Marry Intentions to Employee Engagement

Engage your store staff. Correlational research conducted by the Kenexa High Performance Institute (KHPI) in Minneapolis and London concludes that engaged retail employees increase sales volume. KHPI also reports that employees in the retail industry show the lowest levels of engagement across all business sectors.
     In the research, employee engagement among more than 1,000 employees was assessed on four criteria:

• Satisfaction with the store as a place to work.
• Willingness to refer a good friend or family member for employment by the store.
• Lack of interest in looking for other employment.
• Pride in telling others about employment by the store. Highly-engaged employees are twice as likely as less engaged employees to say the financial performance of the store is better now than it was a year ago.

     Because the KHPI study was correlational, it doesn’t adequately specify cause-and-effect. For instance, it could be that retail businesses which are genuinely more financially successful attract and retain committed employees. Or it could be that engaged employees say the business is doing well, even when it is not. Or it could be that committed employees add profitability to the business.
     Other research findings suggest this last one is the correct interpretation, so take the opportunity to increase employee engagement using these research-based tactics:

• Provide leaders that employees see as competent and confident. In stores with high employee engagement, managers are described as trustworthy, honest, and caring.
• Coach employees to balance work and the priorities from their personal lives. Ironically, doing this increases commitment to the work priorities. Measures such as allowing flexible work schedules and providing employee assistance programs help.
• Leave employees with the belief they’re paid fairly. The feeling of fairness is more important than the dollar value of salary and benefits. But the two are certainly related! People who are paid more are more likely to feel they are paid fairly. There’s a time for a pat on the back and a time for a pat on the wallet. Beyond this, though, is taking opportunities to discuss with each employee how her or his pay level was determined and being ready to answer employee questions like, “What kinds of things might I do to get paid more?”
• Welcome innovative ideas. Employees are more engaged when they see that their suggestions for change are carefully considered and, if an employee’s idea is not used, the employee is told why.

For your profitability: Sell Well: What Really Moves Your Shoppers

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