For the most part, supermarkets have had mixed results when it comes to attracting and retaining young workers.
However, all is not lost.
According to what experts and retailers recently told SN, if supermarket operators can manage to change with the times, better success awaits.
"Times are different, attitudes are different," said Larry Nakata, vice president of Town & Country Markets, Bainbridge Island, Wash. "Things are not like they used to be. Now, associates come to work with different expectations about work. It is our challenge to tap into those expectations."
"The way young people look at a job is different," said Robert Wendover, director, Center for Generational Studies, Aurora, Colo. "The work ethic is different. They are in a quandary.
"Previous generations have gone through hard times. This group has book smarts, but not street smarts. You have to understand their motivation to know what makes them tick."
"Young workers differ from others in that they often view this as a part-time job vs. a career path," said Joanne Gage, spokeswoman, Price Chopper, Schenectady, N.Y. "It is our challenge to retain good workers and showcase developmental opportunities for those who demonstrate potential."
"Young workers today are in an unprecedented situation," said Ernie Monschein, director of education and human resources development, Food Marketing Institute, Washington. "There are many jobs for them to choose from."
"Clearly this is something everyone in the industry is facing," said Bhavdeep Singh, vice president, people resources services, A&P, Montvale, N.J. "Hiring qualified young workers hinges on the selection process and in their orientation.
"We have found a strong correlation between retention and referrals," Singh said. "In the old days it was frowned upon to have friends working together. Now we discover that these personal relationships are important in developing an affinity."
"Supermarket executives have to recognize that what they value and what teenagers and young adults value are very different," Wendover said.
"The way positions are sold must change. Get your current associates to write the messages. The old message has been no message. Putting a 'Help Wanted' sign in the window doesn't illicit a response."
Industry experts suggest employee-recruiting programs, where current associates are financially rewarded with each new hire they refer, as one of the best sources for young workers.
"Different methods are needed to be used at the same time," Monschein suggested. "The Internet is a good, cost-efficient method of recruiting the technologically savvy young workers."
FMI's Superjobmarket.com site, along with its career-site partners, is currently receiving 3.5 million job seekers per month.
"Young workers gravitate to the Internet as an instrument of choice when job seeking," said Diana Greenwald-Maness, site manager. "Few industries offer the flexibility and scope of opportunities as the supermarket industry."
Safeway promotes job positions on shopping bags.
Wegmans aggressively promotes employment linked to scholarships. Since the Scholarship Program made its first awards in 1984, Wegmans has assisted more than 12,400 employees, awarding more than $39,652,000 in scholarships.
Price Chopper has also instituted an Associate Scholarship program. Students in high school or college are eligible to apply, and if awarded a scholarship can earn money for college tuition that actually gets banked for them.
"Harris Teeter is always looking for excellent associates," said Jessica Graham, corporate relations manager. "We are doing more Internet recruiting in addition to the more traditional civic job fairs, newspaper and radio advertising."
Experts point out that money is not always the issue with young workers. Values play a role in deciding to accept a job and stay with it.
"There are key drivers to motivate and drive a young worker's commitment to stay," said Fred Martels, managing partner, People Solutions Strategies, St. Louis. "Managers are key to creating an environment where teenagers want to work. They talk at school and everyone knows who the good employers are."
"Managers play a key role in retention," Singh said. "That relationship with the manager and support from the manager is key in employee development."
"Managers have to talk to workers and do things targeted to them," Wendover said. "Approach the college student who is an accounting major. Ask them what they want to do with their degree and how they can accomplish their goals with your company."
"Stop talking," Martels suggested to managers. "Listen more. Establish eye contact; show you are interested in what a teen has to say. Treat them with respect and dignity and you will see motivation on the job. Care about your young employees."
Price Chopper has found the key to teen and young adult workers' retention is in being flexible with their schedules. "We will work around extracurricular activities and vacations," Gage said.
It is never too soon to demonstrate an interest in a young worker, Gage added.
How to Get, Retain Young Supermarket Associates
There is ample room for improvement for attracting and retaining young workers for the supermarket industry. Here are some how-to pointers provided to SN by consultants:
Treat all employees and applicants with respect. Money gets them in the door, but respect will keep them on the job.
Become the company that teens and young adults think of as a great place to work. The best recruiting tool is word of mouth.
Maintain an upbeat workplace. Mix up the workload. Evaluate your dress code.
Work with scheduling practices. Today's young worker is looking for flexibility. School, sports, activities and family functions are very important. Be fair to all in scheduling and don't have favorites.
Train better to retain better. A work force that is better trained is more productive. Use training to have a more engaged work force.
Use all the tools available to recruit. Newspaper advertising, the Internet, job fairs and job jamborees all put your company's name in front of prospective employees.
Establish relationships with high schools, community colleges and universities so that they think of your company when students need jobs.
Speak to student business classes and participate in career days to keep students' image of your store positive. Be close to the community.
In recruiting, target the reasons a young person might want to work for you. Communicate opportunities. High school students might want a career with training. College students may want to build a resume. Ask current employees why they are working at your store.
