In a sign of just how proactive employers need to be in the current US labor market, Kohl’s announced last week that it was already taking applications for seasonal positions for the coming autumn and winter, CNN Money reported:
Kohl’s is filling jobs at 300 of its 1,100 US stores for the back-to-school and holiday seasons. Additional jobs at stores and fulfillment centers will come open later in the year. It’s the earliest Kohl’s has ever started hiring seasonal workers, said Ryan Festerling, the store’s executive vice president of human resources.
Seasonal hiring has been increasingly competitive in the US over the past few years, with retailers hiring seasonal help earlier and having a hard time finding the numbers of workers they need. These large employers are hiring store staff by the thousands, but also lots of warehouse and fulfillment roles: a sign of the growing impact of e-commerce. Last year, some companies opted for alternative strategies like giving more hours to existing employees or hiring work-from-home customer service representatives, as means mitigating their need for extra on-site staff in the tight market.
The warehouse club retailer Costco announced on Thursday that it was raising starting wages for its US employees by $1 to $14 or $14.50 per hour, effective June 11, while other workers will receive raises of 25 to 50 cents an hour, Seattle Times business writer Benjamin Romano reported:
The raise, to be paid for with part of Costco’s savings from U.S. federal corporate tax cuts that took effect this year, will go to upwards of 130,000 U.S. employees, costing the company about $110 million to $120 million a year before taxes, Costco chief financial officer Richard Galanti said during the company’s fiscal third quarter earnings report Thursday. … Costco competitors including Target and Walmart announced wage increases and bonuses for their employees tied to the tax cuts earlier this year.
“But not everyone at Costco is happy,” Romano notes:
Some salaried employees, including some in the company’s Issaquah corporate headquarters, say they’re being left out of the equation as Costco spreads around the tax benefit. One person, who asked not to be named for fear of retaliation, said after the wage increase announcement, “I would make a considerable amount more going back and gathering carts for the warehouse in the parking lot.”
Raising pay and benefits for entry-level hourly employees has been a growing concern for US retailers and other low-wage employers in recent years as the labor market has tightened, making even low-skill workers more challenging to attract and retain.
Walmart, the world’s largest private employer, announced at its annual shareholder meeting on Wednesday that it was introducing a new benefit for its 1.4 million employees in the US that will subsidize the cost of their college educations at any of three partner universities, the New York Times reports:
The giant retailer said it would pay tuition for its workers to enroll in college courses, online or on campus, to earn degrees in either supply chain management or business. Full- and part-time Walmart workers can use the subsidy to take courses at the University of Florida; Brandman University in Irvine, Calif.; and Bellevue University in Bellevue, Neb.
The three universities were chosen because of their high graduation rates, particularly among part-time students, and their experience with those already in the work force, Walmart executives said. The Walmart employees will not be obligated to continue working for the company after they get their degrees, and must put up only $1 a day toward the cost of classes.
Walmart says its goal with this benefit is to enable employees to obtain college degrees without taking out loans, in contrast to some other organizations’ tuition benefit programs, which require employees to pay their tuition up front and then seek reimbursement from the company. All Walmart employees become eligible for the benefit after 90 days at the company and are under no obligation to continue working there after they have earned their degrees.
Walmart and the mobile health management platform Sharecare announced a partnership earlier this month that will add a new element to the big-box chain’s wellness offering for its 1.5 million US employees. The partnership will give these employees, as well as their families, access to the Sharecare platform, which includes a variety of biometric data tools, an automated symptom checker to prepare for doctor visits, and tools for finding doctors and managing insurance claims. The program will first be introduced to participants in Walmart’s ZP Challenge wellbeing initiative:
Over the past four years, thousands of Walmart associates have transformed their lives by participating in the ZP Challenge, a series of 21-day programs that encourages and rewards associates and their families to improve their overall wellbeing by making better choices every day in the categories of fitness, family, food, and money. Building on the success of this initiative, Walmart will offer its associates using ZP with access to Sharecare, providing them with even more robust health and wellness resources to help them live their healthiest, happiest, most productive lives.
Walmart also will provide its associates and their families, alumni, and the community at large with full access to Sharecare to help each of them better understand, track, and improve their health, no matter where they are in their health journey.
The rollout to the full workforce will take place gradually over the coming few years, Sharecare president Dawn Whaley told Kathryn Mayer at Employee Benefit News. “We’ll start there [with the ZP Challenge], and then steadily scale over the next three years to engage more than 1 million users across the Walmart community,” Whaley said.
Walmart is piloting a new dress code in some of its US stores that will give employees more options for what they can wear to work, Bloomberg’s Matthew Boyle reported on Thursday:
Employees … will now be allowed to wear shirts of any solid color, rather than just blue or white, according to an employee manual obtained by Bloomberg News. Blue jeans are also permitted — as long as they’re solid blue — whereas previously only khaki-colored or black denim pants were allowed. Visible facial tattoos are forbidden for those hired after April 14, the manual said. …
Some Walmart workers embraced the dress code changes, with one saying on an employee message board: “I would love this! I hope it comes to my store.” Others were skeptical that it would get past the testing phase, which began in fewer than two dozen stores this month.
Walmart last adjusted its dress code in 2015, when it gave its US employees permission to wear black or khaki-colored denim pants and let workers with more physically-intensive jobs wear t-shirts to work instead of collared shirts. That change came after a new dress code the company adopted the previous year—requiring white or navy collared shirts, khaki or black pants, close-toed shoes, and a new design of the big-box store’s branded blue uniform vest—was poorly received by employees, Hayley Peterson adds at Business Insider.
In a randomized, controlled experiment at Gap, researchers Joan C. Williams, Saravanan Kesavan, and Lisa McCorkell sought out the effects of more versus less predictable schedules on the productivity of retail employees and the profitability of stores. “The results,” they write at the Harvard Business Review, “were striking”:
Sales in stores with more stable scheduling increased by 7%, an impressive number in an industry in which companies work hard to achieve increases of 1–2%. Labor productivity increased by 5%, in an industry where productivity grew by only 2.5% per year between 1987 and 2014. Our estimate is that Gap earned $2.9 million as a result of more-stable scheduling during the 35 weeks the experiment was in the field. Given that out-of-pocket expenses were small ($31,200), our data suggest that return on investment was very high. (If stable scheduling were adopted enterprise-wide, transition costs might well entail the costs of upgrading or replacing existing software systems.)
Unlike the typical way of driving sales through increase in traffic, the sales increase from our intervention occurred due to higher conversion rates and basket values made possible through better service from associates.
These findings, the authors underscore, contribute to a growing body of empirical evidence that lean staffing practices, with most employees on part-time, unstable, and on-call schedules, are not the money-savers they are often believed to be. It is indeed feasible for retailers to offer their employees more stable and predictable schedules, they add, but employers often overstate the benefits of an on-call system (reduced labor costs) while ignoring its drawbacks (such as poorer customer service and more management time devoted to scheduling).
This research comes at a time when schedule predictability has emerged as a focal point of labor activism and attracted the attention of regulators. San Francisco became the first major city to mandate predictable scheduling with its “retail workers’ bill of rights” in 2014, while Seattle passed a mandate in 2016 and New York City introduced a fair scheduling law for retail and fast food employees last year. Oregon became the first state to enact such a regulation statewide last summer and other states are mulling laws of their own.
Home improvement retailer Lowe’s has announced a partnership with Guild Education to offer up-front tuition payments for employees to enroll in training programs for skilled trades such as carpentry, plumbing, and appliance repair, Amanda Eisenberg reports at Employee Benefit News. According to the Bureau of Labor Statistics, the rate of demand for these types of services is growing faster than the supply of talent, with a gap of around 500,000 skilled tradespeople projected by 2026, Eisenberg notes.
The program, which will launch with a four-city pilot in March, will offer employees up to $2,500 to enroll in pre-apprenticeships for those crafts. During that period, ranging from six to ten months, they will have access to a field mentor; afterward, they will have the opportunity to be placed in full-time paid apprenticeships within Lowes’ nationwide contractor network. The company’s Chief HR Officer Jennifer Weber told Eisenberg more about the program, which is called Track to the Trades:
“The trade profession is a high-demand, high-opportunity field for the next generation workforce, and today, there is a massive unmet need,” She said. … “With Track to the Trades, we are providing unique career alternatives for our associates while also building a pipeline for the next generation of skilled trade workers.”