Six Trends To Look For In Retail Training - Companies Address People Issues to Get Competitive Edge

Furniture World News

In no other U.S. industry does employee training play a more critical role than in retailing, according to Herb Cohen, CEO of MOHR Retail Learning Systems, Ridgewood, New Jersey. "For a growing number of stores training has become a strategic means to gain competitive advantage," said Cohen. "With similar merchandising and pricing throughout the industry," said Cohen, "retail companies have had no choice but to address the people aspects of the business. Meanwhile, retail training Is getting more performance-focused and more directly applied to the everyday job." Cohen cited six current trends in retail training: Associate Training - Because it costs three to four times as much to get a new customer as it does to keep an existing one, more retail organizations are emphasizing associate training in order to create a positive shopping experience and retain customers. They understand that when employees have a good attitude toward their job it translates into quality service, customer retention - and store profits. Store-based Coaching - Instead of training that is limited to occasional sessions given by non-store personnel, individual store as well as district managers are now playing a more significant role before, during and after formal training. Among other benefits, this ongoing coaching conveys to associates a sense of the bigger picture. When associates are connected with their manager the outcome is lower employee turnover and better customer service. Buyer / Vendor Partnering - Since there are limits to what can be won in traditional buyer/vendor negotiations given today's tight margins, more retail organizations train their buyers not to negotiate so much for cost reduction but to partner with vendors in new and creative ways to create mutual opportunities in such areas as new promotions, products or packaging. Getting Managers To Lead - Because companies need to have nimble and innovative management in today's competitive marketplace, they are doing performance-directed executive training to encourage greater personal authority, create a shared vision, leverage change and convey to employees a passion for the customer. Using Technology Smarter - Earlier this decade many retailers embraced technology for all their training needs, but even the latest in satellite, interactive computer-based or multi-media technology cannot replace person-to-person classroom learning. While new technology can be effective in conveying information or teaching operational tasks and basic skills, it cannot be relied on to connect with employees or train them to participate in the customer's shopping experience, which is essential in a "high-touch" business like retailing. Now retailers supplement in-person training with the best of technology-based learning. Valuing Employees - A growing number of retailers are coming to grips with the longtime industry problem of a small talent pool and are taking steps to attract and keep good employees with training and other incentives. They realize that if employees are treated as though they were disposable, both customer service and company profits are certain to suffer.   Cohen observed that retailers in general are more open to new training concepts and methods. "Few companies any longer claim to have all the answers and more want to know about the latest In instructional design technology. They realize that it's crucial to get some fertilization from training professionals who are on top of current trends." Based in Ridgewood, New Jersey, MOHR Retail Learning systems, Inc., is the largest provider of training programs to U.S. retail companies. Among MOHR clients are Bombay Company, Bose, Brooks Brothers, Coach, Dayton's, Disney, Escada, Gap, JC Penney, The Limited, Nordstrom, Reebok, Saks Fifth Avenue, Staples, Target, Victoria's Secret and Wal-Mart. MOHR is a division of PROVANT, Inc., a leading provider of training and development services and products.