Does this retailer have the right mix for improved engagement?

According to SmartCompany, Woolworths’ BWS brand have taken a new approach to leadership, giving store managers the title of Store CEO and repositioning head office as the Store Support Team.

We think it may just be the right mix to improve employee engagement and deserves a big cheers. Here are just a few reasons why.

Opportunities to lead.

Most people thrive on responsibility. We know that when leadership opportunities are created, whether that is an opportunity to take charge of a small project or a large team, employees step up and engagement goes up. Employees want to be part of a business where they can continually develop their knowledge.

Leading projects and taking on new challenges will see employees step up to learn new skills, accepting their new leading role with enthusiasm - even if it is not permanent. As a result, engagement will go 'pop' like a cork and loyalty will improve too.

Feeling trusted by leadership.

Trust in leadership, and feeling trusted by leadership, is often stated as a key factor when it comes to employee engagement. With a change in positioning, Woolworths have successfully shown that they trust the local store leaders, now CEO’s, to know what their customers want, build relationships with local suppliers and have real input into achieving the bigger company goals.

After all, no-one knows the customer as well as the person on the floor with them, listening and giving advice.

Growing with the business.

Most of us have some level of ambition, whether that is moving to the next role up or right up to the top. Knowing that there are growth opportunities within the business is not only important for employees, it improves loyalty as your team acn take on new roles within the business, rather than looking for that growth elsewhere. BWS have not only created a more aspirational career path for their current employees, they will likely attract employees with a more entrepreneurial spirit. 

Being made the CEO of your own store and having the opportunity to build a business is much more inspiring than being a store manager doing what head office tells you to do.

Being heard.

Most employees want to contribute to the business that they are a part of. They want to be asked their opinion and respected for their expertise. They know that not every idea will be taken on board but the act of being heard and being able to make meaningful contributions to a business improves engagement.

Placing Store CEO’s in a role where they can listen to store employee ideas and take action if needed, and also give insights to suppliers and management, means they will be heard in a way that may not have happened before.

Building something together.

While we are sure there are many talented people in the newly named Store Support Team, a top down approach may have been limiting growth and customer intimacy. Putting the store team at the centre of the organisation, will put the organisation closer to the customer. It closes the gap between the buyer and the business leaders, making for a more connected relationship. It will also make the Store CEO's and their teams feel valued and appreciated for their expertise. They are likely to be more creative, more engaged and we think customer service will increase too.

As Simon Sinek said ‘customers will not love a company until employees love it first’. Creating an environment where stores, and therefore employees, are the focus will likely improve employee love and in turn, customer affection and loyalty for the brand.

Of course, all of this depends on how the change is implemented but we say cheers to that. 

You can read the full SmartCompany article here.