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Pre-loved fashion is having its moment, and for good reason. It is still early days for the pre-loved fashion industry – competition is increasing but there is plenty of space for others to break through. Lessons from Pre-Loved Fashion Brands Many pre-loved fashion brands have become household names.
Long-serving employees make fewer mistakes, work more efficiently, and contribute vastly more than fresh hires ever can. So how do you convince retail employees to stick around for quite some time? You keep them engaged. Employeeengagement lifts productivity and job satisfaction. Let’s begin.
By utilising tools like employee self-service portals and digital training platforms, HR resources become more accessible to all employees. Additionally, prioritising training and development ensures that both frontline and corporate employees have opportunities for growth.
Two elements are really exciting and one is that there is a broader acceptance and normalisation of piercing as part of a fashion accessory and part of a subculture that is mainstream now,” Friis said. And there is a hunger for the customer to have that ability to further fashion accessorise themselves beyond apparel,” he said.
French fashion retailer, The Kooples, has increased employeeengagement, utilising frontline staff expertise to inform product design, and exceeded compliance and customer satisfaction targets in partnership with YOOBIC, the digital workplace solution for frontline teams.
According to McKinsey , it yields 20% higher customer-satisfaction rates, boosts sales-conversion rates by 10% to 15%, and enables an increase of 20% to 30% in employeeengagement. Imagine look inspiration from a fashion expert, step-by-step recipe guides, video tutorials on products, etc.
Sarah Brown, director, field training and guest experience, at American fashion retailer francesca’s commented: “We have really transformed the way we work with YOOBIC. It’s given us the ability to transition away from email and really create a place of support and engagement for our teams.”. “At
Like many retailers, the Sydney-based women’s fashion brand has job openings across all areas of the business, from stores to the head office. “I Sheike just hosted its first ever national conference for team members, which Roux sees as an important part of the brand’s employeeengagement efforts. . “We
However, quality people, given good information in a timely fashion, make decisions quickly because there is less uncertainty. This may seem intuitively true to you, for some it may not. Some say slower, more considered thinking is required for better decision-making.
Joe Wicks MBE, the fitness entrepreneur behind The Body Coach The programme continues across multiple stages, with sessions tackling sustainability, social commerce, digital transformation, and employeeengagement.
The Retail Trust also interviewed leaders of 20 household name retailers for its Health of Retail report and worked with employeeengagement platform WorkL to assess the wellbeing of a further 4,500 retail workers, which found that retail is one of the unhappiest industries to work in compared to other sectors.
It is this trust between leadership and their employees that sets the tone for employeeengagement and performance. Trust and employeeengagement Research has established a strong link between trust and employeeengagement.
Nordstrom Similarly, luxury fashion retailer Nordstrom has built its reputation on exceptional customer service, delivered by associates who are deeply knowledgeable about the brand’s offerings. These associates are trained to offer personalized styling advice, creating a shopping experience that feels exclusive and premium.
Sarah Brown, director, field training and guest experience, at American fashion retailer francesca’s commented: “We have really transformed the way we work with YOOBIC. It’s given us the ability to transition away from email and really create a place of support and engagement for our teams.”. “At
Sizer leverages computer vision and AI to solve the sizing gap in digital fashion retail – helping fashion retailers increase sales and reduce returns by matching shoppers’ exact body measurements against garment data to deliver accurate, data-driven sizing recommendations.
Spanish fashion retailer, Desigual , has increased employeeengagement and streamlined operational efficiencies in partnership with YOOBIC , the digital workplace solution for frontline teams. Desigual is an international fashion brand that was established in Barcelona in 1984.
Home improvement and DIY (84%) and fashion brands and retailers (74%) lead the way, with the highest proportions of respondents in these verticals reporting a planned increase in investment in digital workplace applications – driven by the issues around insufficient staffing and turnover.
Fashion brand Kooples for instance has improved visual merchandising and promotions compliance from 33 to by 90%. By delivering communication, merchandising and health and safety checklists to colleagues in the flow of work, Leyland SDM has seen an increase in employeeengagement across the business. Store communications.
A weekly leadership call, recorded to share with those both on- and off-shift, can work wonders to reinforce core values and reassure employees that things are under control. Employees need to know that their work matters. Get Creative with the Power of a Simple Thank You.
Retail veteran David Briskin has enjoyed a long, successful career in Australian fashion, from founding accessories brand Mimco to being at the helm of Sass & Bide for several years and chairing the Melbourne Fashion Festival. Then you’ve got the other aspect, which is Thread Together’s employeeengagement programs.
A kinetic sculpture, its movement echoing the dynamic nature of fashion, displayed in the women’s section. Did you know a survey by the Business Committee for the Arts found that 82% of businesses felt arts boosted employeeengagement? Remember, maintaining your art pieces is important to retain their value.
We’ve been working hard on transparency and trust, our employeeengagement scores and buy-in is up and up and all that is important to driving change. You can’t drive change in an organisation where people aren’t engaged and aren’t buying into that. We’ve changed a lot about what we value, what we talk about.
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