Canadian Retailer - Winter 2014 - 18

OMNICHANNEL HR

to reflect not just in-store sales, but also moYour omnichannel strategy should begin with your human bile and online purchases by customers that
resources department. Each department and division with- frequent that neighbourhood store.
in the organization plays a role: from IT, who support your
"Retailers are also determining how to
multi-channel strategy with technology and software solu- incent more long-term performance ensurtions that mine data to marketing and merchandising depart- ing that employees are working to build
ments who tell your brand's story online and in the store. All customer relationships and loyalty versus
departments need to sing from the same songbook; omnic- focusing on short-term sales," Furrow says.
hannel requires the use of cross-functional departments, not
Whether online, mobile, or in-store, retail
independent, departmentalized silos. To maximize the cus- remains all about serving the customer's
tomer's experience and create a competitive advantage, it is needs. Organizations that invest in their
crucial that all customer-facing functions align.
most important and powerful asset, their
Naturally, the smartest investment retailers can make to employees, by empowering them, rewardenhance customer service is by investing in its staff. Whether ing them, and training them, giving them
in-store, or operating the phone lines, your employees are the the tools and knowledge to serve customers
ones who need to have, not just new skillsets, but new mind- with excellence across all channels, are the
sets, to meet the growing demands of today's customer. Re- ones that will win the battle for their wallet
tail employees need to be tech-savvy and nimble to speak the share in this omnichannel world.
same language as their customers and react
accordingly in this fast-paced environment. "One of the most significant HR changes
They need to understand how the technology that has been made or is being considered
works and how they can use it to their benefit. is the structure of the organization to be
For example, if a customer buys the product
less siloed between traditional brick-andonline, but then picks it up at the store, your
store employees need to be trained on how to mortar support and e-commerce."
handle and process these orders.
- DANA FURROW
"Another area of concern is ensuring
Towers Watson
people have the right skillsets to focus on
all channels," says Furrow. "Many companies are looking
"Ultimately, there's no single or easy anto promote or transfer from within to encourage and grow a swer that will work for every retailer," Furbroader skill base."
row concludes. "Variables include the tarIn addition, executives spearheading omnichannel strat- geted customer demographics, nature of
egies also need to operate effectively across organizational the product lines, the company's geographic
boundaries. Communication is a key to make sure the same footprint, mix of in-store and online sales,
message is delivered across all cross-functional teams, each and how quickly customer preferences and
of which owns a piece of the customer's experience.
buying patterns are evolving in the age of ecommerce. But the issues are ones that every
retail organization embarking on or accelerHR transformation
Leading retailers are addressing these new omnichannel ating an omnichannel strategy should be
challenges by transforming their HR processes to adapt to thinking about to help optimize results and
this environment by recruiting associates that have e-com- compete more effectively in today's increasmerce skills. They are also changing their incentive programs ingly omnichannel world."
Omnichannel begins with HR

TOP SIX SKILLS RETAIL EMPLOYEES NEED TO SUCCEED IN OMNICHANNEL WORLD
For retailers to succeed in an omnichannel environment, they'll need managers and
sales associates skilled in the use of technology and data. Employees must be good
negotiators who can facilitate discussions to create solutions that meet customer's
demands and give them a seamless shopping experience across all channels. It will
be a challenge to find employees with these skills.
1.
2.
3.
4.
5.
6.

18 |

Ability to understand and apply business analytics and big data.
Digital and social branding skills.
Cross-functional, cross-market leadership.
Mobile commerce management.
Ability to work in a fast-paced environment.
Communication skills. Essential to build and maintain business relationships across
various business functions.

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Canadian Retailer - Winter 2014

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