Registration 10.00 Introductions & Workshop Expectations - John Fonteijn/Colin Peacock What can you expect to learn over the day? What would have to be true for you to say “wow! that was a most excellent day and superb investment of my precious time!” 10.15 Employee Engagement – Making the Link to Increased Sales and Lower Losses - Professor Adrian Beck How much will on-shelf availability improve and retail losses reduce if employee engagement increases? What are the key management, interventions that can improve employee engagement? How can these insights be turned into practical short and long term retailer actions? 11.00 Questions & Answer Session with Professor Beck – Employee Engagement and Retail Losses 11.15 Refreshment Break 11.45 The Good Jobs Strategy: Professor Zeynep Ton What do Bad Retail Jobs Look like? How do you deliver Good Retail Jobs in Low Cost Retailing? What are the benefits of Good Retail Jobs? Zeynep will share real world learnings and business results from four “good jobs” retailers: Costco, Mercadona, Trader Joes and QuikTrip 12.30 - Question & Answer Session with Zeynep Ton - The Good Jobs Strategy 12.45 - Lunch

7 Supported by Agenda - Afternoon 13.30 Employee Engagement Best Practice, George Gabriel, Living Wage Foundation and TBC Retailer Speaker What is the Living Wage Foundation? What the benefits of the Living Wage? Hear from one major retailer on how the Living Wage is improving their organisation and their business results 14.15 - Question & Answer Session with Living Wage Professor Beck - Employee Engagement and Retail Losses 14.30 - Coffee and tea 14.45 -So what? What can I do next? An Interactive Round Table Session facilitated by Professor Adrian Beck What were the new ideas your table heard today? What were the practical lessons that you could reapply? What would have to be true in your organisation to make these ideas come to life? 15.45- Workshop Feedback John Fonteijn/Colin Peacock Did we deliver what you expected? Did we meet your expectations? What are your next steps? 16.00 - Close

8 Supported by £390 (€490) includes: – Full day content & takeaway hard copies – Refreshments & Lunch Bookings Payments online by card or bank transfer via dedicated website Pricing

9 Supported by Marketing General Coverage EE Study Press Coverage/Media Partners / Book Publishers Living Wage/Gallup, Sponsors ECR / Eurocommerce

10 Supported by Committed Costs of Running Event – circa £14,000 (venue hire, website, salaries of organisers, etc) Requires 37 delegates to break even – need your feedback and support please Note: 50% of any surplus generated will be re-invested in further ECR research – the other 50% is the incentive for the agency organising the event. Finances

11 Supported by Appendix 1 Employee Engagement Research

12 Supported by Employee Engagement Study How improving employee engagement can transform retail profits through improved availability and lower losses Photo courtesy of James Lee:

13 Supported by Research Objectives & Methodology Key Findings Indicated Actions Contents

14 Supported by 1.Do Stores with Lower Employee Engagement have: 1.Higher Out of Stocks 2.Higher Waste? 3.Higher Shrink? 4.Higher Cash Losses? 2. If yes, to what extent can lower employee engagement explain any difference in out of stocks, known loss [waste], unknown loss [shrink] and cash loss? 3.What would be the impact in terms of savings and profit improvement if retailers could improve employee engagement in the quartile of stores with the lowest employee engagement? 4.What are the actions retailers could take to deliver improved employee engagement? 5.How can retailers get started? Research Objectives

15 Supported by Analysis the completed employee engagement questionnaires of over 200,000 store associates working in 1,570 stores for 3 European Grocery retailers with combined sales of over €35BN and a 4% share of the total European Grocery Retailer Market. Consolidate the 110 unique questions into 4 logical categories: – Management – Contribution – Environment – Organisation Apply statistical methods to identify the “power” of employee engagement in explaining any variation in out of stocks, known loss, unknown loss and cash losses Methodology

16 Supported by Example RetailerOriginal QuestionsComposite Question 1 I feel appreciated by my manager when I have done a good job. Staff feel appreciated and valued. 2 I feel valued for the job I do. I get thanked for a job well done. 3 I feel appreciated for the work I do. My manager praises me when I have done a good job.

17 Supported by 1.Do Stores with Lower Employee Engagement have: Higher Out of Stocks? - YES Higher Waste? - YES Higher Shrink? - YES Higher Cash Losses? - YES Findings

18 Supported by Out of Stocks Twice as High

19 Supported by Waste Twice as High

20 Supported by Shrink Three Times as High

21 Supported by Cash Loss Seven Times Higher

22 Supported by Yes using regression analysis, the research has found that employee engagement can be a very powerful explanation of the variance in loss, especially out of stocks, where 42% of the variance can be explained by the employee engagement score Findings

23 Supported by Correlation causation

24 Supported by Out of Stocks 42% 8.9% 4.8%

25 Supported by Waste 17.8% 3.3% 1.5%

26 Supported by Shrink 19% 1.6% 0.5%

27 Supported by Good news! If retailers could improve employee engagement in the quartile of stores with the lowest employee engagement they could increase profits by €380MM Findings

28 Supported by €380MM savings

29 Supported by More good news: There is much that the retailers could do to deliver improved employee engagement Findings

30 Supported by The team responsible for profit improvement / loss prevention to share these findings with the leaders of the Human Resources / Personnel functions and together build awareness from the C Level and down on the significance of employee engagement – where relevant, execute their own lower quartile improvement plan. Leverage “role model” store managers to share their “habits” to inspire the others via interactive and dynamic training programmes Reward good performance, even if it is only in the form of a regular “thank you” – create simple tools & techniques to facilitate this behaviour change Embed these learnings in existing or new store manager training programmes Possible Actions

31 Supported by Retailers to analyse the existing employee engagement data available for their store associates to establish the statistical significance of employee engagement in explaining variation of losses – develop size of prize model – what if…. Retailers to review Store Management promotion/selection process and capacity to deliver employee engagement – identify training / mentoring plans Retailers to reflect on how their business: -Communicates change – full, part time and temporary staff want to know what is happening and why – “Tell Justin” campaigns -Creates opportunities for future development – career planning -Creates a feed back loop from all staff and store managers – employee engagement as a new metric for store managers? Possible Actions

32 Supported by Finally Here are three immediate suggested actions that Retailer CEO’s could set for their organisations.. Findings

33 Supported by 1.Share these findings within your organisation and across functions, especially Human Resources, Profit Improvement / Loss Prevention and Store Operations. 2.Set the expectation that each function should brainstorm possible “solutions” to deliver short and longer term wins… 3.Set a time plan, key milestones and accountable individuals. Three Immediate CEO Actions

34 Supported by In the stores with the least engaged employees on-shelf availability, waste, shrink and cash losses can be 2-3 times higher than the average. The Store Manager is critical in improving the levels of employee engagement – simply saying “thank you” can make a big difference. By improving employee engagement in just the lowest quartile stores, the potential savings of €380MM for European Grocery retailers is significant. There are many possible actions retailers could take to act on these insights Retailer CEO’s could start by tasking their each function in their organisation to think differently about employee engagement and to request accountable individuals lead brainstorming events to generate actionable ideas. Summary Findings

35 Supported by Appendix 2

36 Supported by Almost one in four American working adults has a job that pays less than a living wage. Conven­tional wisdom says that’s how the world has to work. Bad jobs with low wages, minimal benefits, little training, and chaotic schedules are the only way companies can keep costs down and prices low. If companies were to offer better jobs, cus­tomers would have to pay more or companies would have to make less. But in The Good Jobs Strategy, Zeynep Ton, a professor at the MIT Sloan School of Management, makes the compelling case that even in low-cost settings, leaving employees behind—with bad jobs—is a choice, not a necessity. Drawing on more than a decade of research, Ton shows how operational excellence enables companies to of­fer the lowest prices to customers while ensuring good jobs for their employees and superior results for their investors. Ton describes the elements of the good jobs strategy in a variety of successful companies around the world, including Southwest Airlines, UPS, Toyota, Zappos, and In-N-Out Burger. She focuses on four model retailers—Costco, Merca­dona, Trader Joe’s, and QuikTrip—to demonstrate the good jobs strategy at work and reveals four choices that have transformed these compa­nies’ high investment in workers into lower costs, higher profits, and greater customer sat­isfaction. Full of surprising, counterintuitive insights, the book answers questions such as: How can offering fewer products increase customer sat­isfaction? Why would having more employees than you need reduce costs and boost profits? How can companies simultaneously standardize work and empower employees? The Good Jobs Strategy outlines an invaluable blueprint for any organization that wants to pur­sue a sustainable competitive strategy in which everyone—employees, customers, and investors—wins. Speakers

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