Retail Workplace Happiness

Focusing On Retail Workplace Happiness

The Retail Candidate Experience during the interviewing process should reflect the experience that the candidate will have through the onboarding process as a new hire. According to the SHRM Foundation “Organizations say effective onboarding improved retention rates by 52%”. When employees feel the company cares about their growth & development they are happier and more productive at work.

When employees feel the company cares about their growth & development they are happier and more productive at work.


According to Megan Biro of TalentCulture there are five key things that help deliver Employee Happiness – (1) Pay fairly, (2) Deliver awesome benefits, (3) Keep an open leadership door & mind, (4) Share the profits, and (5) make your workplace fun.
According to Dr. David Abramis at CSLB “people who have fun at work are more creative, more productive, better decision-makers, and get along better with coworkers”. Happiness at work can absolutely be measured by “company absenteeism, tardiness, and turnover rates pre-program”.
Supporting a culture that only tolerates open and honest communication and transparent business practices will help deliver Employee Happiness. Not to say that there will never be team members who try to introduce negativity, gossip and secrecy into your workplace but to show, through open communication and taking action, that that behavior will not be tolerated or encouraged will go a long way to show that the company’s main priority is to the well-being and happiness of their team and maintaining a strong culture.


According to TalentKeepers: “Employees who stay primarily for their supervisors stay longer, perform better, and are more satisfied with their pay.” When work relationships are encouraged, the supervisor also has a personal interest in seeing their team members succeed so they ensure development and training to help team members become masterful in their area of responsibility. Fostering this kind of relationship also encourages open back & forth dialogues regarding performance and needs. It also allows for coaching feedback to be digested in a respectful and developmental way, as opposed to it being seen as a purely negative experience. According to TINYpulse “When there is trust between supervisors and their direct reports, employees are 1.3x more likely to stay with the company and 67% more engaged”. According to Professor Jane Dutton “The more you build conditions for people to develop high-quality connections, the more you will increase happiness”. Additionally, according to a study conducted by TINYpulse “Peers, not money, have the #1 influence on colleagues to outperform expectations”.

Stay Interviews In Lieu Of Annual Performance Appraisals

Employees view performance appraisals as very subjective and one-sided. It is based on the most recent experiences and not a comprehensive overview of their year, their contributions, or true opportunity areas. According to SHRM even “90% of HR professionals don’t believe their companies performance appraisals provide accurate information”.
Insperity reported these are questions that top companies ask team members in their Stay Interviews:
(a) What kind of feedback would you like about your performance that you aren’t currently receiving?
(b) What opportunities for self-improvement would you like to have that go beyond your current role?
(c) What kinds of flexibility would be helpful to you in balancing your work and home life?
(d) What talents, interests or skills do you have that we haven’t made the most of?
(e) What have you felt good about accomplishing in your job and in your time here?
(f) If you could change one thing about your job, team or company, what would it be?
According to TINYpulse “64% of employees want their supervisor to check in with them on things like opportunities to improve their work environment and their general happiness every two weeks”. That being said, having a structured Stay Interview program quarterly will improve employee retention, communication, trust, and performance. But, frequent one-on-one’s that encourage dialogue and 360 degree feedback is needed by team members, and senior leadership should be held accountable for ensuring this occurs.


Invest In Their Success

People want to do a great job at work. They want growth opportunities. They want recognition. According to TINYpulse, “88% of of employees prefer a collaborative culture rather than a competitive culture”. In a collaborative culture best practices are created and shared. The environment encourages learning, growth, and professional relationships. It is a manager’s responsibility, above all else, to coach and develop their team to the next level. To help them identify their strengths and create marketable skills for growth and support of the company. Making the investment in your people, allowing them to be creative, innovative individuals will result in a more productive and human workplace.

Transparent Communication

Great managers communicate openly & honestly with their employees (individually and collectively). They encourage and provide respectful, adult 360 degree feedback. They action the needs of their team. They recognize their employees for individual and team contributions. They allow for errors and support their employees with the tools to repair and learn from mistakes. They elevate their people not only in performance and productivity, but in their personal confidence and value. They help their team become masters at their jobs and hungry for what’s next. They help their employees to find balance in their personal & professional lives. They communicate that their success is due to team talent and contribution. They invest their time and energy in to making people great. Through that – productivity and performance will rise and employees will find happiness at work.

Company Values & Vision

Values need to be living, breathing, measurable, and actionable things. Workplace Culture & Happiness should be tied directly to company values. Recognition that is tied to values is the desired kind among employees. According to TINYpulse, “79% of employees say recognition tied to core values gave them a stronger sense of company goals and objectives. Also, according to Workforce Moodtracker, “88% of workers who know and understand their companies core values reported engagement at work”.
We should be celebrating success and wins at work and sharing how these things occurred.
According to Glassdoor, “81% of employees are motivated to work harder when their boss shows appreciation for their work”. After seeing all these statistics and how things that we should be doing, naturally, have a positive effect Workplace Happiness.


To have plans and a program that supports Workplace Happiness is crucial to employee engagement, productivity, and profitability. Creating a culture of Workplace Happiness is an on-going, evolving process. This is not a one-time program or something can survive by being on a poster in the backroom or simply a couple of pages in the employee handbook . It needs to be actively cultivated and revisited by Senior Leadership frequently for full impact.


Founder and Editor in Chief of Excellence In Retail. Published writer. Frequent Podcast Guest. Speaker. Twenty year [oy vey!] retailer. I am passionate about leadership development and workplace culture. 646 246 1380 | [No Sales Contact, please} But it you want to call just to say hello or have a question - that's awesome!

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