The Retailer Winter edition_2020

workforce

Transforming wellbeing for a retail of the future

NEIL DUFFY DIRECTOR OF WELLBEING AND FUNDING retailTRUST

PUTTING THE WELLBEING OF YOUR PEOPLE FIRST IS CRUCIAL TO YOUR SUCCESS

Retail Week’s Shopping for Retail’s Front Line report in association with Catapult identified that the average cost of recruiting retail staff is around £1,500 and staff turnover remains a key concern for retailers. Therefore, ensuring line managers are engaged with their teams can reap huge benefits for an organisation. 3. Support managers to support themselves and their staff in turbulent times It’s not just employees who have wellbeing needs, what about managers? It is crucial to recognise their needs and provide specific tools and resources to help them and their team. A number of retailers including New Look have prioritised their managers’ wellbeing and equipped them with practical tools to support their wellbeing needs and build their resilience. This is particularly important in our ever-changing industry and will become a key priority for retailers in the future, if it isn’t already. 4. Showcase your wellbeing programme and share best practice As you progress through your wellbeing journey, take pride in your programme, and share best practice and key learning with peers. Attend industry events to talk about your experiences and learn from others. There is a vast amount of knowledge in our industry which we can harness to meet the needs of our employees. And, let’s not forget those in our industry who are approaching retirement. How can we support their wellbeing throughout retirement and beyond? One in seven people will be aged over 75 by 2040. The Government’s healthy ageing challenge asks industries, including ours, “to develop products and services to help people remain independent, productive, active and socially connected for longer.” Given that our sector accounts for one third of the UK’s working population, it is imperative we make our wellbeing programmes as holistic as possible, to address the needs of our older employees. The aim is to help people enjoy at least five extra healthy, independent years of life by 2035. We’ve embraced this challenge through our cottageHOMES estates. Our new, pioneering ‘smart villages’ give residents much greater choice over how they receive the care and support needed to maintain their independence and safety, and enhance their quality of life. There are many considerations as well as numerous opportunities to transform wellbeing throughout our organisations, so that individuals can get the right help at the right time. Together, we can be ready to support our people in a retail of the future.

All businesses have unique needs, characteristics and employees. The CIPD, the professional body for HR and people development, emphasise the importance of taking a holistic and proactive approach to wellbeing centred on the individual. By looking at the whole person, organisations can meet the emotional, physical, vocational and financial needs of their employees. People benefit immensely from work. According to Dr Adrian Massey, author of ‘Sick-Note Britain’, “Work is therapeutic. Study after study has found that it helps to keep well people well, and ill people to get better. Work provides purpose, routine, financial security, social interaction, distraction from life’s other problems, and opportunity for career progression and social mobility.” Employers also benefit from an engaged workforce. The CIPD found that health and wellbeing activity boosts engagement and morale, which creates a healthier and more inclusive culture, and in turn lowers sickness absence. This demonstrates why employee wellbeing is imperative for business success, but not enough organisations are putting the wellbeing of their people first. Leading wellbeing experts shared their experiences at the retailTRUST Wellbeing at Work Forum in November . We have brought together some of the main challenges and opportunities highlighted on the day to help you prepare for a retail of the future. 1. Gain buy-in from the board to invest in employee wellbeing Wellbeing starts with leaders so it is vital to get your senior team on board. Wellbeing initiatives don’t have to be expensive and you can use as many existing and free resources as you can. Positioned as part of your staff benefits package, digital platforms such as myrtwellbeing.org.uk, which has been created specifically for everyone involved with retail and the supporting service industries, can be extremely cost effective. Digital support enables colleagues to take proactive control of their wellbeing needs, develop their skills and build their personal resilience. This means that they can access help whenever and however they choose, particularly before any issues escalate. This form of early intervention is found to be less intensive, it increases self-esteem and motivation, and provides a longer and fuller recovery. 2. Ensure line managers are engaged with their teams The quality of the employee and line manager relationship is key to an individual’s health and wellbeing. People who feel listened to and valued are more likely to remain with their employer. Respect, care, kindness and flexibility can have an enormous return on investment.

18 | winter 2020 | the retailer