Quantos de nós entram numa loja e saem sem comprar nada porque:
- o funcionário era mal-educado;
- o funcionário era ignorante;
- o produto, apesar de presente no sistema, não foi identificado;
- o tempo de espera para ser atendido ia ser demasiado;
- o tempo de espera para pagar ia ser demasiado;
- a loja estava suja;
- ...
Uma receita que proponho há vários anos, para atacar esta rede de situações é a batota!
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"The conventional wisdom is that many companies have no choice but to offer bad jobs - especially retailers whose business models entail competing on low prices. If retailers invest more in employees, customers will have to pay more, the assumption goes.
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I have studied retail operations for more than 10 years and have found that the presumed trade-off between investment in employees and low prices can be broken.
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If investing in retail labor is such a good idea, as my research suggests, why isn’t everybody doing it? The main reason is that labor is often a retailer’s largest controllable expense and can account for more than 10% of revenues—a considerable level in an industry with low profit margins. In addition,
many retailers see labor as a cost driver rather than a sales driver and therefore focus on minimizing its costs.
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Moreover, the financial benefits of cutting employees are direct, immediate, and easy to measure, whereas the less-desirable effects are indirect, long term, and difficult to measure.
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instead of responding to short-term pressures by automatically cutting labor, stores should strive to find the staffing level that maximizes profits on a sustained basis. In many cases, that will mean adding workers.
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Retailers do not just underinvest in the quantity of labor. They treat the quality of labor the same way - paying low wages, offering insufficient benefits, and providing inadequate training. The short-term pressures are just too difficult to resist. The inevitable consequences are understaffed stores with high turnover of low-skilled employees who are often part-timers and have little or no commitment to their work.
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When my colleague Ananth Raman of Harvard Business School and I first started working with Borders, we found that there was a huge variation in operational performance among stores that used the same information technology and offered the same incentives to employees.
The performance of the best store was a whopping 43 times better than that of the worst store. Part of this variation, we found, could be explained by labor practices. Stores in which employees had less training, greater workloads, and higher turnover performed worse.
That is not surprising. Operational execution requires people. So stores with a gap in people—too few employees or unmotivated or incapable employees—will have a gap in operational execution. But few retailers realize the seriousness of operational problems and how much money they lose by underinvesting in employees.
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When retailers view labor not as a cost to be minimized but as a driver of sales and profits, they create a virtuous cycle. Investment in employees allows for excellent operational execution, which boosts sales and profits, which allows for a larger labor budget, which results in even more investment in store employees.
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Mercadona, QuikTrip, Costco, and Trader Joe’s do not expect the virtuous cycle to operate on its own. They
complement their investment in employees with operational practices that make the execution of work more efficient and more fulfilling for employees, lower costs and improve service for customers, and boost sales and profits for the retailer. These practices allow retailers to break the presumed trade-off between investing in employees and maintaining low prices.
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Retailers that operate in a virtuous cycle, by contrast, make choices that simplify their operations. They consistently offer “everyday low prices” rather than a kaleidoscope of promotions, and they carry fewer products.
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Not surprisingly, I found that unpredictable schedules, short shifts, and dead-end jobs take a toll on employees’ morale. When morale is low, absenteeism, tardiness, and turnover rise, increasing the variability of the labor supply, which, of course, makes matching labor with customer traffic more difficult. In addition, retailers with high turnover cannot afford to invest in employee training; average training per new retail employee is a mere seven hours in the United States. Untrained or poorly trained employees are less productive and make more errors.
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Instead of varying the number of employees to match traffic as much as other retailers do, QuikTrip and Mercadona vary what employees do. They achieve this by training employees to perform a variety of tasks.
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Retailers that invest in employees are by no means easygoing about what people do. Rather, they are obsessed with eliminating waste and improving efficiency."
