How Retailers Can Cut Recruitment Costs & Keep Staff Through The ‘Silly Season’

Posted on | by Excel Recruitment

With the minimum wage climbing again and a new PRSI increase and pension auto-enrolment on the way, retailers are already counting every euro. And just as labour costs peak, the busiest season of the year rolls around. It’s called the silly season for a reason; not just because of festive madness on the shop floor, but because of how easily costs can spiral if stores aren’t strategic about hiring and retention.

For many, this Christmas will be a test of how to do more with less. The good news is that there are smart, realistic ways to reduce recruitment spend and hold onto your best people, even when your wage bill is already under pressure.

1. Start with who you know

The cheapest, fastest route to great staff is usually the people you already have. Referrals are gold. A small reward: a voucher, a half day off, or even public recognition, can encourage existing staff to recommend friends or relatives who’ll fit in well. Not only does it cut ad spend, but it usually delivers stronger hires who are easier to retain.

Likewise, rehire last year’s seasonal team. They already know your store, your customers, and your systems. Even if a few have moved on, many will happily return for the extra Christmas cash. It saves you training time, reduces mistakes, and gives the team a head start before December chaos hits.

2. Upskill before you upsize

Before rushing to hire extra staff, look at who’s already on your books. Could a strong part-timer handle extra shifts or take on keyholder duties? Could a deli assistant be trained to close the department or store one night a week? Small, temporary promotions can keep employees motivated while saving you the cost of a new hire. It also builds future leaders, and in this labour market, succession planning is as valuable as sales planning.

3. Get smarter about how you hire

When it comes to advertising, focus on visibility, not volume. Target local Facebook groups, noticeboards, and community WhatsApp chats instead of expensive internet job boards. Be clear and concise about the hours, pay, and benefits in your advertisements; transparency saves time and weeds out unsuitable applicants early.

Group interviews or open recruitment days can also save hours of admin. Interviewing several candidates together speeds up the process and gives you a quick sense of who’s confident, reliable, and customer focused. And partner with a trusted recruiter early; December panic hiring often costs more than steady planning in October.

4. Recognise that retention is your cheapest recruitment strategy

It’s far more cost-effective to keep the people you already have than to replace them. Small gestures can make a big difference: staff raffles, free coffees on long shifts, a “December Hero” board, or even just saying thank you publicly.

Flexibility is another key factor. Offering staff a little choice—finishing early for a school play or swapping shifts for a family event—costs nothing but builds huge goodwill. After all, this is the time of year when staff are giving up their weekends, their evenings, and sometimes their patience. A bit of flexibility easily balances that energy.

5. Crunch the numbers and the culture

Retaining good employees can save thousands in ad spend, training, and lost productivity. Multiply that across your store and the savings are substantial. And while the cost of labour keeps increasing, how you build costs very little. Create an environment people want to stay in, and your recruitment budget will thank you for it.

This Christmas, everyone’s energy and cash are squeezed, but they can outsmart it. Focus on your people, plan early, and make every hire and every hour count. Because when margins are tight, the cleverest way to manage your team is where the real return on investment lies.

What The Minimum Wage Hike Means For The Retail Sector

Posted on | by Excel Recruitment

Following the recent minimum wage increase announcement, Donna Ahern spoke with Nikki Murran, director of Grocery Retail Recruitment at Excel Recruitment, about its impact on the grocery retail industry.

Finance Minister Paschal Donohoe announced Budget 2026 on Tuesday, 7 October, outlining several measures that will directly affect the grocery retail industry. Among the changes introduced were a 50-cent increase on a box of 20 cigarettes and the introduction of a new tax of 50 cents per millilitre on e-cigarette liquids, effective from 1 November 2025. Petrol and diesel prices will also rise, adding further pressure to transport and logistics costs. In a move that will be welcomed by some, the VAT rate on food will be reduced from 13.5% to 9%, starting 1 July 2026.

However, the most significant — and potentially most challenging — announcement is that the National Minimum Wage (NMW) will rise to €14.15 per hour from 1 January 2026. This change, while aimed at supporting workers, is expected to place considerable financial and operational strain on businesses across the sector.

To better understand how this will impact the industry, ShelfLife spoke with Nikki Murran, Director of Grocery Retail Recruitment at Excel Recruitment, for her insights on the potential ramifications.

“The announcement of another minimum wage increase — this time a rise of €0.65, or 4.8%, to €14.15 per hour — will land hard for retailers. On paper, 65 cents might not sound seismic, but in the context of recent history, it’s another significant escalation on top of several steep hikes in a row,” she notes.

“To put it in perspective, since 2020, Ireland’s minimum wage has risen from €10.10 to €14.15 — that’s an increase of 40% in six years, compared to just 17% over the entire previous decade (2010–2020). For a standard 39-hour contract, that means a payroll jump from €20,500 in 2020 to €28,700 in 2026.”

“For a single staff member, that’s manageable; for a convenience store with 30 staff, the additional wage cost can easily exceed €30,000 annually once you include PRSI, holiday pay, and employer pension contributions. A supermarket with a team of 80–100 is looking down the barrel of a €90,000+ increase to their annual labour budget. And this is before any ripple effect spreads across the rest of the store,” Murran says.

“The challenge for retailers is that these rises come without any meaningful increase in productivity or margins. Grocery operates on tight margins, and there’s simply no buffer waiting to absorb these increases. While the principle of fair pay is sound, the pace of these hikes — four in four years — leaves very little breathing room for employers to plan, invest, or recover between increases.”

Impact on recruitment

“This increase will no doubt impact recruitment within the grocery retail sector, particularly for entry-level roles. The effect on recruitment is already visible. Each statutory increase immediately raises expectations at the bottom end of the pay scale, blurring the traditional pay gap between entry-level and supervisory roles.”

Three key recruitment challenges

Murran outlined that for employers, this creates three key recruitment challenges:

  • Reduced differentiation: A new hire with minimal retail experience now earns almost the same as someone who’s been in-store for several years. That makes retention harder, as the reward for loyalty or experience shrinks.

  • Compression at the bottom: The entire salary ladder tightens, so employers must raise those above entry-level to maintain fairness and hierarchy.

  • Cost-per-hire inflation: With higher wage floors, the value of an inexperienced candidate declines relative to cost. Employers end up paying significantly more for the same level of skill or output as before.

“This puts particular strain on independent retailers and smaller symbol groups, who already face higher recruitment costs and lower brand leverage than the big multiples. For them, entry-level is fast becoming an expensive level.”

Impact on SMEs

So, how will this wage hike affect small and medium-sized (SME) grocery businesses compared to larger chains?

“Large chains can absorb wage increases more easily because they can spread higher costs across centralised budgeting, automation, and shared back-office functions. They also have scale to negotiate better supplier terms and can offset rising labour costs through efficiencies elsewhere in the business,” Murran highlights.

“For small and medium-sized retailers, it’s a very different story. They face the exact same hourly increases but with far fewer levers to pull. Their margins are often just as tight, their cost base less flexible, and they rely heavily on personal service to compete with the multiples.”

Unintended consequences

There is growing concern that the increase may lead to unintended consequences, including reduced staff hours and a slowdown in hiring.

“We’re already seeing the signs — not so much slower hiring, but more strategic hiring for every replacement. There’s now a laser focus on staff costs, weekly labour cost reviews, and new scrutiny on hiring budgets,” says Murran.

Looking ahead to 2026, here’s what the industry can expect to see:

  • Tighter rosters: Expect greater scrutiny on every scheduled hour. Fixed contracts may give way to more flexible shifts that can be scaled up or down depending on trading patterns.

  • Automation creep: Each wage rise strengthens the business case for technology — from self-checkouts to AI-based stock management — gradually reducing reliance on manual labour.

  • More deliberate replacement hiring: When staff leave, replacements aren’t hired automatically. The focus is shifting to productivity and ROI per employee. “It’s no longer about filling gaps quickly, but about hiring smarter, based on the store’s real needs. This is where we’re seeing a strong demand from our clients since the last wage increase — ensuring every new addition is worth the higher salary they now command,” says Murran.

Salary advice

Will the increase in the minimum wage change how she advises her clients on salary benchmarking and workforce planning?

“Absolutely,” Murran asserts. “Many of our clients rely on us for market analysis and salary benchmarking, and looking ahead to next year, here’s what I’ll be recommending.”

  • Adopt deliberate, value-driven hiring: ensuring every new addition genuinely strengthens performance and delivers a return on investment.

  • Refresh salary bands: now so they still ladder above €14.15 in 2026. It’s essential to protect pay differentials and avoid compression between entry-level and supervisory roles.

  • Use the widened USC 2% band: to communicate net pay clearly to staff. A full-time minimum wage earner will now see fully within that band, so it’s worth showing employees their true take-home improvements.

  • Lock in structured progression: so trainee and duty manager roles don’t collapse into the new floor as it rises. A clear development pathway protects morale and retention.

  • Invest in in-house training: to upskill and empower these now-more-expensive recruits.

Wage compression

No doubt, the wage increases could influence wage expectations across the sector, particularly between entry and mid-level positions.

“This is happening already,” she explains. “Pay expectations and conversations are rising across the board, not just at the base level.”

“Let’s take a sales assistant earning €14.15/hour — that same person might have earned €10.50/hour only a few years ago. A senior assistant earning €13.50/hour or a €30,000 salary now finds themselves overtaken. To maintain parity, that senior or duty manager will need to earn €17–€18/hour just to maintain the same gap.”

“That’s a €4/hour increase, or roughly €8,000 extra annually for one mid-level employee. Multiply that across an entire management team, and you can see how the ‘ripple’ quickly becomes a wave.”

“The result is that even roles never intended to be linked to the minimum wage — trainee managers, assistant managers, fresh food supervisors — all require upward adjustments to preserve internal equity and morale. Otherwise, you risk new hires earning nearly as much as their supervisors, which is demotivating and destabilising.”

“In practice, this means a 5% minimum wage increase often translates into an 8–10% increase across total payroll costs once knock-on adjustments are made. Retailers can’t simply freeze those higher-level salaries without risking turnover.”

Team values

Murran highlights that every retailer she works with truly values their teams and wants to see staff paid fairly and rewarded for their hard work.

“Nobody in this industry is arguing against fair pay,” she points out.

“If this were the only recent cost increase, it would be far easier to shoulder.”

“But this latest hike comes on top of so many other pressures — continuous increases in energy, insurance, and compliance costs — alongside the Deposit Return Scheme, new pension auto-enrolment, PRSI increases, and the imminent carbon tax. For many retailers, this keeps pushing margins to breaking point.”

“And yet, despite all of that, we still have an army of small, motivated, and dedicated retailers showing up day after day, delivering exceptional standards and outstanding service. Their resilience, passion, and pride in what they do are what keep the Irish grocery sector running strong,” Murran concludes.

USC increase

The increase in the 2% USC band to €28,700 is a notable change for low to middle-income earners, potentially offering modest relief by reducing the portion of income subject to higher USC rates. However, its overall impact may be limited when weighed against ongoing inflation and cost increases.

“It helps at the margin for lower earners. A full-time minimum wage worker at €14.15 earns about €28,696, which nearly fits under the new €28,700 ceiling (once they are on 39 hours or less). That prevents them tipping into the higher USC rate in 2026, which is sensible. But it doesn’t offset the full employer cost increase; it just limits the employee’s USC exposure,” she explains.

Those budget measures raise important questions as to whether they strike the right balance between supporting workers and managing business burden in the retail sector.

“Protecting low earners is important, and aligning the USC bands is logical,” she maintains.

“But with wage floors advancing by around 40% since 2020, many grocers operating on slim margins are absorbing a lot of structural cost with limited offset elsewhere. Without parallel measures that lower operating costs or raise productivity, such as insurance relief, targeted employment supports, or genuine red-tape reduction, this keeps pushing stores towards tighter margin, asking how much is really left to squeeze”.

Why Retailers Shouldn’t Underestimate Part-Time Student Staff

Posted on | by Excel Recruitment

If you’ve been in retail long enough, you’ll know the value of a solid weekend crew.

The students who come in, full of energy (and possibly too much caffeine), ready to cover tills, stock shelves, and keep the shop floor ticking over. But as labour shortages continue across grocery retail, it’s time to see part-time student workers as more than just rota-fillers. They’re a crucial part of your long-term staffing strategy.

Why hire students in the first place?

The obvious reason: they’re available when you need them most. Students are often more willing to work evenings, weekends, and holiday periods. That’s when footfall spikes and having reliable cover can make the difference between a smooth trading day and chaos in the aisles.

But there’s a lot more to it than availability. Students bring:

  • Energy and tech-savvy skills: They’ve grown up in the digital world. From self-checkouts to stock systems, they adapt quickly. Deloitte’s 2024 survey found Gen Z and young millennials are more digitally fluent than any other workforce group — a handy asset as stores become more tech-driven.

  • A fresh perspective: Want to know what’s trending on TikTok or which new snack will sell out by lunchtime? Ask your student staff. They’re closer to your younger customers and can give insights your senior team might miss.

  • The talent pipeline: That weekend cashier or deli assistant could be your store or department manager in a few years. Many of today’s retail leaders started out stacking shelves part-time while studying. By nurturing them now, you create loyal, home-grown talent.

What’s in it for you as an employer?

Let’s not forget, student staff aren’t just getting pocket money. They’re learning skills that ultimately benefit you:

  • Communication: Handling customers (especially cranky ones) makes them more resilient.

  • Teamwork: They learn to collaborate across generations and departments.

  • Work ethic: Balancing study and shifts builds discipline. The CSO reported in 2023 that over half of Irish students work while studying, often out of necessity. Those who commit to both usually develop excellent reliability.

When students develop these skills, you benefit from a more capable, adaptable workforce.

The common concerns (and how to solve them)

You may be thinking: But what about exams? Or when they graduate and leave? Both valid concerns. Here’s how to get ahead of them:

  • Exam season drop-off: Plan early. Encourage staff to flag study leave well in advance. Building exam flexibility into your scheduling boosts retention.

  • High turnover: Some will leave, yes. But those who stay longer usually do so because they see a future in your business.

  • Reliability: Set expectations clearly at the interview stage. Students respect honesty, and in return, they’re more likely to commit.

Turning part-timers into future managers

Here’s where many retailers miss a trick: too often, weekend staff are treated as short-term solutions. They’re one of your best talent pipelines. The key is to support them clearly and offer development pathways:

  1. Structured induction: Don’t just throw them on tills and hope for the best. Give them a proper welcome and show them how their role contributes to the bigger picture.

  2. Cross-training: Move them between checkouts, stock, fresh food, and customer service. This not only keeps work interesting for them but also makes them far more useful to you.

  3. Mentoring: Pair high-potential part-timers with experienced supervisors. A bit of guidance helps students picture themselves in a management role.

  4. Access to training programmes: Many retailers now open trainee manager or department manager programmes to part-time staff. If a student sees a career path, even if they’re still in college, they’re far more likely to stay on after graduation.

  5. Recognition and progression: Celebrate milestones. For example, promote strong performers into “keyholder” roles, then onto team leader. These small steps show students that hard work and reliability are noticed and rewarded.

By nurturing your part-timers, you’re not just filling gaps on the weekend rota — you’re actively building your future management team.

Why this strategy matters now

Labour shortages aren’t easing anytime soon. Excel Recruitment’s 2024 data showed year-on-year increases in vacancies across retail, particularly in fresh food and convenience. And with unemployment at just 4.1% (CSO, 2024), relying solely on full-time hires is unrealistic.

At the same time, the Higher Education Authority (2023) reported that over 60% of full-time students in Ireland rely on part-time jobs. They’re looking for flexible work. You need staff. The fit couldn’t be clearer.

How to get the best from your student staff

If you’re hiring students, here are five ways to make the most of it:

  1. Be clear upfront: Set expectations around rotas, weekends, and exams.

  2. Offer flexibility: Study comes first. Showing understanding builds loyalty.

  3. Invest in training: Expose them to different areas of the store.

  4. Recognise contribution: Small thanks go a long way.

  5. Create a pathway: Show them how today’s weekend job can become tomorrow’s career.

Conclusion

Hiring students isn’t just about filling shifts. Done right, it’s about developing future leaders while keeping your store running smoothly today.

So, the next time a student hands in a CV, don’t just see a weekend worker. See the extra set of hands that gets you through Christmas week, the fresh perspective that connects you with younger shoppers, and maybe, just maybe, your next department manager.

How Today’s Shoppers Are Changing Grocery Recruitment

Posted on | by Excel Recruitment

There’s been a shift in Irish grocery retail over the last few years – and no, it’s not just that we all now know how to pronounce quinoa.

The Irish shopper of 2025 is savvy, value-driven, and watching every cent. They’re just as likely to quiz staff on the carbon footprint of their sandwich as they are to ask where the toilet roll is. And that shift in shopper behaviour? It’s having a serious knock-on effect on how grocery retailers hire and who they’re looking for.

Price is still king – and it’s changing the hiring game

Cost-of-living pressures remain front and centre. Shoppers are budgeting harder, buying smarter, and switching brands faster than you can say ‘multi-buy’. Unsurprisingly, price has topped the list of purchase drivers again this year, and promotions are swaying shoppers who might have been loyal to certain brands just 12 months ago.

What does this mean for recruitment? It means value-driven roles are on the rise – think margin-driven department and store managers who can squeeze the most out of every cent. Employers will pay more for retailers who have a proven track record of controlling costs and driving profit.

Healthier eating = smarter staff

While price matters, consumers are still making room in their trolleys for healthier options. They’re avoiding ultra-processed foods, scrutinising labels, and reaching for locally grown veg and products with clear health benefits.

Cue the rise in recruitment for fresh food talent. In recent months we’ve seen a noticeable bump in roles like fresh food managers, in-store bakers, and even chefs for supermarket delis. And it’s not just back-of-house, front-line staff are increasingly expected to have a working knowledge of nutrition, allergens, and sustainable ingredients.

Sustainability isn’t a buzzword – it’s a hiring driver

We’ve known for a while that shoppers care about sustainability. But now they expect it. They want to know where their food comes from, whether it’s been grown ethically, and how much plastic is involved in getting it to the shelves. Local produce is winning hearts (if not always wallets), and many shoppers are prioritising brands that support the environment.

Retailers are responding not just with greener supply chains, but with new roles Think sustainability officers, ethical sourcing leads, and packaging specialists. In a nice twist, many of these hires are being used in employer branding too – especially when attracting Gen Z talent who want to work somewhere that matches their values.

Tech is taking over – and it’s hiring too

It’s not just what we’re buying, but how we’re buying it that’s changing. With so many customers now using apps, scanning as they shop, or having groceries delivered to their door, retailers are doubling down on digital. And that means new tech-savvy roles in every corner of the store – from online department managers and back-office managers to social media managers.

Yes, many stores hire people to run their Instagram, TikTok, and Facebook pages.

You don’t have to be a data scientist to work in-store, but if you can comfortably switch between a till screen, an online order dashboard, and a slightly frazzled customer, you’re gold.

Culture and brand matter more than ever

In a job market where retail candidates have more choice, how a business feels is becoming a bigger deciding factor than ever. Employees want flexibility, progression, and purpose. They’re choosing to work for retailers who invest in their people, support the community, and don’t just talk about values but live them.

One of the most successful retailers we partner with don’t just promote their green credentials to customers. They talk about them in job ads, onboarding, and internal communications. And guess what? It’s working. Their retention is up, and so is morale.

The takeaway?

If retailers want to stay ahead, they need to hire with their customers in mind. And right now, those customers want affordable, ethical, healthy food served by staff who understand their values. It’s no longer enough to fill shifts. We need to build teams that reflect the future of food.

For more information call us on 01 814 8747 or email nikki@excelrecruitment.com.

Excel Healthcare Welcomes Martina Young as Director of Healthcare Recruitment

Posted on | by Excel Recruitment

The Excel Recruitment Group is proud to announce the appointment of Martina Young as Director of Healthcare Recruitment. With over 20 years of leadership experience across the healthcare, hospitality, and recruitment industries, Martina brings a wealth of expertise, insight, and vision to this pivotal role.

Martina’s appointment underlines Excel Healthcare’s unwavering commitment to delivering innovative, high-quality staffing solutions that support the success of healthcare providers across Ireland’s public and private sectors. A proven leader in team development, strategic business growth, and lean leadership, Martina will lead our specialist recruitment team in placing dependable, qualified professionals in critical healthcare roles nationwide.

Since joining Excel, Martina has exemplified a passion for excellence and a dedication to creating meaningful, long-term partnerships between clients and candidates. She holds a Master’s Diploma in Organisational Leadership and is a certified Executive Coach, highlighting her focus on building high-performing, collaborative teams and driving continuous innovation in healthcare recruitment.

Shane McLave, Managing Director of the Excel Recruitment Group, commented on the appointment:

“We are thrilled to welcome Martina to this key leadership position. Her wealth of experience and dedication to quality recruitment will strengthen our healthcare division and support our mission to deliver tailored staffing solutions for every client across Ireland. Martina’s leadership will play an integral role in shaping the future of healthcare staffing, ensuring that we continue to exceed the expectations of both our clients and candidates.”

Sharing her excitement about the new role, Martina Young said:

“I am delighted to take on the role of Director of Healthcare Recruitment with Excel Healthcare. I look forward to working alongside an exceptional team to build on our reputation for delivering innovative, client-focused recruitment solutions. Together, we will continue to grow, evolve, and support the healthcare professionals and organisations that are the foundation of Ireland’s healthcare system.”

Excel Healthcare has long been a trusted leader in healthcare staffing solutions, with a presence across Dublin, Belfast, Galway, Cork, and Kildare. We are uniquely positioned to source exceptional talent for a wide spectrum of roles – from catering and administration to highly specialised healthcare professionals, including doctors, nurses, HCA’s, Pharmacists and allied health professionals.

With Martina’s appointment, we are excited for a new chapter of growth, innovation, and collaboration, as we continue to match exceptional talent with healthcare organisations across Ireland.

The Beliefs We Borrow And The Ones We Lend

Posted on | by Excel Recruitment

As managers and leaders in retail, whether you’re running a supermarket, leading a convenience store, or overseeing a district of discounters, you’re lending beliefs all the time.

There’s a concept doing the rounds lately that I’m obsessed with: “borrowed beliefs.” The idea is simple: many of the things we believe aren’t truly ours. They’ve been handed to us by family, friends, bosses, or society. We absorb them, often without question, and they shape the way we see the world.

In recruitment, I see it every day—candidates limiting themselves based on beliefs that were never truly their own:

“I’m not management material.”

“Area manager roles are only for men.”

“You can’t switch from convenience to multiples.”

None of those statements are inherently true, but they get repeated so often, people internalise them. But here’s where it gets interesting: if we can borrow beliefs, we can also lend them. And as managers and leaders in retail, whether you’re running a supermarket, leading a convenience store, or overseeing a district of discounters, you’re lending beliefs all the time, whether you realise it or not.

Beliefs are contagious—so make sure yours are worth catching

Years ago, when I was managing in the discount sector, I worked under a regional manager who had a firm belief: “Every store can be top performing with the right attitude.” He didn’t just say it; he lived it. He visited stores with a notepad full of ideas, empowered his managers, and always asked, “What do you need to hit your target?” Not “Why are you behind target?” – it was a subtle shift, but one that lent us the belief in ourselves.

I saw managers go from stressed and defensive to ambitious and proactive. They started believing their stores could top the leader board because someone believed it first. That belief spread like wildfire. Sales rose, shrink dropped, and morale skyrocketed.

Contrast that with another experience in different retail group. The area manager’s favourite saying? “Head office always messes it up.” That single borrowed belief trickled down like a slow leak. Store managers blamed “the office”. Supervisors passed the buck. Staff stopped suggesting ideas. What’s the point if it’s all going to be ignored or messed up?

As leaders, we are walking belief-lending libraries. Every casual comment, about head office, about customers, about “young staff these days” is potentially being adopted by your team.

One area manager I admire says: “Head office always messes it up.” That’s right—borrowed from years of hearing a similar belief. Sure, head office has made mistakes, but progress has been solid. That story stopped suggesting progress. What’s the point if all is going to be ignored by ‘them upstairs’ anyway?

Mind the message beneath your message

When you say to your young managers, “Shift work is tough, but that’s retail for you,” are you lending resilience or resignation?
When you suggest that “you can’t trust part-timers to go the extra mile,” are you lending caution or quietly discouraging initiative?
Your beliefs become your team’s atmosphere. So ask yourself: are you creating a culture of blame or ownership? Burnout or balance?

Recruitment: Where borrowed beliefs really show up

We often see hiring managers unintentionally carry over limiting beliefs into interviews or promotion decisions. Like when they assume a candidate from the convenience sector “won’t cope with structure” in a multiple. Or that someone without formal education “won’t manage systems or KPI’s.” Or that “you need ten years in the business” to take on a regional role.

I’ve worked with hundreds of retail candidates over the years who only progressed when someone took a chance on them, when a manger lent them the belief that they could do it.

The most forward-thinking hiring managers I work with, the focus on mindset, attitude, and potential. They actively challenge their own assumptions. And more often than not, they end up with stronger teams because of it.

Spotting borrowed beliefs in your staff

A deli assistant who says she’s “not cut out for supervising.”

A young man who won’t apply for a trainee manager role because “I didn’t go to college.”

A night packer who jokes, “I’ll never get off these shifts.”

What if you stopped them in their tracks? What if you said, “You’ve got what it takes. I’ll help you build the skills,” or “That’s not a rule, it’s just something someone once said.”

Be the belief-lender they need

The Irish grocery sector is full of people who started as shelf stackers and now run regions. I’ve placed dozens of them over the years. What separates them isn’t always talent – it’s belief. Often, someone, somewhere, lent them one they could use. So, here’s your challenge this month: tune into the beliefs you’re lending. Are they opening doors or closing them?

Let your belief in your people be the spark that lights something bigger. Because while borrowed beliefs can limit, the right ones, shared with intention, can empower, uplift, and transform—and make your store an incredibly attractive environment for your new hires.

For more information call us on 01 814 8747 or email nikki@excelrecruitment.com.

Retail Talent Landscape q1 2025

Retail’s Talent Tightrope

Posted on | by Excel Recruitment

As Q1 2025 wraps up, recruitment across Ireland’s retail landscape—especially in fashion, non-food, grocery, and pharmacy—remains active but more complex. While job vacancies continue steadily, both candidate engagement and employer strategies have shifted in response to economic pressures and evolving workforce expectations.

Fashion & Non-Food Retail: Leadership & Agility in Focus

According to Aislinn Lea, Director of Fashion & Non-Food Retail Recruitment, the market has been exceptionally buoyant, with new roles added daily. However, she notes a shift toward more deliberate and thoughtful hiring, where employers are placing greater emphasis on leadership ability, change management experience, and authentic passion for retail.

The exit of several fast fashion and high street brands has forced remaining retailers to redefine their bricks-and-mortar presence, focusing on enhancing customer journeys, creating meaningful in-store engagement, and reinforcing the unique identity of each brand.

Duty Managers remain the hardest roles to fill in non-food retail. “Many employers are now looking to hospitality talent pools, leveraging their strengths in customer service, sales performance, and KPI management,” Aislinn explains. Speed in recruitment remains critical: businesses with streamlined interview and offer processes are securing talent ahead of slower-moving competitors.

Head Office & Buying: A Cautious Candidate Market

Aoife Clarke, Senior Recruitment Consultant for Head Office & Buying, describes a slow-moving market where candidates are showing increased hesitation, often withdrawing late in the process. Active job seekers are focused on securing the most competitive offers, while passive candidates attend interviews without genuine intent to move, unless all requirements are met. When combined with slow timelines, below-market offers, and inflexible expectations, this often results in unsuccessful hires.

At the same time, employer offers often fall short of market expectations, further widening the gap between demand and supply. As Aoife notes, “Recruitment cycles are now longer and more complex, and success hinges on strong relationships, clear communication, and employer flexibility.

Pharmacy: Stabilisation Amid Structural Shortages

Barbara Kelly, Senior Recruitment Consultant for Pharmacy, describes a more stable but constrained environment. Rates for Supervising Pharmacists have levelled out, and there’s been minimal movement due to the high salaries already locked in during recent shortages. Relief and support roles remain scarce, while locum rates are holding steady.

One standout challenge remains the shortage of qualified pharmacy technicians, which has pushed up pay slightly. Encouragingly, Barbara notes an uptick in technician roles being filled by non-EU pharmacists who’ve gained local experience.

Grocery: Investment in Fresh Food Talent & Work-Life Balance

Nikki Murran, Director of Grocery Retail Recruitment, highlights a continued investment in fresh food talent, especially in butchers, bakers, deli staff, and retail chefs. Supermarkets are responding to increased consumer demand for health-conscious, convenient, and online options by shifting manpower to these key departments.

There’s also a noticeable move toward better work-life balance offerings. “Many retailers are now providing improved shift patterns and 39-hour contracts to attract and retain staff,” says Nikki. Trainee managers are in demand, with higher salaries justified by expectations for stronger leadership potential.

While talent shortages and candidate hesitancy remain central themes in Q1, retailers that adapt quickly, offer competitive packages, and streamline hiring processes are best positioned to succeed in an evolving employment landscape.

The Shelf Life Of Loyalty

Posted on | by Excel Recruitment

There was a time, not all that long ago, when a job in grocery was for life – or at least until your knees gave out from years of stacking cases of Lucozade. Staff stuck around, customers knew their names, and the only reason someone left was to emigrate or retire.
But lately, staff loyalty seems more like a rarity than the norm. As someone who grew up in a family-run grocery business, I’ve seen the change first-hand. When I first started recruiting for the grocery sector 14 years ago, candidates talked about ‘settling in’ to a store. Today, they talk about ‘seeing how it goes’. Grocery retail has changed. What was once a steady if hectic, career path now looks more like a carousel with people hopping on and off, dizzy with options. There are more employers in the mix, new players with big branding and even bigger budgets, and candidates who are much more selective. More and more are being offered opportunities outside of retail – jobs with better hours and less manual work. Even within the sector, they’re not just comparing salaries anymore, they’re comparing cultures, managers, and even lunch options. So, why are we losing good staff in our stores?

The ghost of management past
Let’s be honest – there are still some managers out there running their stores like it’s 1996 and everyone should just be grateful to have a job. They think staff should be loyal, silent, and thankful. Spoiler alert: these managers are loyalty repellent.
Today’s workforce wants feedback, appreciation, and—brace yourself—a bit of work-life balance.

The ‘grass is greener’ effect
We live in the age of Instagram career envy. Everyone’s job looks better online. So, when one cashier hears their friend is earning €2 more an hour stacking shelves down the road, and gets free coffee to boot, guess who’s handing in their notice?

No ladder in sight
Progression is a huge loyalty anchor, but only if people know it’s there. I’ve met countless sales assistants with serious ambition, but no clear idea how to move up. If your team can’t see a path forward, they’ll start looking sideways.

Burnout, with a side of burnout
Staff are leaving because they’re exhausted. And I don’t mean “after a long day on the tills” tired. I mean ‘can’t-get-my-roster-until-Sunday, no-time-for-lunch, covering-three-roles’ exhausted.
A stretched team isn’t a loyal team. They’re just quietly plotting their escape.

So, what’s the fix?
It’s tempting to throw money at the problem, and yes, pay matters. But it’s rarely the deciding factor in retention. Instead, we need to rebuild the culture of loyalty – one step at a time. Here’s how:

→ Make managers your secret weapon, not your flight risk. Invest in them. Train them. Teach them that empathy isn’t weakness, it’s a retention strategy.

→ Start talking career, not just contracts. Your part-timer could be your next store manager – if you’d only ask them what they want.

→ Flexibility isn’t a perk anymore, it’s a deal-breaker. Rigid rosters are pushing people out and late rosters cause frustration and increase absence. Giving staff plenty of notice and the option to request or swap shifts, can massively improve job satisfaction.

→ Appreciation is free. Use it deliberately, generously, and genuinely.

→ The truth is, loyalty hasn’t vanished, it’s just become a two-way street. Staff will stay, but only if they feel seen, supported, and more than just another head behind a counter.

Because while the world of grocery might be faster, flashier, and more fiercely competitive than ever, the heart of it hasn’t changed.
People still want to feel part of something. They want to belong. And if you get that right? The whole team and subsequently, your whole store will thrive.

For more information call us on 01 814 8747 or email nikki@excelrecruitment.com.

CV tips

How To Write A CV That Secures You An Interview

Posted on | by Excel Recruitment

Nikki Murran offers her expert advice on how to write a CV that actually gets you an interview

Whether you’re looking for something new or eyeing a promotion, your CV is your first chance to impress. But how do you make sure it doesn’t get lost in the recruiter’s inbox? Let’s break down how to write a CV that’ll have them calling you in no time.

1. Start with a strong introduction

Think of your CV summary like the opening lines of a conversation – this is your first impression. You’ve got about 30 seconds to grab attention, so keep it short and punchy. Skip the overused phrases (“I’m a hard-working team player”) and focus on what sets you apart. Highlight your top skills or recent achievements in a few lines.

2. Focus on achievements, not just responsibilities

Anyone can list their job duties, but it’s the results that matter. Instead of saying, “I managed a team,” outline the size and their accomplishments. The more measurable, the better. The goal is to show how you contributed to the company’s success, not just that you showed up.

3. Skills: What makes you stand out

Your skills section should reflect what you bring to the table – both hard and soft skills. Hard skills are technical (Excel, project management software, etc.), while soft skills focus on your people skills (think communication, leadership, and problem-solving). Tailor this section to the job you’re applying for, but don’t be afraid to highlight your unique strengths. If you’re particularly good at handling difficult customers or great at driving store standards, make sure it’s front and centre.

4. Education and training: Don’t underestimate it

Your education matters, but how much you go into detail depends on your experience. For recent grads, the education section should be near the top, with details on your relevant coursework, or standout projects. If you’re further along in your career, it’s fine to list your lead education level and move on – unless you’ve recently completed any professional certifications or courses, in which case, they deserve a mention. Continuous learning shows you’re committed to growing in your career, so don’t hide that.

5. Work experience: Tell your story

Your work experience is the heart of your CV. Instead of just listing job titles and responsibilities, frame each role as a story of growth and impact. Talk about the projects you led, the targets you overcame them, the wins you achieved, and the lessons you learned. Use bullet points for clarity, but keep it focused on the results. Highlight how your past roles make you the right fit. But don’t overdo it – keep it concise and avoid unnecessary details that could distract from your accomplishments.

6. Personal touches: Show a little personality

Yes, your CV should be professional, but a touch of personality can help you stand out. A line or two about your interests or hobbies can give employers a glimpse of who you are beyond the job title. Are you a marathon runner or an avid swimmer? Maybe you volunteer at a local charity? It’s not about fluffing space but giving the recruiter something to remember you by. Just be sure the personal info is appropriate for the job you’re applying for.

7. Formatting: Make it easy on the eyes

A well-organised CV is easier to read and more likely to get a second glance. Keep your layout clean and simple, with clear headings and enough white space to make it look less like a wall of text. Use bullet points to highlight your skills and achievements, but don’t overdo it – less is more. And please, no rainbow-coloured fonts or funky designs.

8. Proofread: Double-check before you hit send

Before you send off your CV, proofread it like a detective hunting for clues. Typos and grammatical errors are a big red flag, so read through your CV multiple times, and ask a friend to take a look. A fresh set of eyes can catch things you might have missed.

9. Make your CV count

Your CV isn’t just a document – it’s your ticket to getting noticed. With the right balance of professionalism and a little personal flair, your CV can be the key to unlocking the interview door. So spend time on your headline, showcase your achievements, and keep things clear and concise.

For more information call us on 01 814 8747 or email nikki@excelrecruitment.com.

Soft Skills

5 Soft Skills That Make Or Break A Grocery Retail Team

Posted on | by Excel Recruitment

Nikki Murran outlines the top soft skills that shape how we interact with others in a retail environment that can in turn make or break a store’s reputation.

I’ve spent years hiring for grocery retailers, and if there’s one thing I’ve learned, it’s this: you can teach someone how to scan a barcode, but you can’t teach them how to care about a customer – at least, not easily.

Soft skills, those non-technical abilities that shape how we interact with others, are the secret ingredient to a successful grocery retail team. They’re the difference between a customer walking out happy and heading straight to Google to leave a scathing one-star review about how “the lad at the checkout was as cheerful as a grim reaper.”

From both my time in retail and recruitment, I’ve seen how the right soft skills can make or break a store’s reputation. And yet, they’re often overlooked in hiring. So, let’s talk about the most crucial soft skills in grocery retail, why they matter, and how to spot them before you bring someone onto your team.

1. The art of customer service skills
Back when I worked in retail, I remember training a new team member—let’s call him John. John was efficient, quick on the till, and got through customers like a machine. The problem? He also had the warmth of a self-checkout kiosk with a malfunctioning card reader. John was great at the technical side of the job but completely lacked customer service skills. And that’s where retailers get caught out. You can train someone on how to use a till or restock shelves, but if they don’t know how to engage with customers, the store’s atmosphere suffers.

How to spot it: Ask candidates about an example where they dealt with a difficult customer. If their response is along the lines of “I told them to take it up with management,” you might want to rethink your choice.

2. The ability to stay cool under pressure
Grocery retail is not for the faint-hearted. The Christmas rush, the unexpected delivery delays, the moment when a queue stretches to the back of the store because the card machines have gone down – it takes a special kind of person to stay calm in these moments. I once had a candidate tell me in an interview that they “don’t really like stressful situations.” I had to politely explain that grocery retail is essentially one long stressful situation with occasional breaks for lunch. You need staff who can handle pressure without melting down. Whether it’s a late delivery or a surprise EHO visit; when the manager is on lunch, having people who can think on their feet and stay composed is critical.

How to spot it: Ask about a time they had to handle a difficult situation under pressure. If they don’t have an answer, they might not be the right fit for the retail team.

3. Teamwork – the gift of getting along
Retail is a team sport. If you’re getting hired in a store, you’ll know that teamwork is more frustrating than having a coworker who mysteriously disappears every time the floor needs mopping or a customer needs help. Good teamwork isn’t just about getting along with colleagues; it’s about pulling your weight and stepping up when needed.

How to spot it: Ask about a time they helped a struggling coworker. If they can’t recall one, it might mean they never did.

4. Resilience – The gift of not taking everything personally
Grocery retail can be a tough gig. You’ll deal with customers who are in bad moods, suppliers who are late, and managers who are under pressure. Sometimes, you’ll get blamed for things that aren’t your fault. I once had a customer yell at me because we ran out of strawberries. (As if I had personally eaten them all.) If you’ve worked in retail, you’ve probably had similar experiences.
Resiliency is key. The best retail employees don’t take bad customer interactions to heart. They shake it off and move on to the next person in line with a fresh smile.

How to spot it: Ask candidates how they handled criticism or a difficult customer interaction. If they say, “I’d probably get annoyed and tell them off,” you’ve got your answer.

5. Initiative – The ability to see a problem and fix it without being told
One of the best employees I ever hired was a young woman who, on her first week, started cleaning behind the tills every time there was a lull. No one had asked her to, she just saw it could do with a clean! That kind of initiative is golden. The best staff aren’t the ones who just do what they’re told; they’re the ones who think ahead and take action when needed.

How to spot it: Ask what they would do if they finished their task early. If their answer is “Wait for someone to tell me what to do,” they might not be the proactive type.

Technical skills can be learned on the floor, but soft skills – customer service, teamwork, resilience, initiative – are what truly make a great retail employee. For more information call us on 01 814 8747 or email nikki@excelrecruitment.com.