This is why you can’t hire the people you want

The axiom, “You get what you pay for really applies to this type of job advertisement”.  For reasons that I will explain I also suspect that this employer will not attract the applicants, they hope to find.

This is a common advertisement and it is a virtual copy of hundreds of similar advertisements on online job boards across our country.  Except for removing the name of the organization, this is an actual posting for a national retail chain. As a person who helps to coach job seekers, a business consultant, and a social activist, I am more than a little frustrated by this type of job posting.

Our unemployment rate is at a historic low and jobs are going unfilled.  This type of advertisement is one of the reasons why certain employers are struggling to find the kind of people they want and need.

What’s wrong with this job advertisement?

Salary.  In our community in 2018, four years ago, the living wage was $18.39/hour.  Additionally, living wages are calculated for full-time positions, and living on a part-time job is much harder.  The issues with minimum wage job postings include the fact in 2022, inflation is at a 30-year high, and the cost of housing rent has skyrocketed by more than 33% in the past two years.  A person would not be able to live on this offered salary; presumably, they would need a working partner or perhaps a second job.

Perhaps this employer would be happy with a student; however, since this advertisement states that, the applicant must be available for day shifts; this would preclude a student from applying.

Scheduling.  The employer is looking for applicants who are available for day shifts, holidays, Monday to Friday, night shifts, and weekends.  Essentially, applicants must be available to work any of the hours the store is open, days, evenings, weekends, plus statutory holidays.  For a person earning the current minimum wage the scheduling alone would make having a second job very complicated to acquire and maintain.

The schedule would also disqualify many applicants.  Single parents with the challenges of finding daycare could not apply for this position.  Regular parents could not likely apply either given the cost of daycare and the lack of availability of daycare for evenings and weekends.  The fact the employer mentioned “Holidays” would indicate that people should expect to miss holiday family events regularly, which is another disincentive for parents. 

Work experience.  This employer would prefer to hire someone with at least one year’s worth of experience as cashiers, sales clerks, or for someone in customer service.  Why would anyone leave another job just to earn minimum wage?  Presumably, if someone has a year’s worth of experience, this employer should realize they would need to pay a premium to hire someone who has already been trained?  Would that be worth an extra $1-2 per hour?   Paying for experience must help to realize being paid a living wage.

The future.  This job is part-time and permanent.  This employer, like many retail organizations, may have shifted from full-time jobs to part-time, perhaps to save payroll expenses. 

Payroll savings might include not having to pay benefits.  Some organizations claim having more part-time employers allows them to have more flexibility when people call in sick.  As well, few part-time staff are allowed any paid-sick days.  Ironically, this policy only tends to increase lost productivity as people can’t afford to be sick, come to work, and infect healthy associates. 

The net impact of more part-time versus full-time employees only increases the disparity between people who can afford to live in our communities and those who cannot.  There is no future for this position, a minimum wage job with no hope of being able to make a living in our community and not much incentive for someone to apply.

Other requirements.  “Regular walking, lifting, ladders (working at heights), using computers, and reading/writing.”  Although relatively basic; these requirements would discourage seniors and anyone with health restrictions from applying nor would anyone who is challenged by technology.

The importance of the job.  The successful applicant will work on the retail floor, looking after customers, stocking shelves, merchandising, and whatever else the employer asks.  In retail, customers are the lifeblood of any success.  My question is how motivated will applicants be to provide exceptional customer service when the employer only pays the minimum standard by law and is only offering the same as every other retailer.

Benefits?  Other than a staff discount, this employer does not seem to be offering any other incentives to take this job.  There is no mention of profit-sharing, no mention of regular pay scale increases, and no mentions of limited benefits, vacation, and/or paid sick days.  Why would anyone want to work for this organization? 

What’s missing?  Since the job advertisement did not have a cut-off date, presumably this type of person is in constant demand by this organization.  Editorially, I know why.  As mentioned, this employer should be asking themselves:

• Who would apply for this position? 
• Why would they stay? 
• What could we offer to attract applicants to our organization?

What does this type of advertisement ensure for the employer?  As mentioned, employers typically believe that saving money by offering part-time positions at minimum wage is a sound business philosophy.  However, in practice, this type of advertisement usually ensures:

• Constant turnover because there is no listed incentive or increase for people to apply or to remain as part of the organization;
• Constant turnover means constant training of new people means;
• Customer service levels will lag because of the new people and turnover which can only affect sales and morale, and will
• Frustrate existing staff and supervisors because the organization does not overtly seem to value anyone.

How could this be fixed?

Offer incentives for people with experience.  Starting a new hire at $16.00/hr would give more applicants with experience a reason to apply.  Although not a living wage, paying a premium for trained applicants would only cost the organization an additional $1,300 per year/associate and it would attract more people.

Accommodate applicants with more than one job.  The best solution would be full-time jobs; however, acknowledging and stating this organization will help with scheduling would make them very attractive to applicants. 

Offer “cost of living” increases.  It is rare in retail to have an employer tie their pay scale to the annualized rate of inflation.  This would be another solid attraction for prospective applicants and help increase staff retention. 

Offer a limited number of paid sick days.  People get sick, sick people who come to work infect healthy associates and customers.  Having several sick days would give people an increased ability to be healthier and less stressed.

Offer discounted bus and taxi passes.  Since the salary is below a living wage, offering help with transportation would help lower the cost of living for lower-income staff and help with morale and staff retention.  Partnering with local transportation companies and cross-advertising might also help lower the cost to the employer.

Offer a staff “finders fee.”  Pay a reward for any hiring referrals that remain with the organization for 6 months or longer as an incentive to help build your team.

Use a cut-off date.  Running an ongoing job advertisement can make good applicants question working for an organization that always seems to be hiring.  Have a cut-off date, take a pause, refresh the advertisement, and then run it again so applicants don’t worry that the organization is constantly turning people over.

Pay students the same rate of pay instead of using “student wages.”  Make job advertisements attractive for college, university, and for high school students who are saving for school or taking a year off to save money.  Students tend to be highly motivated and can make great employees.

Employers must realize the basic law of supply and demand and offer more than just “a job.”  Each organization must ask themselves “why would anyone apply for this job,” when posting something.  Give people a reason to apply, value them, and give them a mechanism to make their lives better and you will find that customer service, sales, morale, and staff retention all increase.  I applied these axioms for more than thirty years and they worked for me.

Good luck,

Paul.