Walmart also plans to allow workers to wear other items, such as sport jerseys, on designated associate engagement days. Prior to the dress code updates, the Walmart associate wardrobe list included only black or khaki pants, blue or white collared shirts and Walmart vests. Wal-Mart's plan to toughen its employee dress code was a good marketing move that backfired. 'What Employers Should Learn from Wal-Mart’s Dress Code Controversy.'

1. Walmart Associate Handbook 2016 2017 Free

Bloomberg reports.

If 1 million of Wal-Mart’s 1.5 million U.S. associates are non-management, such turnover would translate to $170 million a month — if Wal-Mart pays the average rate.

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“Better Align Store Staffing”

Wal-Mart implemented efforts to stem such potential loss with its $2.7 billion incentive plan to improve employee productivity and customer satisfaction. This effort, which includes pay raises, resulted in $200 million in second-quarter bonuses.

More recently, The Wall Street Journal reported Wal-Mart is preparing to cut nearly 1,000 corporate jobs, many in human resources. In September, it eliminated nearly 7,000 back-office positions in its stores.

All of this implies the money invested in customer-facing employees is being siphoned out of other work areas, to the tune of billions of dollars. But Wal-Mart is not alone.

Lowe’s Home Improvement also is reducing head count in order to reinvest in customer-facing workers, according to the Charlotte Business Journal. On Jan. 17, the company told staff it would cut 2,400 positions.

“The changes will better align store staffing with customer demand, shift resources from back-of-the-store activities to customer-facing ones, and enhance our efficiency and productivity,” CEORobert Niblock wrote in an email to staff.

Walmart Associate Handbook 2016 2017 Free

Similarly, department store chain J.C. Penney is shuttering stores in an effort to invest in locations that make better brand sense. As CEO Marvin Ellison put it to analysts: “It’s a simple question: If we have a location that I wouldn’t want my children to work at, or wouldn’t want my wife to shop at, then we’re going to invest capital and ask if it fits the brand standard.”

Which gets to the heart of the challenge for retailers: Offering a place where talented, creative people want to work.

Why Turnover Is So High

Location of course is only part of it. Several factors, from bureaucracy to intellectual stimulation to (yes) a smile, direct an employee’s path. Following are six reasons turnover is so high.

1. Poor training: Standard training usually includes the predictable checklist: how to use equipment, basic processes and the employee handbook. These tools focus on the employer’s needs, not the customer’s. Training should also include a thorough understanding of product selection and use as well as customer preferences.

2. Lack of autonomy: This is reinforced in training. If employees are given the tools to better understand customer behavior and how it evolves, they will feel more confident in their service choices. This is empowerment, and it’s an awesome characteristic to see in an employee.

3. Dearth of technology: Technology supports autonomy when it provides employees with knowledge. Home Depot, for example, has provided its employees with in-store mobile devices so they can easily locate products and provide information to customers.

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4. It’s boring: Working the aisle may not be a laugh riot every minute, so the onus is on employers to provide proper stimulation. Engaged workers will be motivated by intellectual challenges as well as rewards. Those who are not might be in a job that fails to align with their talents.

5. Poor alignment: Some people were born to sell; some were born to stock shelves or create beautiful displays. While it’s good practice to ensure each worker is familiar with all tasks, it’s a mistake to force them out of their comfort zones. Retailers can implement employee surveys to recognize the unique talent of each worker, or simply ask.

6. Uncomfortable fit: Sometimes, the person and the brand just don’t make good bedfellows. Even Zappos.com, known for its excellent work environment, recognizes not all who complete its training will be a good fit. So it offers all its new call-center workers $3,000 to leave the company. That’s one happy way to eliminate a potential unhappy situation.

If practiced, each should lengthen the distance between hiring and quitting dates, and that should be something to smile about.