FUTURE FOR FRONTLINE RETAIL EMPLOYEES

SUBMITTED TO

OCAD UNIVERSITY

This report explores the future for frontline employees in the retail sector, looking at how current trends specifically in technology integration may affect their role and how their opportunity for employee-driven innovation might be helped or hindered. Through a literature review and semi-structured interviews, the research team developed a deeper understanding of the challenges facing frontline employees. A stakeholder analysis, influence map, and casual layered analysis provided system clarity. Through conducting a horizon scan, technology implementation was identified as a key driver of change. Existing and emerging trends added context. A 2x2 matrix and Dator’s Four Futures were then applied to create four unique possible futures focusing on the intersection of EDI, technology, and the role of frontline retail employees. These futures along with the insights developed through the secondary and primary research, inform recommendations to guide further exploration. We hope this work spurs conversations within the retail sector around how to better involve frontline employees as co-creators with unique perspectives and innovative ideas.

Keywords:

employee-driven innovation, technology, automation, retail, frontline employees, frontline workers, futures

Read the full version of the project on Future for Frontline Retail Employees: Exploring the Intersection of Employee-driven Innovation and Technological Integration

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PROBLEM STATEMENT

To further understand this problem space, we posed the research question: How might current trends affect the future roles of frontline employees in the retail sector, within Canada, and how might their opportunity for employee-driven innovation be helped or hindered.

DEFINING

METHODOLOGY

Gaining a Deeper Understanding

SYSTEMS MAPPING AND CAUSAL LAYERED ANALYSIS METHODOLOGY

Discovry

To further understand the relationships, influences, and barriers in the system we referenced our interview data and ethnographic observations, applying systems tools and methods to map and make sense of the ecosystem. An actors map fleshed out the knowledge and power of key actors operating at different levels in the sector. An influence map was constructed to identify the relationships between core challenges in the system. Conducting a causal layered analysis (CLA) uncovered the trends, underlying causes, and values contributing to a deep myth about retail employees. A second CLA helped map a more desirable reflection of their role in the sector.

Actors Map

Influence Map

Causal Layered Analysis

Envisioning the Future

HORIZON SCANNING AND SCENARIO BUILDING

Using a 2x2 foresight method and applying an axis of EDI implementation and technology integration, we developed four possible future scenarios for the year 2033. Each future scenario is envisioned through a description of key elements of that world in relation to the criteria for successful EDI and technology implementation. To further differentiate the four scenarios, we overlaid Dator’s Four Futures. While the four categories described in Dator’s method can push the scenarios to extremes, we chose to apply them within the limitations of what we felt was reasonable within the current climate of events and the ten-year timeframe specified.

2x2 Matrix

Dator's Four Futures

INSIGHTS

Making sense of what we heard from retail employees:

Defining

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Future of Retail Sector:

Developing

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RECOMMENDATION

While it is reasonable for retailers to focus efforts on technology integration and automation to streamline processes and stay current, we position that it would be short-sighted to not also focus on the human element in the equation—primarily frontline employees. As demonstrated in the scenarios, a future that combines higher levels of technology integration with higher levels of engaged human involvement offers the opportunity for meaningful employee insights. It stands to reason those companies that embrace this path will maintain a competitive advantage over their competition

POTENTIAL IDEAS

Reward meaningful suggestions from employees about technology, automation, and process improvements.
Build time into the integration process of new technology to beta test with employees and create organic feedback channels to obtain human-centric data.
Apply an employee-first approach to technology integration. Consider how to upskill internal employees.
Lead by example. Train store managers on how to support EDI by creating an ongoing open dialogue about ideas and providing wiggle room for staff to initiate change.