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How Can Retailers Motivate Passionless Workers?
New university research finds that while more passionate employees are often more productive, innovative and collaborative, focusing on fostering a vibrant workforce may neglect the needs of employees driven by other motivations, such as financial stability, social status or familial obligations.
“These employees play a critical role in the success of their companies, but may be subject to an invisible penalty due to their perceived lack of passion for their work,” wrote the researchers led by Mijeong Kwon, a professor of management at the University of Colorado Denver Business School in an article in the Harvard Business Review.
Research involving about 1,250 full-time employees across organizations that varied in size and industry came to the following conclusions about workplace motivation:
- Employees: Employees who love their work often have a “moral imperative” that makes them less likely to help the less work-inspired, hurting their chances for advancement and creating “severe consequences for employee morale, retention, and overall organizational performance.”
- Managers: Overly recognizing passionate employees can undervalue their contribution and alienate other employees. “Recognizing and celebrating the unique contributions of all employees, regardless of their underlying motivations, will help create a sense of belonging and purpose among your workforce, leading to increased engagement and productivity.” the researchers wrote.
- Benefits: Flexible work arrangements, or access to professional development opportunities, may need to be better prioritized to motivate employees working for external rewards.
- Culture: Encouraging employees to discuss their motivations and goals “even when they are misaligned with a passion-driven ethos” can encourage dialogue between employees who vary in their motivations both inside and outside the workplace. ”Mentorship, networking relationships, or job crafting (i.e., spending more time on tasks that are more meaningful to them) can expose employees to roles they may be more excited about,” the researchers wrote.
A McKinsey survey taken in April 2022 found the top five reasons U.S. frontline retail employees are considering leaving their jobs in the next three to six months were workplace flexibility, cited by 34 percent; career development, 32 percent; health and well-being, 29 percent; compensation, 29 percent; and meaningful work, 27 percent.
Discussion Questions
DISCUSSION QUESTIONS: Are retailers meeting the needs of store associates across work motivations? What insights does the study in the article offer about creating an inclusive workplace that appeals to employees with diverse motivations?
Poll
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Dave Wendland
Vice President, Strategic RelationsHamacher Resource Group
Nikki Baird
VP of Strategy, Aptos
First of all, I can’t help but see Jennifer Aniston and her required minimum 10 pieces of “flair” from the movie Office Space as I read this. Retailers of course want people who enjoy helping customers, interacting with the public, and either are interested in the lifestyle the brand promotes, or are passionate about the brand and products they sell. But it’s definitely hard for larger scale retailers to find people to staff 100% of positions who all feel that way. And trying to turn people for whom it is “just a job” into freaks for the brand is never going to work.
A good manager finds what motivates people and uses that to get the most out of them – and give them the opportunity to get the most out of their employment. It should be a two-way street and tailored to each unique individual. That’s hard to scale – that’s why managers exist in the first place!
Yep. Those are the challenges employers face. Conquering them requires a lot of attention and work.
I thought of the same thing, Nikki! You can’t force enthusiasm. What retailers can do is give employees opportunities to develop relationships with the brands they tout.
Product learning sessions with free swag kept me working in frontline retail cosmetics way longer than most when I was in my 20s. Sure, it wasn’t the most lucrative industry. But, I believed in the product and had an ongoing relationship with the brand.
A lack of advancement opportunities for frontliners is one of the main obstacles to retaining passionate employees that are there for the long run. If retailers continue to pigeonhole their employees and promote externally, employees have to go elsewhere to advance. There is no “career in retail” as long as companies don’t trust/celebrate their frontliners enough to promote from within.
Yes, Jasmine. You can’t force enthusiasm. If one takes a job without enthusiasm, enthusiasm will be hard to find.
Let’s face it, there are more exciting ways to spend your days than refolding sweaters. But folding sweaters while envisioning a realistic career path in retail? That’s actually somewhat motivating. We need to get more creative by offering them an opportunity to advance beyond the store. We need to give them flex schedules, split schedules, pay per day, tuition reimbursement, mentoring, commission and overtime. Make your retail organization known for building viable retail careers from scratch and both staff and customer satisfaction will grow.
And, by the way, pay them! Unions are making inroads into retail and they are back. Get ahead of the curve and start to take care of the 90% of your workforce who are your face to the world.
Exactly! The fundamental ingredients for career development success are not secret.
Many retailers are not meeting the needs of store associates across work motivations. One reason is because it is easier for line managers to deal and work with already-motivated, passionate workers. It is a tall order, albeit an achievable culture, to be counselor to ‘the other’ workers, to be keen enough to spot a personal need in an employee and coach that employee through the situation, be it through established resources or having to identify such a resource. The obvious aids, such as flexible hours, preferred workdays, easy access to already-earned wages, are the easy ones to implement. But, recognizing the symptoms of a problem often require a skill or innate talent that many managers, even at the highest levels just don’t have, or don’t want to expend the effort to identify. Employers who are genuinely interested in motivating, and awakening a passion in most employees across the enterprise, will continuously explore and find ways to fine tune a difficult process (hiring, training, nurturing).
Across today’s competitive and difficult retail landscape, finding, retaining, and inspiring the workforce is imperative. As the study suggested, competition for frontline retail talent will remain intense, which will spur a wave of innovations in employee experience.
So the question remains, what inspires frontline retail staff? Not dissimilar to the findings of the McKinsey research, I would suggest four things: 1) Culture – inclusive, authentic, and “fun;” 2) Communication – honest and open conversations about each employee’s contribution and growth opportunities; 3) Community – not only consistently reinforcing the value that the retail operation delivers to its customers, but also a sense of community among the employee base; and 4) Care – the frontline retail force is only as good as the managers and leadership that foster an environment that supports, encourages, engages, and shows enthusiasm.
Hopefully, a tight labor market will engender these, and other behaviors mentioned in these comments by the employers. it is not impossible. It is more difficult to implement “at scale” – as Nikki Baird says – than for an independent owner.
A team is only as strong as it’s weakest member. The key to motivation is to hold everyone accountable and not allow laggers to survive/thrive. Nothing unmotivates an employee more than seeing apathy at work. Managers do need to find ways to elevate performance and to reward,even verbally, the contributions of everyone when appropriate.
If workers are not motivated then perhaps management needs to improve. Every time I walk around a store that is dispiriting and where morale is low, I ask myself where the manager is and what they are doing to remedy the issues. And that includes managers from the c-suite, some of whom spend far too little time in shops and speaking to those on the front lines.
Clear expectations. Its nearly impossible to have a team of “all stars”, there will be a mix of people with different expectations and goals. Those who consistently exceed expectations, or demonstrate an eagerness to do more will move ahead, the rest will stay put or stay transient.
Our understanding of the mysteries of “motivation” is still in the dark ages. The supposed motivational factors listed like flexibility, compensation, etc. are entirely superficial. That doesn’t mean they aren’t important. Chocolate lava cake is superficial too, but very important to one’s wellbeing.
We usually see “motivation” as a function of behavior instead of an expression of being. We value passion but not so much purpose. So where does a sense of destiny, of highest purpose, come into the discussion? What incredible possibilities await that sweater-folder; what might they uniquely become?
This may sound overly dramatic, but I believe the universe begins to call us before our first breath. ALL of us at some point wonder “What is it?” “Is there something more or higher for me?” Unfortunately the institutions of our lives don’t care whether we find “it” or not as long as we fit in and match someone else’s expectations.
The net is we need to reverse the relationship. Instead of a focus on how employees can serve retail’s goals, it’s how can retail help the employee see and reach for their life’s highest purpose.
Ian, your last paragraph is worthy of a bronze plaque.
Your affirmation much appreciated, Gene. Thank you.
Let’s not dismiss the scope of tasks the frontline worker is being asked to accomplish on top of presenting brand appropriate and highly personalized customer interactions. Receiving and unpacking inventory.
Picking, packing and sending out orders.
Cleaning the selling floor and the bathrooms.
Working late into the night to execute new floor sets and window changes.
Meeting sales productivity goals.
Managing BOPIS
etc, etc.
It is often very physically demanding well beyond keeping the merchandise folded. Those that are attracted by the opportunity for selling to customers soon find that is only part of the job which may quickly lose its luster.
Managers who can set clear expectations, play to the strengths of each employee while motivating everyone to do their fair share are critical to effective teamwork.
Funny thing. If retailers respected and valued frontline workers they’d find most to be naturally passionate. Unfortunately, what actually happens too often is that they start programs to make people passionate — I’m reminded Jennifer Aniston’s flair scene in Office Space — but customers know the difference between passion and an act put forth to keep corporate happy.
It’s not too hard – but it is challenging. Howard Schultz’ first biography is a good one to read to see how he knew supporting his front line workers delivered compounded value through passion and energy.
You can’t argue with the findings in the McKinsey repot. Many employees want more than just a paycheck. If that’s all that is offered, the employee is working for money, not the company/retailer. Giving them reasons to stay beyond money is non-negotiable if you want to hold on to your best people. Flexibility, career development, purpose, etc., are all important. I’ll also add that a good boss can make all of this better. The opposite is also true.
The turnover rate of retail workers in the U.S. is 60 percent. That means that in 12 months, six out of every ten workers will be gone. It suggests that embracing the job is not what most workers seek. If not, engendering motivation is tough.
Today’s discussion suggests that retail workers have the same motivations as most other industries. They don’t. Retail work is essentially a short-term fill for a desire for more significant things or a need where no other choices are available.
I believe this is more generational than anything else. I am a Gen X’er and my work philosophy is vastly different from my parents or the Gen Z, Gen Alpha, etc. Motivation is tough these days and you hope that a combination of flexible schedules, mental health days and pay will be enough.
Yes, today’s generation is undoubtedly more challenging than those of the past. But, the challenge is the same. No matter what generation, motivation will be difficult to generate if an individual is not motivated to take the job.
I don’t think the word “career” fits in this discussion. With 60% turnover, most workers are not looking for careers.
Celebrating all employees and offering flexible arrangements, training and mentors can unlock associates’ intrinsic motivation. When workers feel safe and valued, they give more.
While there are a plethora of offerings, enticements, and benefits that might help strengthen morale, culture, and engagement, it all starts with understanding your employees. We are doing more employee surveys than ever, given the importance of attracting and retaining staff. Finding out what works in each environment is key, as opposed to a “one size fits all” approach.
The surprising insight from the McKinsey survey was that 63% of managers plan to leave their job in the next 3-6 months while only 36% of non-managers have the same interest to leave. If managers are not happy or invested in the long term then the overall passion for the business and motivation can be diminished across the store.
Per the study, managers want more flexibility and career development and are concerned about their health and well-being. In my observations, any of these managers fill in the gaps for employees that are absent from the staff and tackle the high workload that can’t be done by the team – clocking more than 50 to 60 hours each and every week. By addressing these issues for management, managers will be able to show up as better leaders and create a better work environment and cater to the needs of the front-line staff.
The article, as posted, does not offer any real solutions to the problem.
Here are a couple of comments and questions.
1. Can you, as a retailer, answer the question of why should an All-Star employee come to work for your firm and why they should be motivated and stay?
2, Have you given your managers the tools and training they need to manage and motivate your employees? Employees join companies they leave managers.
3. Are your managers managing and motivating employees the way they want and need to be managed and motivated, or are they motivating them the way they would want to be managed and motivated? Different strokes for different folks.
Here’s what motivates employees — good salaries and benefits, job security, a career path, fairness, personal recognition, and knowing their voice is being heard … and acted on. If this all sounds too simplistic it is because it is. You can’t build a nurturing culture without first checking these boxes. It’s like Maslow’s hierarchy of needs. You have two get the basics first before you can even think about moving up the pyramid.The problem with too many of these studies of workers is that they are done by academics, not peers. It would be interesting to see how employees would approach this topic if they were designing the survey.
Is it just me or are the two words “university research” becoming a sort of synonym for “gibberish”. As Bogey might say (if he were still alive) “sweetheart, your employer isn’t there to make you happy”.
If “diversity” is to be
broadenedcorrupted to mean including people who can’t care enough about their work to give a damn, then I think we’re better off without it.When I teach, the students are required to read the text…on their own. I tell them in the first class that half the text is a novel. I teach reality.
Hire at the ends of the age spectrum-younger and older. Have campaigns to attract both. Provide a great working environment and in the case of younger workers help with training and insight towards their next job, or, show them a career path in this job. Retail can offer flexibility hours wise that other jobs have difficulty matching.
Employers must first make sure they are attracting people who want to be on the journey with them by stating a clear vision for a better outcome, and with visible examples of living out their stated values. You want to be on the bus with people who want to share the ride, the journey. This ignites passion. If a company isn’t communicating this, or doesn’t have it, then the emphasis is heavily placed on remaining tools of pay and benefits. Why work at a place for only pay and benefits?
The challenge with retail jobs is finding the people who want to be on the journey or just want the job.
I’ve been working with retailers all day in North Carolina. Probably one of the few who actually do deal with human beings on the floor at both management and on the front lines. No one can motivate another person. They can hold a carrot, but unless somebody wants that carrot they’re not gonna jump for it. This idea that we have to manage down the best-performers and not pay attention to those who do the job and hit bonuses and sales calls misses the mark. Managers are not being taught how to become that position and they’re doing the best they can. Associates come on board and are being left alone to figure it out and then studies like this are supposedly pointing to what we need to do. It is obvious
Every survey I have seen on the great resignation or just the general difficulties of retaining workers ends with flexibility, benefits, pay. This is the reason you see retail & hospitality workers lured away by the gig economy platforms like uber, doordash, GoShare, etc so often. As many would note Gig platforms do not necessarily provide all three (flexibility/benefits/pay), but they do provide access to some of them. This is an opportunity for retailers to carve out their niche to provide some level of benefits, perhaps through a plan like Stride which the gig economy uses, or instead of increasing pay perhaps they implement daily or same day pay. On top of that retailers can offer better training than the gig platforms which provides new skills for worker & creates a more nimble workforce through workforce redeployment across roles (POS, Stock Room, DC, Pick Up, Last Mile of Delivery, etc)
Retailers need to think about how to match the employee’s passion with the specific role or business area. If you have a passion for helping people/customers, then the front line is a good fit. If you have a passion for seeing the results of your work, then receiving/stocking may be a better fit. If technology is your passion, then work in a role where you spend more time with tech than customers. Just like any business, matching competency and passion to the specific role and career path makes all the difference. Thank goodness I had leaders who helped me recognize my passions early and guided me to paths where I could succeed – most of the time.
Fascinating to read this given I just read a piece on unattended retail. As well as labour shortages and cost factors driving retailers down the unattended route, motivation of employees is not a factor I had considered.
Retailers may look at ‘cost’ of motivating employees and factor this into decision making around new approaches to technology.