Seasonal hires have traditionally been viewed as a cut below their permanent full- and part-time peers at retail. Many take on their temporary employment for a period of weeks or months and simply do not have the knowledge and organizational backing (training) to serve customers on equal footing with associates employed year-round.
GameStop, the leading retail chain in the video game category, believes its "Grow and Go" employee development program has raised the performance level of its temps. The objective is to produce more confident temp workers, able to more effortlessly transition to permanent status if that is the path that makes sense for them. The program also aims to keep temporary workers coming back, holiday selling season after holiday selling season.
Matthew Hirst, senior director of human resources at GameStop, told RetailWire that the company plans to hire up to 23,000 seasonal employees to help serve customers over the holidays. Between 12 and 15 percent of those will become permanent workers, while "a significantly higher percentage" will return to the chain as seasonal hires.
For those who do not return, GameStop is hoping that a positive experience will inspire them to recommend the company to friends and family looking for seasonal work.
Matthew Hirst, senior director of human resources at GameStop - Photo: GameStop
A key to GameStop's success, according to Mr. Hirst, is its approach to training that has workers going through the same process whether they are a permanent hire in June or a seasonal one in October.
"Because we have a fully interactive learning platform, they have the opportunity to engage with that on their first day," said Mr. Hirst. "And then they work closely with their leadership team in the store to practice what they have learned. So we have the opportunity for them to experience the learning through a technology supported program that we call Level Up Interactive, and then they have the opportunity to practice that and receive additional feedback and guidance from their managers."
A key element to GameStop's success is a corporate culture, according to Mr. Hirst, that "values ideas over status" and where "empowered leaders make bold, creative decisions focused on others' well being."
On wages, Mr. Hirst says GameStop uses market surveys to remain competitive. The key issue when it comes to pay, he said, comes down to fairness. Are workers paid based on the value they add to the organization? Are the receiving the training they need? Are their opinions valued? If the answer is yes to all of the above, then engagement and retention levels improve and the business thrives.