Why the hiring experience in retail is so key

In retail, the customer experience is paramount, and justifiably so. However, this can be dependent on the ability and enthusiasm of frontline staff. Strongly influencing their aptitude and desire to fulfil their roles in this way, is the experience that they themselves have when applying for their positions. How they perceive to be treated by the brand is, in essence, how they believe customers should be treated. With this in mind, how can retailers ensure they’re delivering the right hiring experience to applicants?  

Key advocates

From the candidate application process to the pre-employment background check, the hiring experience can easily be overlooked, yet it constitutes a critical aspect of any brand’s strength. Organisations that disregard this element risk damaging their employer brand, which can subsequently affect how the organisation is perceived by customers. There have been numerous extreme examples in the press of businesses which have faced customer backlash and tangible financial damage due to their actions as employers.  

Any retailer is only as strong as its customer-facing staff. Those working behind tills or on shop floors are key brand representatives, acting as the first human point of contact and as an extension of the brand that has, in all likelihood, taken years to develop and nurture loyalty with its followers. First impressions matter, and customer perception is often influenced by the personal interactions they experience; consequently, retail staff significantly contribute to the broader perception of the wider brand.  

All readers will have at some point encountered poor retail experiences that linger long in the memory and likely influence their overall perception of the brand in question. The same can be said for the application process. If an individual has a poor experience, it will influence their behaviour both as an employee should they be hired (and accept the position) and as a customer themselves. In fact, research indicates that the quality of the hiring experience directly impacts satisfaction and performance. Employees who feel valued and well-integrated from the outset are proven to be more likely to demonstrate higher levels of motivation and productivity.  

If the hiring experience is negative, due to poor communication or an overcomplicated background check process for instance, organisations cannot expect their staff to develop the same attachment and loyalty to the business as those who have undergone a more proficient process and felt valued throughout. A well-structured recruitment process ultimately establishes the tone for future engagement and performance within the company, and employers must ensure they get it right.

What constitutes a poor hiring experience? 

It’s important to note that the process starts with the job description or advert and flows from there, through the application, interview, offer and background screening stages. A bad experience in any of these touchpoints may leave a sour taste, even if the individual ultimately becomes an employee. In retail, this can have particularly acute consequences, and could potentially translate into how staff directly engage with customers on behalf of an organisation. 

Equally, speed is usually of the essence in retail recruitment, but that shouldn’t impact the overall experience, or the requirement to meet compliance standards. All elements need to be optimised and a poor hiring experience, even if inadvertently delivered, can also lead to further issues down the line. And that’s if the applicant even completes the process. Retail is hugely impacted by skills shortages, even with recent and well-publicised job cuts, and organisations can’t afford to miss out on staff. According to an Aptitude Research Report, employers can expect 24% of applicants to drop out at the screening, and 25% at the interview stages. A poor experience will only increase attrition rates and leave organisations battling to find talent.  

On the other hand, a seamless and positive hiring process may be pivotal in attracting and retaining top skills. When candidates encounter an efficient, respectful, and transparent recruitment experience, they are more likely to develop a favourable view of the organisation, increasing the likelihood of accepting job offers and remaining committed in the long term. 

While the interview may be the most memorable element of the hiring experience for many applicants, the Aptitude Research statistics show that screening and vetting stages are equally key, and are often overlooked by employers. What is needed is a ‘customer-first’ style experience for candidates that meets compliance standards, but doesn’t impact budgets, and moves quickly while ensuring that individuals are communicated with regularly, consistently and efficiently. 

To achieve this, retailers can employ several strategies. The process should be streamlined to be user-friendly and aligned with candidate expectations for a digitalised experience. Communication is paramount, and one of the main drivers of attrition during screening elements is a lack of regular contact. Utilising technology that integrates regular touchpoints, along with meeting regulatory requirements for hiring and screening protocols, makes this stage far more straightforward. Attempting to manually manage varying compliance standards in-house whilst conducting business-critical human-verified checks, along with attempting to spot increasingly sophisticated fraud, may risk delaying the process, increasing attrition and disengaging those who do go on to accept roles. 

The individuals who operate on the shop floor and behind the tills are not just employees; they are the embodiment of the brand and act as frontline ambassadors on its behalf. Their interactions with customers can make or break the retail experience, meaning they must be valued throughout the hiring process in order to drive loyalty and engagement with the organisation as an employer, from the off. Retailers that have the right processes in place and work with partners that can help to create streamlined and effective experiences will be setting their staff off on the right path and can expect the same people-driven results from their employees as they offer their candidates.

Rolf Bezemer, Executive VP and General Manager International at First Advantage