SMALL OPERATOR
Overcoming Labor Challenges Focusing on what employees seek most beyond money can be a smart play for small operators By Brian Berk FOR INDEPENDENTS and
small convenience store chains seeking to hire and retain employees, the deck may seem stacked against them. Likely unable to pay the same salaries that large c-store chains can, as well as having less money available for technological upgrades to help solve today’s labor crisis, the industry’s small operators face unique challenges. Large c-store chains are currently offering hourly salaries in the $15- to $20-per-hour range. They also offer paid time off, tuition reimbursement, overtime at time and a half or double time for holidays, as well as a full benefits package, including medical, dental and vision insurance, according to Mark Millman, president and CEO of the Maryland-based Millman Search Group, a 40-year-old hospitality and retail recruiting firm. “There are employees that joined
22 Convenience Store News C S N E W S . c o m
convenience stores as recently as six or eight months ago, and they have already received three raises,” Millman told Convenience Store News. “Companies are also adding sign-on bonuses for employees after a 60- or 90-day period. Employers are doing everything they can to attract and retain employees.” Due to these impressive packages being offered by large retailers, some small operators have had to close their doors because of lack of staff. Even some bigger c-store chains have had to close locations due to staffing shortages, noted Millman. There is some good news, however. Small operators are armed with aces up their sleeves that they can use now to hire and retain employees, and better compete against bigger players. Examining what employees seek most beyond money is a good first step. “Beyond competitive pay, frontline workers are looking for changes that will have a positive effect on their work experience in a way that also complements their personal lives outside the workplace,” said Rob Klitsch, director of
