Like many retailers, Alimentation Couche-Tard scheduled store employee shifts not too long ago using a pen-and-paper process, said Hélène Drolet, VP of operations excellence for the retailer. “[We then] moved on to scheduling software, and now this area is getting more sophisticated with predictive AI that helps retailers schedule according to store profile, sales and traffic forecast, all while taking account of the employees’ availability,” she said. “This is huge progress in a short period of time and a massive gain of effectiveness for retailers.”

For Couche-Tard, better tools for scheduling have reduced errors and improved accuracy, leading to improved employee satisfaction and a significant increase in engagement, shared Drolet. “With the technology we’re using, the employees have access to their schedule at distance without needing to call the store for their schedule. This in turn makes the store manager’s life easier and saves them administrative time so they can focus on their teams and customers.”

“The retail labor market continues to be challenging and competitive for employers, and employee needs are changing and evolving,” said Drolet. “We’re focused on listening to our employees and meeting them where they are with tools and resources that make it easier for them. When you do that, it leads to happier, satisfied and more engaged employees—and ultimately an improved experience for customers.”

While some c-stores are implementing more employee-centric scheduling practices, the transition for others has been slower.

“Service sector industries, including retail, have historically approached scheduling for their frontline workforce from a labor-cost, company-centric approach,” said Negin Sattari, director, research, Catalyst. She says this has led to schedules that are both rigid and unpredictable.

We’re focused on listening to our employees.”

Many retailers and c-stores still need to readjust their staffing at the last minute, often based on customer traffic in their stores, said Sattari. But advancements in AI may mitigate the problem of last-minute staffing. Drolet noted there are a growing number of AI-driven tools that allow retailers to schedule efficiently based on trends and forecasts.

Patrick O’Mara, senior solution principal, Relex Solutions, said that the tightening labor market, especially in the convenience industry, “has prompted a shift towards more employee-centric scheduling practices, recognizing the importance of employee engagement in maintaining operational efficiency and service quality. Retailers are now exploring innovative ways to time, focus and optimize work in stores to not only meet operational demands but also enhance employee satisfaction.”

“While the COVID-19 pandemic and the high rates of attrition among frontline employees in its aftermath attracted more attention to how ... work schedules are handled in industries like retail, there is still a long way to go,” said Sattari. “Companies adopting an employee-centric approach to their scheduling practices is one solution.”

Flexibility for the Frontline

Not enough workplace flexibility is the top reason frontline retail workers are considering leaving their jobs, according to a study by McKinsey. Retailers are finding solutions—and finding that flexibility can take many forms.

Dollar General launched a scheduling program called Store Manager Flex after receiving feedback from store managers, giving managers across the chain more control over schedules. The solution offers store managers a simplified platform with various scheduling options aimed at increasing flexibility and efficiency, providing a more consistent workweek, as well as accommodating employees’ schedules based on their individual store and personal commitments. 

Schnucks, a Midwestern supermarket chain, advertises to prospective employees that they can work when and where they want with Schnucks Flexforce. Flexforce is part-time flexible work, akin to what rideshare and food-delivery service employees experience. The platform allows workers to select shifts (of at least four hours) and store locations that best fit their personal schedules. Flexforce teammates can log into a Schnucks scheduling app to view and claim open shifts.

For Heinen’s, a supermarket chain with locations in Ohio and Illinois, implementing mobile employee self-service technology has been a boon. “It gives associates the flexibility to request time off at any time they want,” Phil McElfresh, director of labor and process improvement at Heinen’s, said in a webinar about how the grocer positions itself as an employer of choice.

“They can be sitting at home tonight and realize they need October 2 off, and they can put it into the app. They don’t have to worry about remembering to do it when they come back to work in two or three days. They have the ability to swap shifts with peers at their own freewill, then bid on extra shifts when available.”

For store managers, these tools offer ease and reliability.”

This type of schedule flexibility and advanced planning is one way retailers can reduce turnover, said Safi Modi, head of growth, Modisoft. “In the fast-paced world of convenience stores, where turnover rates can be high, these changes can make a significant difference. By allowing employees to swap shifts and accommodating their busy schedules, retailers not only enhance the workplace atmosphere but also demonstrate support and care for their staff.”

Additionally, he said, “Modern scheduling tools further enhance both the frontline worker’s and the store manager’s experiences by offering features like shift swapping and self-scheduling, which empower employees to manage their own schedules and reduce conflicts.”

“Advanced scheduling tools play a crucial role in improving both the frontline worker’s and the store manager’s experience. Features such as shift-swapping, last-minute shift pickups and instant pay options enhance job satisfaction by offering flexibility and immediate rewards,” O’Mara said. “For store managers, these tools offer ease and reliability, providing an accurate forecast of staffing needs which, in turn, allows them to focus more on customer interaction and leading their teams—activities where they add the most value given their deep understanding of the store and its customers.”

While shift swapping and last-minute shift pickup are still emerging features, Drolet noted there are opportunities to increase usage and adoption through training. “Those who use it like that it is fast, easy, and convenient. It also unburdens the store managers, who no longer have to manage all these changes.” Cross-training that enables workers to pick up different roles in the store is another tactic that promotes flexibility while making sure shifts get covered, said Sattari.

“Frontline employees receive training on tasks that are not part of the routine responsibilities of their main role, so they can use their time and skills in various ways across the retailer’s operations. This means shifts won’t have to get canceled,” she explained.

Supporting Individual Needs

They can use their time and skills in various ways across the retailer’s operations.”

Another key to reducing frontline turnover is to review how your scheduling practices assist women and parents. Across industries, 44% of women say they will likely need to change jobs to balance childcare with work demands, as well as 37% of men, according to a 2023 survey conducted by The Harris Poll, commissioned by Catalyst.

“When Catalyst spoke to women in frontline roles to understand how they feel at work, they told us that unpredictable scheduling is one of the key barriers that keeps them from thriving,” said Sattari.

“Strict and unpredictable work schedules tend not to account for women’s lives outside of work, including their disproportionate responsibility for caregiving,” said Sattari.

“When it comes to scheduling practices, the biggest move a retailer can make is to remove sources of instability, unpredictability and rigidity from scheduling systems to account for women’s lives outside work,” she continued.

Scheduling Best Practices

C-stores looking to implement best practices might want to start by looking at the digital tools they offer—or don’t yet offer.

To begin, adopt electronic scheduling and stop printing schedules, said Drolet. “Instead, have employees go online for their schedule (whether through the in-store device or their personal device). This will ensure scheduling accuracy and reduce confusion. Don’t expect employees to figure out how the tool works, but provide appropriate training on how to use the tools.”

Modi added that c-stores should also consider tapping digital tools to account for employee availability and preferences and to ensure compliance with labor laws regarding breaks and overtime.

“Leveraging data from past sales and traffic patterns helps predict busy times and optimize staffing levels,” said Modi. “Integrating scheduling software with payroll and time-tracking systems can streamline operations and reduce administrative burden.”

He suggested that prior to looking for a scheduling software, retailers should check if their back-office provider offers any built-in scheduling tools.