The event deep dived into key issues critical to the future success of retail, uncovered trends and created an open environment for discussion and idea sharing.
Ultimately inspiring people leaders to create hope, health and happiness for our retail colleagues.
We know the business benefits of a happy and engaged workforce. So what needs to happen at board level to make this cultural shift a reality? How can we shift the dial to such an extent that in the future, business can be seen as a benefit to our health? And what steps can retailers take now to build on its people-first reputation to develop a whole person, whole organisation wellbeing strategy?
What does the panel love about retail? What makes our industry special? How can we harness this to attract top talent into the industry? The panel discusses the key ingredients (from purpose and opportunity to engagement and wellbeing) for a robust recruitment and retention strategy.
With the cost-of-living-crisis and in the shadow of the World Cup and festive period, domestic abuse services prepared for a surge of people reaching out for help in January. Here we discussed the essential steps employers can take to help the colleagues who need it most. Let’s work together to save lives.
As people leaders, it’s your job to keep teams motivated and feel supported in the workplace. But in order to be there for everyone else, you need to start with yourself. This session provides insightful, inspiring and easy to implement tips that you can apply to your day-to-day to ensure you’re looking after you.
Nine out of ten employees have encountered abusive customers. Nearly a third of retailers flagged store abuse as one of the top three issues impacting employee wellbeing. This increasingly antisocial behaviour against those who have a customer-facing role (from in-store to customer-service helplines and delivery drivers) has a huge impact on wellbeing and happiness levels. This session builds on the Retail Trust’s respect retail campaign to deliver action plans retailers can put in place to better protect their workforce.
Nearly half of directors in the UK have confidentially reported experiencing poor mental health. How does mental health openness at board level help to place wellbeing on the agenda in developing strategy and recognising the corporate risk of mental health issues? What steps can we take to encourage a top-down openness around mental health?