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美国假日购物季在即,零售商为何开心不起来?

美国假日购物季在即,零售商为何开心不起来?

Phil Wahba 2021年10月26日
对现有工作不满意而离职的美国工人人数创下历史新高。

图片来源:JAMES LEYNSE—GETTY IMAGES

签约奖金通常是企业招揽明星高管或球队吸引明星球员的惯用策略。但伴随着即将到来的假日购物季,受劳动力严重短缺影响,这种优惠待遇在低薪零售业员工中愈发普遍。

科尔士百货提供最高400美元的签约奖金,梅西百货老员工推荐新员工入职最高可获得500美元的推荐奖金。与此同时,竞争对手亚马逊将雇佣15万名季节性临时工,签约奖金高达3000美元,刷新零售业签约奖金天花板。周四,亚马逊首席执行官安迪·贾西在“Amazon Accelerate”卖家大会上表示,这是他加入亚马逊25年来见过的“最困难的”就业局势。

许多连锁零售商假日购物季的销售额能达到年销售额的20%,因此除了预付现金外,一些零售商还会给员工额外的工作时间,并提供假日购物季以外的工作机会预期,这样一来,圣诞节期间的职位将不再仅仅是短期零工,而是职业生涯的奠基石。过去以最低工资招聘一名每周工作十个小时迎宾员的日子已经一去不复返了。

虽然人们普遍预计假日购物季将为零售商带来巨大商机,但各大零售商在满足消费者需求、精准送货、及时送货,以及提供良好的店内购物体验领域将展开短兵相接的激烈竞争。对于梅西百货、科尔士百货和服装店这些去年因疫情原因关门、蒙受巨大损失的连锁店而言,假日购物季显得尤为重要。即使是亚马逊、塔吉特百货和沃尔玛这样的常年赢家也需要激励员工,在过去21个月的疫情期间,许多员工都在与恶语相向的客户打交道,工作环境也极其艰苦。拥有足够的员工对于营收和利润至关重要:联邦快递表示,夏季员工短缺造成的损失高达4.5亿美元,这对即将到来的假日购物季来说绝非好的征兆。

咨询公司AlixPartners总经理大卫·巴苏克在接受《财富》杂志采访时表示:“员工现在有很大的话语权。他们可以对工资和工作条件提出任何要求,而且这些要求都能得到满足。”

对现有工作不满意而离职的美国工人人数创下历史新高:根据美国劳工统计局上周发布的数据,8月全美约有430万人辞职,其中又以零售业的离职人数最高。因此,需要给出有吸引力的条件留住现有员工、吸引新员工。

就业咨询公司Challenger, Gray & Christmas高级副总裁安迪·查林格表示:“我们正面临多年来最严重的劳动力短缺问题。”

塔吉特上个月宣布今年将招聘10万名季节性临时工,人们很快就注意到,尽管这家零售商今年的假日购物季增长依然强劲,但这一数字比去年减少了约3万人。但塔吉特今年的策略旨在以更优厚的待遇挽留现有员工。(为支持供应链,沃尔玛也将为现有员工提供更多工作时间,并招聘15万名门店员工和2万名长期员工。)

一位塔吉特发言人在接受《财富》杂志采访时表示,现有员工的工作时间较去年增加了约15%。塔吉特计划再投入7500万美元用于现有员工工资,并向那些在节假日旺季工作的员工额外支付每小时2美元的奖金。

梅西百货也做出了不同的尝试:只招聘4.8万名季节性临时员工。但同时也在招聘2.8万名长期工人。过去,梅西百货的假日购物季招聘公告主要集中在圣诞节期间。但继遭受毁灭性打击的2020年以及前几年的多轮裁员之后,不断重建的梅西百货需要为更长远的目标补充人才。值得注意的是,该公司发布的7.6万个职位需求中,有2.12万个与其电商业务相关的岗位。电商业务是梅西百货发展比较迅速的业务板块,但需要所有人全力以赴应对困扰该行业的供应链问题。

随着电子商务的扩张和门店角色的转变,以及员工与抵制戴口罩等公共政策的顾客之间充满不快甚至危险性的互动,零售业员工的工作更加复杂化。

查林格指出,总的来说,到目前为止,他接触过的零售业首席执行官甚至连更低的招聘目标都难以实现。他表示,现在有一种“我接受了这份工作,但这不妨碍我对它的讨厌”的情绪。“在这种市场环境下,招聘经理还要继续努力。”

早在疫情爆发前,人才争夺战就已经酝酿了很多年,如今更是到了白热化的程度。2015年,星巴克开始为员工提供在线大学课程的全部学费。从那时起,随着行业发展趋向复杂化,历来以工资低、工作时间缺乏灵活性和福利微薄而臭名昭著的零售业正竭尽全力获得所需人才:比如提高工资、提供育儿费用等。

AlixPartners总经理巴苏克表示:“零售商正在想尽各种创意来挽留现有员工。这些员工是零售商最优良的资产。”(财富中文网)

译者:唐尘

签约奖金通常是企业招揽明星高管或球队吸引明星球员的惯用策略。但伴随着即将到来的假日购物季,受劳动力严重短缺影响,这种优惠待遇在低薪零售业员工中愈发普遍。

科尔士百货提供最高400美元的签约奖金,梅西百货老员工推荐新员工入职最高可获得500美元的推荐奖金。与此同时,竞争对手亚马逊将雇佣15万名季节性临时工,签约奖金高达3000美元,刷新零售业签约奖金天花板。周四,亚马逊首席执行官安迪·贾西在“Amazon Accelerate”卖家大会上表示,这是他加入亚马逊25年来见过的“最困难的”就业局势。

许多连锁零售商假日购物季的销售额能达到年销售额的20%,因此除了预付现金外,一些零售商还会给员工额外的工作时间,并提供假日购物季以外的工作机会预期,这样一来,圣诞节期间的职位将不再仅仅是短期零工,而是职业生涯的奠基石。过去以最低工资招聘一名每周工作十个小时迎宾员的日子已经一去不复返了。

虽然人们普遍预计假日购物季将为零售商带来巨大商机,但各大零售商在满足消费者需求、精准送货、及时送货,以及提供良好的店内购物体验领域将展开短兵相接的激烈竞争。对于梅西百货、科尔士百货和服装店这些去年因疫情原因关门、蒙受巨大损失的连锁店而言,假日购物季显得尤为重要。即使是亚马逊、塔吉特百货和沃尔玛这样的常年赢家也需要激励员工,在过去21个月的疫情期间,许多员工都在与恶语相向的客户打交道,工作环境也极其艰苦。拥有足够的员工对于营收和利润至关重要:联邦快递表示,夏季员工短缺造成的损失高达4.5亿美元,这对即将到来的假日购物季来说绝非好的征兆。

咨询公司AlixPartners总经理大卫·巴苏克在接受《财富》杂志采访时表示:“员工现在有很大的话语权。他们可以对工资和工作条件提出任何要求,而且这些要求都能得到满足。”

对现有工作不满意而离职的美国工人人数创下历史新高:根据美国劳工统计局上周发布的数据,8月全美约有430万人辞职,其中又以零售业的离职人数最高。因此,需要给出有吸引力的条件留住现有员工、吸引新员工。

就业咨询公司Challenger, Gray & Christmas高级副总裁安迪·查林格表示:“我们正面临多年来最严重的劳动力短缺问题。”

塔吉特上个月宣布今年将招聘10万名季节性临时工,人们很快就注意到,尽管这家零售商今年的假日购物季增长依然强劲,但这一数字比去年减少了约3万人。但塔吉特今年的策略旨在以更优厚的待遇挽留现有员工。(为支持供应链,沃尔玛也将为现有员工提供更多工作时间,并招聘15万名门店员工和2万名长期员工。)

一位塔吉特发言人在接受《财富》杂志采访时表示,现有员工的工作时间较去年增加了约15%。塔吉特计划再投入7500万美元用于现有员工工资,并向那些在节假日旺季工作的员工额外支付每小时2美元的奖金。

梅西百货也做出了不同的尝试:只招聘4.8万名季节性临时员工。但同时也在招聘2.8万名长期工人。过去,梅西百货的假日购物季招聘公告主要集中在圣诞节期间。但继遭受毁灭性打击的2020年以及前几年的多轮裁员之后,不断重建的梅西百货需要为更长远的目标补充人才。值得注意的是,该公司发布的7.6万个职位需求中,有2.12万个与其电商业务相关的岗位。电商业务是梅西百货发展比较迅速的业务板块,但需要所有人全力以赴应对困扰该行业的供应链问题。

随着电子商务的扩张和门店角色的转变,以及员工与抵制戴口罩等公共政策的顾客之间充满不快甚至危险性的互动,零售业员工的工作更加复杂化。

查林格指出,总的来说,到目前为止,他接触过的零售业首席执行官甚至连更低的招聘目标都难以实现。他表示,现在有一种“我接受了这份工作,但这不妨碍我对它的讨厌”的情绪。“在这种市场环境下,招聘经理还要继续努力。”

早在疫情爆发前,人才争夺战就已经酝酿了很多年,如今更是到了白热化的程度。2015年,星巴克开始为员工提供在线大学课程的全部学费。从那时起,随着行业发展趋向复杂化,历来以工资低、工作时间缺乏灵活性和福利微薄而臭名昭著的零售业正竭尽全力获得所需人才:比如提高工资、提供育儿费用等。

AlixPartners总经理巴苏克表示:“零售商正在想尽各种创意来挽留现有员工。这些员工是零售商最优良的资产。”(财富中文网)

译者:唐尘

Signing bonuses have typically been a favored tactic of corporations vying to attract a star executive or a sports team luring an All-Star. But such enticements are now becoming the norm for low-wage retail workers in a supertight labor market heading into a frantic holiday season.

Kohl’s is offering signing bonuses of up to $400, while Macy’s is delivering up to $500 in referral bonuses to staff who help it land a hire. Meanwhile their well-heeled rival Amazon, which wants to hire 150,000 seasonal workers, is outdoing the competition with $3,000 enticements to sign on. Amazon CEO Andy Jassy told the Amazon Accelerate conference on Thursday that this was the “hardest” job market he’s seen in his 25 years at the company.

Cash upfront isn’t the only way retailers are attracting workers for the season, when many chains earn 20% of their annual sales. Some are giving workers extra hours and offering the prospect of a job beyond the holidays, framing a Christmastime position as the cornerstone of a career and not just a short-term gig. We are far from the days of recruiting a greeter to work 10 hours a week for minimum wage.

While the holiday season is widely expected to be a bonanza for retailers in general, it will be hand-to-hand combat to meet that consumer demand and offer accurate, fast shipping as well as a good in-store experience. It’s a particularly urgent need for chains like Macy’s, Kohl’s, and clothing stores that, while recovering, are still healing after last year’s shutdowns and massive losses. Even perennial winners like Amazon, Target, and Walmart need to have motivated workers after 21 months of a pandemic that has seen many of them deal with abusive customers and work under very difficult conditions. Having sufficient staff is crucial to the top and bottom lines: FedEx said that worker shortages in the summer had cost it $450 million, boding ill for the upcoming holiday season.

“Workers right now have a lot of power. They are able to demand whatever they want [in terms of] wages and working conditions, and they are getting it,” AlixPartners managing director David Bassuk tells Fortune.

American workers are walking away in record numbers from jobs they don’t like: According to data released last week by the U.S. Bureau of Labor Statistics, some 4.3 million Americans quit their jobs in August, with retail seeing some of the biggest departures. So keeping existing staff and luring new employees means sweetening the pot.

“We’re in the deepest labor shortage we’ve seen in many years,” says Andy Challenger, SVP at employment consultancy Challenger, Gray & Christmas.

When Target announced last month it was hiring 100,000 seasonal workers this year, people were quick to note that was about 30,000 lower than last year, despite the retailer’s continued strong sales growth this holiday season. But Target’s tack this year is aimed at giving current workers more incentive to stay. (Walmart is also offering more hours for current workers and hiring 150,000 store workers as well as 20,000 permanent workers to support its supply chain.)

A Target spokesperson told Fortune that current employees are working about 15% more hours than they were last year. All told, Target is planning to spend $75 million more on wages for its existing employees. It will also pay a $2 per hour bonus at peak holiday season times.

Macy’s also took a different approach: It is hiring only 48,000 people for the holiday season. But it is looking for 28,000 workers to start during the holiday season and stick around after. In the past, the department store’s holiday season hiring announcements focused on the Christmas period. But as Macy’s continues to rebuild after a devastating 2020 and layoff rounds in previous years, it needs to replenish its talent for the longer haul. Tellingly, 21,200 of the 76,000 jobs it’s looking to fill are linked to its e-commerce business—a booming division for Macy’s—but one that needs all hands on deck to contend with the supply chain issues buffeting the industry.

Retail workers’ jobs have grown more complex as a result of e-commerce’s expansion and the changing role of stores, as well as their frankly unpleasant and sometimes hazardous interactions with customers who protest the enforcement of public policies such as mask wearing.

Challenger notes that, broadly speaking, retail CEOs he’s talking with are struggling to meet even their lower hiring targets so far. There’s a “take this job and shove it” sentiment out there, he says. “You can’t take your foot off the pedal as a recruiting manager in this market.”

The battle for talent, which has reached a fevered pitch, has been brewing for a number of years, well before the pandemic. In 2015, Starbucks started offering employees help with online college tuition fees. Since then, an industry notorious for low pay, inflexible hours, and few perks is falling all over itself to get the talent it needs in a line of work that has only grown more complex with new incentives such as help with childcare expenses on top of higher wages.

“Retailers are trying to get creative and lock in the people that they already have,” says AlixPartners’ Bassuk. “They are a retailer’s best assets.”

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