Aside from the instant gratification that comes from taking a product home after a purchase, it’s the store employee that can make the difference to the
in-store experience. Most retailers agree, but most have only just tapped the surface of employee education and empowerment.

A strong argument for workforce management disciplines and technology- especially for those retailers who put a premium on a high-touch customer service
strategy, is to give retailers the visibility they need into store labor at a task level so that they can optimize non-selling processes and to ensure
that the more costly customer service functions are yielding the desired results.

However, there is a dramatic variance in the KPIs that retailers perceive as very valuable in assessing Workforce Management technology investments vs.
the ones they actually use. This may be hampering adoption, especially among those who already lag in sales results.

Key Findings Include:

• Meeting consumer demands for better service and driving sales through a more enjoyable shopping experience are
  top business challenges, along with consistency in store execution.
• There is a dramatic variance in the KPIs that retailers perceive as very valuable in assessing Workforce Management technology
  investments vs. the ones they actually use.
• There’s a big gap between perceived importance in saving manager time vs. actually quantifying that time saving.