How to Engage Employees to Manage Risks

CHICAGO -- A disengaged staff puts convenience stores in danger of more than just high turnover.

"If employees don't feel valued and appreciated, they may rationalize theft of product or time," said Karen Mitchener, director of human resources for Ricker's, the c-store chain of Ricker Oil, Anderson, Ind.

The industry average for staff engagment is 51%, according to NACS' most recent People Power for C-Stores report. The study also found that a higher percentage (69%) of engaged workers feel confidently secure in their work environment. To boost these workforce numbers, some retailers are investing in initiatives to help engage employees and cut losses.

Here's a look at three of those programs ...

Ricker's holds employees' attention with a team Facebook page. The group has a following of about 275 members. Workers populate the page with team competition videos, pictures of celebratory cakes, shoutouts and questions. The Ricker's employee Facebook community is highly responsive. For example, after one staffer asked, "What's the best number to speak to someone in HR," employees started responding five minutes later, and Mitchener responded within 24 hours. Human resources employees post a minimum of once a week. "The old once-a-year annual review is falling by the wayside," she says. "Gen Z and millennials want more regular interactions and opportunities to give and receive feedback."

Murphy USA, El Dorado, Ark., sends its managers to a resort for its annual National Managers Meeting. In the past, the retailer has rented out Disney World for its 2,000 management attendees. During the three-day event, managers listen to speakers and attend an expo, where different divisions of the company set up booths. At the expo, the employee and customer safety team gets face time with managers to discuss best practices and answer questions.

Sheetz, Altoona, Pa., not only uses an employee-engagement survey but also collects staff input twice a year at focus groups. All team members are invited to an off-site location to give feedback on policies, programs, benefits and their day-to-day realities. “People want to tell you how things are going—the good, the bad and the ugly,” says Stephanie Doliveira, vice president of human resources for the retailer. “That listening is a critical part of what we do, because our best ideas come from our employees in the field.”