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that we care about them and their circumstances. Our environment and flexibility have really been what has kept people with us.” And just because a large chain can offer a tempting incentives package doesn’t necessarily mean employees will stick around long enough to partake fully in those benefits. A desperate need to fill positions coupled with a failure to train properly often leads to disappointment for both the employer and employee. Think high turnover, for starters. For example, Jubelirer says a department store at the Eastwood Mall, where Reyers recently moved to, is in the process of hiring more than 200 employees for the holidays. Sstarting wages are at an attractive $14 per hour plus an additional $3 per hour through Christmas. But, Jubelirer believes, the jury remains out on whether this approach will work, as the new hires will have to perform to higher metrics. In addition, the job may not be all what it’s cracked up to be. “The department store schedules salespeople according to algorithms that predict when the store will be busy, which means that the staff works on floating, bi-weekly schedules,” he says. “They also demand that every salesperson act as their own cashier in closing the sale.” As such, Jubelirer predicts that by November, a “whole slew of those would-be
department store employees will come to Reyers looking for jobs.” Loyalty can also go a long way to retaining employees. Peter Hanig, co-owner of Hanig’s Footwear in Chicago, says that in addition to a “decent” salary and good benefits, including a matching 401K plan, he offers “tremendous” loyalty to his employees—even to those who may be well past retirement age. In fact, Hanig cites one employee, now 78, who has worked at Hanig’s for decades. “The customers love him, and I love him,” he says. “As long as he is willing and able to come in work for us, he’s more than welcome.” A safe and welcoming environment can be another employee incentive. Flexible schedules are another. So is just being consistent. “Aside from the Covid protocols and an increased starting wage level, we haven’t changed a thing regarding staffing, which is why most of our staff has been here for decades and generations,” Jubelirer says. “A job at Reyers offers fair pay and good benefits, as well as stability.” Now add in a dose of daily fun and genuine respect, and he says one might just unlock the secret to loyal, long-term employees—even with competitors dangling offers of free college tuition. “Personal job satisfaction may rank higher than anything else,” Jubelirer says.
EMPLOYEES WANTED Now where to find and vet potential employees? Phibbs says a good place to start is to canvas the local neighborhood and find people who look you in the eye—a good indication that the individual is personable and will connect with customers. “You can train people to sell, but they have to be trainable,” he says. Phibbs also recommends advertising on social media and targeting competitors with a line such as, “Tired of working for X company? Come check us out.” Another new hire marketing idea: create a postcard with a QR code that can be passed out at events, in-store and to anyone who can help you build a winning team. A little cash incentive never hurts, either. Beck’s Shoes gives $20 gas cards to interviewees who show up and a $1,000 hiring bonus if the candidate gets through its 60 hours of training. Afflink, a leader in supply chain and strategic procurement services, recently posted “tips, tricks and suggestions” on finding the right candidate. They include: Don’t hire warm bodies (they usually never pan out). Begin with a third-party screen (often it’s best not to have the decision-maker on the first call). Interview several people for the position (less is not more). Do due diligence (read their social media posts and conduct a background check). Take final candidates to lunch (watch how they treat the waitstaff, because that’s probably how they’ll treat customers). Lastly, have an employee in a similar role interview the candidate (they usually know instantly if the candidate has what it takes). As for retaining good employees, most experts agree that money—as in the ability to earn more of it—is the top draw. A sales contest and/or a bonus plan can both motivate and reward employees. Beck’s Shoes, for example, gives away hundreds of dollars a day for “meaningful” accomplishments. Beck says that based on the ROI of this incentive program, the goal is to give away more money each day. Additionally, team members who remained loyal to the chain during the pandemic received raises. Whether the pandemic has brought on a paradigm shift that puts employees in the driver’s seat for the foreseeable future remains to be seen. In the meantime, though, the Great Resignation/Realization means employers have to treat workers better across the board. It’s not just about money. If the past year-anda-half has shown employers anything, money isn’t everything. Workers are seeking a better work-life balance, more purpose in what they do and want to work for companies with a strong social conscious. This is precisely the vibe Beck’s Shoes aims to create. “We very much treat each of our team as one of our family,” Beck says. “We want them to feel supported and know that we care about them and their circumstances.” •
2021 october/november • footwearplusmagazine.com 19
