Convenience retailers from around the globe flocked to Las Vegas last week for the 2024 NACS Show, where they experienced everything the industry and its partners have to offer, from insights on cybersecurity and loyalty to loads of fried chicken and pizza.
But it was conversations about improving labor woes — specifically, hiring and retention — that stole the show. And rightfully so, as hiring and retaining quality, dedicated employees has arguably become the most challenging element of running a c-store in recent years. Employees feel burnt out in a post-pandemic job market and are generally dissatisfied with working in a c-store, and retailers know it.
While higher pay and flexible benefits remain important, some companies are stepping outside the box with their methods to address new challenges in the job market. Here's a look at how operators large and small said they're evolving hiring and retention efforts.
Hiring through tech and vendor partnerships
Finding a pool of applicants who want to work at a convenience store is the first step to hiring — and one of the most difficult, multiple retailers said during NACS.
Steve McKinley, CEO of the 10-location Urban Value Corner Store chain in Texas, said in an interview at the show that he goes through 40 to 50 job applications before he even lines up an interview. Although that number appears high, most of these applicants are simply filling out a form without any real intention of working at the store, McKinley said.
One way retailers are improving their applicant pools is through partnerships and digital recruitment channels, such as Indeed, LinkedIn, and Zip Recruiter, Rachel Allen, senior director of talent acquisition for 7-Eleven, said during a NACS presentation. Additionally, Allen said c-store retailers should partner with various organizations to improve their talent pool. 7-Eleven partnered with the JPMorgan Chase’s Veteran Jobs Mission, a program that works with military veterans that has resulted in thousands of store-level and hundreds of leadership and support-level hires, Allen noted.
“There’s a direct correlation of hires we can make as a result of this partnership,” she said.
Allen also shared that 7-Eleven has boosted its hiring success through artificial intelligence. She said the company uses an AI digital assistant to handle all communication with applicants, including scheduling interviews. As a result, 7-Eleven’s hiring process per candidate went from 10 days to three.
“It has been a life-changing experience for us,” Allen said of 7-Eleven’s AI recruitment bot.
Retaining via quality training and engagement
Retention efforts begin with training — and that means outdated or poorly managed programs can make employees leave.
At the 50-location Texas Born Stores chain, many employees left within their first three months due to the company’s “difficult and cumbersome” training program, Abby Curlin, corporate recruiter and training developer for the Spicewood, Texas-based retailer, said during a presentation.
“If you don’t touch your training [program] for five years, you’re behind."
Abby Curlin
corporate recruiter and training developer for TXB
The company, also known as TXB, scrapped its program and brought on a new one, which runs through certifications, video courses, safety procedures and more in a five-day period. Turnover decreased by 60% since, said Curlin, who added that c-store retailers must constantly evolve their training programs to retain team members.
“If you don’t touch your training [program] for five years, you’re behind,” she said.
Another simple yet effective way to keep employees around is by taking workers' pulse on how things are going.
Spinx, which operates about 80 convenience stores across the Carolinas, completed an employee survey in 2017 that asked workers what the company was and wasn’t doing well. Some of those responses “weren’t easy to swallow,” said training and development manager Amber Millwood, but they resulted in Spinx evolving its engagement practices in ways that have boosted retention.
Since that survey, Spinx launched a quarterly newsletter that outlines its financial performance and who’s joining and leaving to keep employees informed of company happenings, Millwood said. The retailer also implemented monthly lunches for store-level employees with the executive team for birthdays and other milestones, and now also awards bonuses for work anniversaries.
