Tag: Grocery

Irish Grocery Retail Q! and Q2 market update

Inside Irish Grocery Retail H1 2026

Posted on | by Excel Recruitment

Our Director of Grocery Retail Recruitment, Nikki Murran, featured in the latest edition of ShelfLife Magazine to discuss what the first half of 2026 has told us about Irish grocery retail. Check out what she had to say below!

I’ve just finished reviewing all of our statistics, market data and recruitment figures from the first half of 2026, along with the feedback my team and I have gathered from retailers and candidates across the country. Each quarter we pull everything together to see what the numbers are telling us and, more importantly, whether they match what we’re hearing every day on the ground so I can share this information with our retailers.

There were a few trends that really stood out this time, so I thought I’d use this month’s article to share some of the biggest findings and what they mean for the grocery industry as we head into the second half of the year.

One thing is clear. Grocery retail continues to prove just how resilient it is.

Take-home grocery sales are still growing, online shopping continues to gather pace and inflation has eased to its lowest level since last summer. On paper, that’s encouraging. But dig a little deeper and you can see that shoppers are still being incredibly careful with their money. They’re making more shopping trips, buying a little less each time and looking harder for value.

That’s why retailers can’t afford to become complacent. Availability, promotions, own-label ranges and strong fresh food departments are making the difference. Customers are still spending, but they’re thinking much more carefully before they do.

Big battle

The battle at the top of the market remains fascinating. Dunnes and Tesco are virtually neck and neck, while Lidl continues to gain ground and online grocery has now become a €253 million part of the market. It’s another reminder that retailers are no longer managing just one shopping experience. They have to get both the physical store and online offering right, and neither can come at the expense of the other.

From a recruitment perspective, the market has been just as interesting. The biggest surprise for me has been the increase in senior hiring. We haven’t seen demand like this for experienced store managers, general managers and area managers in well over five years. Retailers aren’t just looking for people to keep the lights on. They’re investing in leaders who can improve commercial performance while building engaged, motivated teams.

Fresh food continues to be the biggest challenge, and that doesn’t look like it’s changing anytime soon. Every week we’re working on roles for deli managers, bakery managers, butchers and fresh food specialists, and the same issue keeps coming up. The best candidates aren’t actively applying for jobs. They’re already employed, they’re valued by their current employer and they’ll only move if the opportunity genuinely improves their career. That’s why businesses that move quickly almost always have the advantage.

What candidates want

One of the biggest changes I’ve noticed over the past couple of years is what candidates actually want.

Salary still matters, of course, and continued increases in the National Minimum Wage (NMW) have pushed expectations higher across almost every level of retail. But pay is no longer the whole conversation. Candidates want flexibility, supportive managers, career progression and a realistic work-life balance. They also want honesty. Telling someone they’re joining a ‘fast-paced environment’ isn’t exactly a unique selling point. Every grocery retailer in Ireland is fast-paced. Tell candidates what genuinely makes your business different instead.

We’re also seeing employers becoming much more deliberate with recruitment. Every hire has to justify itself, and interviews are becoming more thorough. Interestingly though, our own recruitment data shows the average time to hire has fallen from eight weeks to six. That’s not because the market has become easier. It’s because employers have realised that if they hesitate, somebody else will hire the candidate first.

If I had to pick one message from the first half of the year, it would be this: retention is becoming every bit as important as recruitment. Replacing experienced grocery managers is expensive, disruptive and time-consuming. By the time recruitment fees, onboarding, training and lost productivity are factored in, replacing one experienced manager can cost up to 30% of their annual salary. That’s a huge investment compared to retaining someone who’s already performing well.

Looking ahead

Looking ahead, I don’t see the second half of 2026 bringing any dramatic changes. Value will continue to drive customer behaviour, fresh food will remain one of the biggest competitive advantages retailers have, online shopping will keep growing and experienced leaders will continue to be in demand.

The retailers that will come out strongest won’t necessarily be the ones paying the highest salaries. They’ll be the businesses investing in good leadership, creating positive cultures, giving people genuine opportunities to progress and making decisions quickly when great talent becomes available.

After spending the last six months speaking with retailers and candidates across the country, that’s probably the biggest takeaway of all. Grocery retail has always been a people business, and despite everything that’s changing around it, that still hasn’t changed one bit.

What Sets Great Retailers Apart?

What Sets Great Retailers Apart? Lessons from Ireland’s Top Grocery Leaders

Posted on | by Excel Recruitment

Nikki Murran, Director of Grocery Retail Recruitment, reflects on how judging the recent Grocery Management Awards was a reminder of just how much talent exists across Irish grocery retail, and discusses the people, passion and customer focus that set leading retailers apart.

Listening to some of the country’s top retailers speak about their stores, teams and communities was genuinely inspiring. Across every category, from convenience and forecourt to supermarket and discount retail, one thing became very clear: the best store managers are rarely successful by accident. It also raised an interesting question. What is it that separates good retailers from exceptional ones? What common traits appear again and again among the very best operators in the country?

Future Leaders

While every retailer had their own personality and management style, several characteristics consistently stood out. For employers trying to identify future leaders, these are the qualities worth watching for. The first, and probably most important, is that great retailers are obsessed with people. They are obsessed in a real and authentic sense. The strongest store managers are invested in the people around them. They care about their teams, they want to see people develop and create environments where staff feel supported and valued. As a result, they get buy-in. Teams work harder for managers who care about them. The best retailers understand that strong cultures create stronger stores. They know happy, engaged teams tend to deliver better standards, better customer experiences and ultimately better commercial performance. That same focus extends beyond their own staff. Top retailers are deeply connected to their customers and communities. They listen, they notice trends and they understand what their customers want from their local store. They also build relationships naturally, whether that’s with suppliers, neighbouring businesses or regular shoppers who call in everyday. At its core, grocery retail is still very much a people business.

Belief

Another trait that consistently stood out was belief. The strongest store managers believe in their store, their team and their brand. They take pride in what their business represents locally, and they see their stores as more than simply a place to sell groceries. That confidence matters. You can feel it when you walk into well-run stores. Standards are high because expectations are high. Teams buy into the culture because management buy into it first.

Community Involvement 

Community involvement was another major common denominator. Nearly every top-performing retailer spoke passionately about their local area and the importance of giving something back. Whether it’s sponsoring local sports teams, supporting school raffles, organising charity events or simply helping local causes, the best retailers understand the value of community connection. They never take customer loyalty for granted. Regardless of whether it’s a convenience shop, a supermarket or a discount retailer, the strongest store managers position themselves as part of the local community. Customers know them, trust them and associate them with the store itself.

Passion

Passion was another recurring theme. The best retailers still genuinely love the industry. They are passionate about developing people, passionate about fresh food and passionate about delivering consistency and high standards every single day. You can hear it when they speak. Their enthusiasm lifts their teams and creates positive cultures within their stores. Retail can be demanding and fast-paced, but the strongest operators still speak about it with energy and pride.

Customer Service

And finally, there is customer service. While people and relationships are central to great retailing, the customer remains at the centre of every decision strong store managers make. For the best retailers, customer service is not a KPI or a department. It is the foundation of the business. Every decision, from staffing levels to store presentation, is made with the customer experience in mind. In a market where customers have more choice than ever, consistency and service are often what keep people coming back. And perhaps that is the real takeaway from meeting some of the country’s best retailers. Exceptional store managers are not just operationally strong. They lead with people, belief, passion, community and customer focus. The commercial results usually follow.

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”.

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 [email protected].

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 [email protected].

Bridging the gender pay in grocery retail

Bridging The Gender Gap in Grocery Retail Leadership

Posted on | by Excel Recruitment

I grew up in retail—stacking shelves, working the tills, and doing everything in between before eventually making my way up to senior management. If you’ve worked in retail, you know it’s not for the faint-hearted. It’s fast-paced, unpredictable, and comes with a side of unique customers.

However, one thing is certain: grocery retail wouldn’t function without hardworking, engaged employees. 

And guess what? Studies have shown that women are more engaged than men in nearly every role below senior leadership. They’re often the ones driving store culture, keeping teams motivated, and ensuring that everything—from fresh produce to payroll—gets sorted. But something weird happens when women move up the ladder: their engagement starts to drop. Meanwhile, men’s engagement increases. 

Now, why is that? Well, for starters, leadership roles can feel isolating. Women often don’t get the same level of support, recognition, or opportunities as their male counterparts.

A 2022 McKinsey & Lean In report found that for every 100 men promoted to management, only 87 women move up with them. And in frontline retail, where leadership pipelines are critical, the gap is even wider. 

The reality of retail’s gender gap

The gender pay gap isn’t doing us any favours either. In Ireland, women earn, on average, 12.6% less than men. Even in an industry where women make up a significant portion of the workforce, they’re still underrepresented in leadership roles and underpaid when they get there. 

And then there’s the “double shift”—the fact that many women in senior roles are still handling the majority of household and childcare responsibilities. According to Eurostat women in Ireland spend nearly 13 more hours per week on unpaid domestic work than men. So, when long, unpredictable hours come into play (hello, Christmas trading madness), women often have to make tough decisions about career progression versus family life. 

The leadership ‘Engagement cliff’

Women tend to start their careers in retail with high engagement, and they bring that energy into middle management. But when they hit senior roles, the support system thins out. Research suggests that this drop-off happens because senior women often feel unheard, undervalued, or excluded from decision-making. 

There’s also the pressure to conform to leadership styles that don’t always align with how women naturally lead. While men are often praised for being decisive and assertive, women in leadership can face criticism for the same traits. A Harvard Business Review study found that women in executive roles receive less actionable feedback and are more likely to be judged on personality rather than performance. So, in other words, “you’re too nice” or “you’re too tough” are actual career blockers. 

And let’s not forget the invisible workload: the expectation that women in leadership will also take on extra emotional labour—mentoring junior employees, driving diversity initiatives, or being the “approachable” manager. All of this adds up, and it’s no surprise that many women leave senior roles sooner than men. 

What can retailers do to fix this?

The good news? There are practical steps grocery retailers can take to stop this talent drain and keep their best leaders engaged: 

Flexible work arrangements – Job sharing, hybrid options, and predictable scheduling can help women balance leadership with life. This isn’t about “special treatment” but about removing unnecessary barriers to retention. 

Pay transparency and equity audits – If men and women are doing the same job, they should be paid the same. Full stop. Retailers should proactively review salary structures to close any hidden gaps. 

Mentorship and sponsorship programs – Mentorship is great, but women also need sponsors—senior leaders who actively advocate for their promotions, not just offer “advice” over coffee. 

Leadership training that works for women – Traditional leadership programs tend to be built around outdated ideas of authority. More inclusive training can help women lead authentically without feeling like they have to mimic outdated leadership styles. 

At the end of the day, retail is a people business, and if we want to keep our best talent engaged—especially women in leadership—we need to make real changes. The numbers don’t lie: women bring high levels of engagement, strong leadership, and invaluable experience to the table. But if the system is set up in a way that causes them to burn out, disengage, or leave, then retailers are only hurting themselves. Closing the gender gap isn’t just the right thing to do—it’s a smart business move. More diverse leadership leads to better decision-making, stronger teams, and ultimately, better-performing stores. Because when women thrive in leadership, everyone benefits—including the bottom line. 

Retail Career Pathways

Building Career Pathways In Retail

Posted on | by Excel Recruitment

In the dynamic world of retail standing out as an employer means more than just offering competitive pay

Firstly, show your team that there’s room to grow, from that first day on the shop floor they can see the possibility to become a store or even regional manager. More and more we hear from candidates why clear career paths matter and from clients how they can transform your business. Not all employees can be store manager in your store – but by discussing their ultimate goals and short term options you can work together to really motivate them, get the best out of them and ultimately support them in their long-term goals.

A real-life example

Last week, I received a call from a candidate I had placed with a retailer eight years ago as a trainee manager. During her first year, the retailer sat down with her to discuss her long-term goals. At the time, she mentioned she was beginning to explore opportunities outside retail because she felt somewhat aimless. Together, she and the retailer explore various options and eventually identified her passion for training. Over the next year, the retailer gave her small training tasks, such as mentoring new starters and rolling out minor updates to the team. The following year, she was tasked with compiling a training manual for new staff, alongside taking on a new role as a department manager. In her third year, the retailer supported her pursuing a diploma in training and appointed her as the store’s trainer. She became responsible for everything from induction sessions to manual handling and HACCP (Hazard Analysis & Critical Control Point) training. After six years with the store, the retailer recommended her for a group training role with their parent company. This case study highlights the transformative impact of a little investment and guidance from the retailer. Not only did it shape her career, but it boosted her productivity and extended her tenure with the company from what might have just been one year to six impactful years.

Why career progression is a game-changer

Retail can sometimes be seen as a stop-gap industry – where you fill your years in education – waiting for your ‘real’ career to kick off. But that couldn’t be further from the truth. When employees see a clear path ahead, they’re more engaged, stick around longer, and are motivated to climb the ladder. Plus, promoting from within boosts morale and saves on hiring costs.

Steps to create clear career paths

So, how can retailers ensure that their employees see retail as a viable option? As a career where they can grow and progress?

1. Share your stories

Most retailers I know started their career on the shop floor or till and worked their way up. There is nothing more inspiring than hearing these success stories from your manager, seeing real-life examples can help new employees picture their future within your store. Why not make these stories part of your hiring process by sharing them during the interview stage? It can double as a great hiring tool as well as motivational tool.

2. Map out the journey

Show your team the steps from entry level roles to management. For example, starting as a cashier, moving to shift supervisor, then assistant manager, and finally store manager. Lay out the skills and experience needed for each role so everyone knows what’s expected in order to progress. Laying this out in black and white makes it feel more attainable to staff.

3. Invest in training

Equip your staff with the tools they need to succeed. Offer training in areas like customer service, leadership, and inventory management. Whether its on the job training, online courses, or workshops, make learning accessible. Additional training is a double win – not only do staff feel that you are investing in them, but you also have a more skilled workforce in your store.

4. Promote from within

Show your team that hard work pays off. Regularly review performance, identify rising stars, and give them opportunities to take on more responsibility. This could be through temporary leadership roles or special projects. Not every employee needs a salary or title bump at every review. But, giving employees a little extra responsibility, a small section to take ownership of, or a project to oversee can make them feel empowered and valued.

5. Mentorship matters

Pair up newcomers with seasoned staff who can offer guidance and share their experiences. A mentor who started in an entry level position and moved up can be a powerful motivator.

6. Celebrate success

Recognise and reward achievements, whether it’s completing a training program or earning a promotion. Public shout outs, bonuses, or other incentives can go a long way in keeping morale high. One of my clients walks the shop floor with ‘free lunch’ vouchers in his pocket and anytime he sees a staff member working hard, offering great customer service, or has their section in great shape he hands out the vouchers. He has seen a huge boost in not only performance but staff morale since he started this initiative.

7. Personalise career paths

Not everyone wants to follow the same path. Some might aim for management, while others prefer specialised roles. Have regular check ins to understand individual goals and tailor development plans accordingly. Think outside the box where you can – not everyone wants to end up as store manager – perhaps some of your staff would like to end up in retail HR, food safety champion or retail/deli chef – all paths that you can help them work towards within your store.

For more information call us on 01 814 8747 or email [email protected].

Grocery Retail Salary Guide 2025

Navigating the Irish Grocery Retail Landscape in 2025

Posted on | by Excel Recruitment

Each year at Excel Recruitment, we conduct a comprehensive, industry-wide survey to gauge market trends for the coming year. This year, we are excited to share the findings from our 2025 salary guide, which reflect the anticipated impacts of the most recent National Minimum Wage increase. This year’s survey revealed several noteworthy insights. The Irish grocery retail sector is undergoing significant transformation as it heads into 2025. Amid rising operational costs and fierce competition, the industry remains resilient, with a clear focus on fresh food offerings, talent acquisition, and adaptability. Below outlines the key salary trends, challenges, and emerging priorities that are likely to shape this evolving landscape in the year ahead.

Key Trends Shaping the Industry:

1. Investment in Fresh Food and Talent

Fresh Food sections have emerged as the cornerstone of many retailers’ strategies, aiming to enhance margins and attract discerning customers. The guide highlights a 20% increase in fresh food roles during late 2024, underscoring the industry’s commitment to innovation and quality. Retailers are hiring chefs for the first time, as well as prioritising bakers and butchers, to elevate their offerings. Despite a tight labour market, these roles remain a top priority, reflecting their importance in delivering competitive advantages.

2. Flexibility as a Priority

Flexibility continues to drive employee attraction and retention. Since 2019, 60% of retailers have adjusted contract hours to cater to candidates seeking improved work-life balance. For job seekers, flexibility is crucial, with 25% ranking it as their top consideration when exploring career opportunities.

3. Diversity, Inclusion and Employer Branding

Irish retailers are placing greater emphasis on diversity and inclusion during recruitment, recognising the benefits of a workforce that mirrors their customer base. Employer branding has become a key differentiator in a competitive labour market, with companies leveraging their culture and values to attract top talent. Advanced tools like AI and data analytics are also being employed to enhance recruitment processes and broaden the candidate pool.

4. Rising Operational Costs

The sector faces ongoing challenges from increasing costs. A 6.3% rise in the national minimum wage (now €13.50) is having a cascading effect on wage structures. Additional regulatory pressures, such as pension auto-enrolment and expanded sick leave benefits, are further straining margins. Retailers are also contending with higher costs associated with combating theft and anti-social behaviour, necessitating increased investment in security measures.

Salary Trends Across the Sector:

The 2025 salary guide provides an in-depth look at compensation across roles, from entry-level positions to senior management, highlighting notable trends across store formats:

Store Managers in smaller supermarkets earn between €45,000-€60,000 annually, while those in large supermarkets command €70,000-€120,000, depending on experience. Fresh food managers in larger supermarkets earn €38,000-€48,000, reflecting the heightened focus on premium offerings in this area. Specialist roles such as bakers and butchers earn €16.00-€17.50 per hour, with managerial roles in these specialities reaching up to €45,000 annually. These positions are vital for differentiation and customer satisfaction. Hourly wage roles, including sales assistants and deli supervisors, also show adjustments, with pay ranging from €14.00 to €16.50 per hour based on experience.

Challenges and Opportunities:

Navigating wage increases – Since 2020, the minimum wage has risen by 32%, significantly impacting retailers’ operational costs. While these increases aim to improve employee welfare, the compel business to re-evaluate their overall compensation strategies to maintain competitiveness.

Enhancing the employee experience – Transparency and comprehensive benefit offerings are becoming increasingly important during recruitment. Employees are more likely to accept roles when provided with clear information on compensation and benefits. Retailers that prioritise work-life balance and flexibility will be better positioned to attract and retain talent.

Technological integration – the growing use of AI and other technological advancements is revolutionising recruitment. These tools allow companies to target suitable candidates more effectively, optimising hiring processes and ensuring alignment with the sectors broader focus on innovation and sustainability.

Combatting retail crime – rising theft and anti-social behaviour are forcing retailers to allocate significant resources to security. While these measures are essential for safeguarding employees and customers, they add to the industry’s financial burdens.

Future Outlook:

Despite these challenges, the Irish grocery retail sector remains optimistic about 2025. Investments in fresh food, talent and innovation are expected to bolster customer loyalty even as costs continue to rise. Retailers’ focus on sustainability and aligning with consumer preferences ensures a competitive edge in the market. Moreover, technology and commitment to diversity and flexibility highlight the industry’s forward-thinking approach to workforce management. Those who adapt to these trends will likely emerge stronger, even in a tight labour market.

For those interested in a full copy of this year’s salary guide click here

C-Store Awards 2024 Shortlist

2024 C-Store Awards Shortlist

Posted on | by Excel Recruitment

We are excited to reveal the shortlisted nominees for the 2024 Shelflife C-Store Awards!

The ShelfLife C-Store Awards are now in their 23rd year and Excel Recruitment is proud to be a sponsor of such a prestigious event within the convenience retail sector. As usual, the standard of entries is exceptionally high, showcasing the talent, creativity and diligence within convenience retail industry.

This year’s C-Store Awards ceremony takes place on the 21st of November at the Royal Marine Hotel. Congratulations to all of this year’s nominee’s we wish you all the very best of luck.

Check out the list of shortlisted nominees below:

 

Best Forecourt Retailer 2024 (Small) – Sponsored by PCS

Aherne’s Londis, Brittas Road Services, Brittas Road, Thurles, Tipperary

Wallaces Costcutter, Wellingtonbridge Retail Centre, Maudlintown, Wellingtonbridge, Wexford

Applegreen Service Station, Merrion Road, Booterstown, Dublin 4

Daybreak Broomfield, N2 Broomfield, Castleblayney, Monaghan

Nearby Castleblayney, Monaghan Road, Castleblayney, Co Monaghan

Mangans Centra/Texaco Service Station, Dublin Road, Edenderry, Offaly

Clarkes Londis, Oriel, Dublin Road, Dundalk, Louth

Reidy’s Centra, Corgrig, Foynes, Limerick

XL Cloghan Service Station, Ferbane Road, Cloghan, Offaly

Spar Corrib Oil Parkway, Dublin Road, Singland, Limerick

Maxol Killeens, New Line Road, Killeens, Wexford

Costcutter Bansha, Costcutter Bridge Supermarket, Barrack Street, Bansha, Tipperary

Gala Mcguires Of Rosskey, Dromod Road, Knockmacroy, Rooskey, Leitrim

Applegreen Gala, Rakeelean, Ballyconnell, Cavan

 

Best Forecourt Retailer 2024 (Large) – Sponsored by PCS

Skellys TOP/Mace, Virginia Road, Ballyjamesduff, Cavan

Maxol Ballincollig, Main Street, Ballincollig, Cork

Texaco/Centra Pelco, Unit 15C Corporate Park, Ballycoolin, Blanchardstown, Dublin 15

Corrib Oil/SPAR, John Joe Sheehy Road, Cloonalour, Tralee, Kerry

SPAR Bradys, Coolquay, The Ward, Dublin

Lee’s Centra/Applegreen, Garranmore, Pallasgreen, Limerick

Caseys Londis, Caseys Retail Group, New Westport Road, Castlebar, Mayo

O’Briens Costcutter Service Station, Bandon Road Junction, Bishopstown, Cork

Cosgroves Centra Mountain Top, Letterkenny, Donegal

Maxol Filling Station, Dublin Road, Dundalk, Louth

Costcutter N20 Mallow Plaza, Limerick Road, Cork

Donnellans Centra, Loughville, Lahinch Road, Ennis, Clare

Applegreen Enfield West, M4 Enfield Westbound Kilmore, Enfield, Meath

Applegreen Ballymount, M50 Service Area, Ballymount, Dublin 12

 

Best C-Store 2024 (Mini) – Sponsored by Cuisine de France, National Lottery, and Cheez-It

Centra Central Park, Block P Central Park, Leopardstown, Dublin 18

Londis Aughrim, Main Street, Aughrim, Wicklow

Mace Ballycahill, Moneydass, Thurles, Tipperary

Mace Clongriffin, Marrsfield, Clongriffin, Dublin 13

O’Reillys Mace, Strand Road, Laytown, Meath

Mace Beaumont, 12/12a Shantalla Road, Beaumont, Dublin 9

 

Best C-Store 2024 (Small) – Sponsored by Cuisine de France, National Lottery, and Cheez-It

Brodigan’s Londis, Quay Street, Dundalk, Louth

Spar Parkwest, Parkwest Business Plaza, Clondalkin, Dublin 22

Gala Keel, Keel East, Keel, Mayo

Mace, Thomas Street, Limerick

XL New Inn, Ballinasloe, Galway

Mace Sandymount, 24 Sandymount Green, Dublin 4

Daybreak Dungarvan, Youghal Road, Dungarvan, Waterford

 

Best C-Store 2024 (Medium) – Sponsored by Cuisine de France, National Lottery & Cheez-It

SPAR Clancy Quay, The Watchtower, Clancy Quay, Island Bridge, Dublin 8

Londis DCU, DCU, Glasnevin, The Hub, Whitehall, Dublin 9

Scully’s XL, Main Street, Daingean, Offaly

Spar Corrib Oil, 8 Market Street, Listowel, Kerry

Mace, Whitefield Hall, Bettystown, Meath

SPAR Donacarney, Donacarney Village Square, Donacarney, Meath

SPAR Little Island, Eastgate Business Park, Little Island, Cork

O’Reilly’s Centra, 33/35 Johnstown Road, Cabinteely, Dublin

 

Best C-Store 2024 (Large) – Sponsored by Cuisine de France, National Lottery & Cheez-It

SPAR Carpenterstown, Castleknock, Dublin 15

Londis Castleknock, Phoenix Park Way, Phoenix Park Racecourse, Dublin 15

Dillon’s Londis, Fethard-on-Sea, Hook Head, Wexford

Broderick’s SPAR, Main Street, Croom, Co. Limerick

 

Best Food to Go Retailer 2024  – Sponsored by Cuisine de France

Caseys Londis, Caseys Retail Group, New Westport Road, Castlebar, Mayo

Broderick’s SPAR, Main Street, Croom, Limerick

SPAR Clancy Quay, Island Bridge, Dublin 8

MACE Thomas Street, Limerick

Donnellans Centra, Loughville, Ennis, Clare

Applegreen Enfield West, M4 Enfield Westbound Kilmore, Enfield, Meath

Wallaces Costcutter, Wellingtonbridge, Wexford

SPAR Little Island, Eastgate Business Park, Little Island, Cork

Applegreen Ballymount, M50 Service Area, M50 Business Park, Ballymount, Dublin 12

Spar Junction 14, Mayfield, Monasterevin, Kildare

Daybreak Dungarvan, Youghal Road, Dungarvan, Waterford

Texaco/Centra Pelco, Unit 15C Corporate Park, Ballycoolin, Blanchardstown, Dublin 15

Londis Castleknock, Phoenix Park Way, Phoenix Park Racecourse, Castleknock, Dublin 15

Mangans Centra/Texaco Service Station, Dublin Road, Edenderry, Offaly

O’Briens Service Station Costcutter, Bandon Road Junction, Bishopstown, Cork

 

Best Impulse Offering 2024  – Sponsored by Excel Recruitment

Daybreak Dungarvan, Youghal Road, Dungarvan, Waterford

Texaco/Centra Pelco, Unit 15C Corporate Park, Ballycoolin, Blanchardstown, Dublin 15

Londis DCU, DCU, Glasnevin, The Hub, Whitehall, Dublin 9

Spar Little Island, Eastgate Business Park, Little Island, Cork

Daybreak Edgeworthstown, Longford Road, Edgeworthstown, Longford

Spar, The Galway Plaza, Carrowkeel, Kiltullagh, Athenry, Galway

Daybreak Broomfield, N2 Broomfield, Castleblayney, Monaghan

Spar Junction 14, Mayfield, Monasterevin, Kildare

Londis St. James Hospital, The Concourse, St. James Hospital, Dublin 8

Mace Sandymount, 24 Sandymount Green, Dublin 4

Reidy’s Centra, Corgrig, Foynes, Limerick

 

Customer Service 2024 – Sponsored by Smart Bits

Mace Bettystown, Whitefield Hall, Bettystown, Meath

O’Reillys Mace, Strand Road, Laytown, Meath

XL New Inn, New Inn, Ballinasloe, Galway

Dempsey’s Gala, 1 Patrick Street, Portarlington, Laois

Gala Keel, Keel East, Keel, Mayo

Mace Sandymount 24 Sandymount Green, Dublin 4

Centra Central Park, Block P Central Park Leopardstown, Dublin 18

O’Briens Costcutter Service Station, Bandon Road Junction, Bishopstown, Cork

Londis Aughrim, Main Street, Aughrim, Wicklow

Spar Donacarney, Donacarney Village Square, Colpe Road, Donacarney, Meath

Mace Beaumont, 12/12a Shantalla Road, Beaumont, Dublin 9

Reidy’s Centra, Corgrig, Foynes, Limerick

 

Best Fresh & Chilled Department 2024 – Sponsored by Invest NI

SPAR Rathcoole, Main Street, Rathcoole, Dublin

Centra Central Park, Block P Central Park, Leopardstown, Dublin 18

O’Briens Costcutter Service Station, Bandon Road Junction, Bishopstown, Cork

Caseys Londis Caseys Retail Group, New Westport Road, Castlebar, Mayo

Talty Stores (Mace), Lissycasey, Ennis, Clare

Cosgroves Centra, Mountain Top, Letterkenny, Donegal

Reidy’s Centra, Corgrig, Foynes, Limerick

Broderick’s SPAR, Main Street, Croom, Co. Limerick

Spar/Corrib Oil, John Joe Sheehy Road, Cloonalour, Tralee, Kerry

Applegreen Service Station, Merrion Road, Booterstown, Dublin 4

Spar Little Island, Eastgate Business Park, Little Island, Cork

Applegreen Ballymount, M50 Service Area, M50 Business Park, Ballymount, Dublin 12

 

Best Off-Licence Retailer 2024 – Sponsored by Salescare/Toshiba

Caseys Londis Ballina, Circular Road, Ballina, Mayo

Costcutter Dunmanway, Market Square Town Centre, Dunamanway, Cork West

O’Reilly’s Centra, 33/35 Johnstown Road, Cabinteely, Dublin

Spar/Corrib Oil, Market Street, Listowel, Kerry

Mangans Centra/Texaco Service Station, Dublin Road, Edenderry, Offaly

Talty Stores Ltd (Mace), Lissycasey, Clare

Cosgroves Centra, Mountain Top, Letterkenny, Donegal

Reidy’s Centra, Corgrig, Foynes, Limerick

Broderick’s SPAR, Main Street, Croom, Limerick

Londis Castleknock, Phoenix Park Way, Phoenix Park Racecourse, Castleknock, Dublin 15

 

Best News Department 2024 – Sponsored By EM News

Londis Mater Hospital, Level 1, The Mater Hospital, Eccles Street Dublin 17

Londis KCR, Terenure Road West, Dublin 6W

XL Eyre Square, XL, 112 Eyre Square Shopping Centre, Eyre Square, Galway

Scully’s XL, Main Street. Daingean, Offaly

Bradys at Coolquay, Spar, Coolquay, The Ward, Dublin

Nearby Castleblayney, Monaghan Road, Castleblayney, Monaghan

Londis St. James Hospital, The Concourse, St. James Hospital, Dublin 8

Londis Aughrim, Main Street, Aughrim, Wicklow

Broderick’s SPAR, Main Street, Croom, Limerick

Lee’s Centra/Applegreen, Garranmore, Pallasgreen, Limerick

Skellys TOP/ MACE, Ballyjamesduff, Co Cavan

 

Best New C-Store Concept/Offering 2024 – Sponsored by Stocktaking.ie powered by RGIS

Lee’s Centra/Applegreen, Garranmore, Pallasgreen, Limerick

O’Briens Costcutter Service Station, Bandon Road Junction, Bishopstown, Cork

Londis Castleknock, Park Way, Phoenix Park Racecourse, Castleknock, Dublin 15

Applegreen Ballymount, M50 Service Area, M50 Business Park, Ballymount, Dublin 12

Spar Donacarney, Donacarney Village Square, Colpe Road, Donacarney, Meath

Mace Beaumont, 12/122a Shantalla Road, Beaumont, Dublin 9

 

Cuisine de France Best Bakery Section 2024

SPAR Merrion Row

SPAR Carpenterstown

SPAR Longwood

 

Best Staff Development Award 2024 – Sponsored by Bank of Ireland

Lee’s Centra/Circle K Caherconlish, Limerick

Casey’s Londis, Balla, Mayo

Applegreen M4 Enfield, Meath

Lee’s Centra, Pallasgreen, Limerick

Daybreak Dungarvan Co. Waterford

Lee’s Centra/Circle K, Limerick Road, Charleville, Cork

Lee’s Centra/Circle K Caherconlish, Limerick

 

National Lottery Store of the Year 2024

Hoey’s Spar, Moorfield Shopping Centre, Newbridge, Kildare

Nearby Johnstown Shopping Centre, Navan, Meath

Bergin’s Food Fair, Clonmel, Tipperary

Broderick’s Spar, Main Street, Croom, Limerick

Texaco S/S, Bunclody, Wexford

 

Best Community Initiative 2024 – Sponsored by Payzone

Nearby Creeslough, Letterkenny, Donegal

Lee’s Centra/Circle K, Limerick Roadd, Charleville, Cork

Nearby Castleblayney, Monaghan

Doughty’s Mace, Wilkinstown, Navan, Meath

Maxol Dublin Road, Mullagharlin, Dundalk, Louth

Lee’s Centra, Pallasgreen, Limerick

Daybreak Dungarvan, Waterford

Spar, The Crescent, Mulhuddart, Dublin 15

O’Donnells Mace, Crolly Service Station, Donegal

 

Best Protein Section 2024 – Sponsored by Fulfil

Costcutter, N20 Mallow Plaza, Limerick Road, Cork

Mangans Centra/Texaco, Edenderry, Offaly

Londis DCU, DCU Glasnevin, Whitehall, Dublin 9

Centra Central Park, Leopardstown Dublin 18

Centra, 121/122 Capel Street, Dublin 1

Applegreen, M4 Enfield Westbound Kilmore, Enfield, Meath

Spar Bradys at Coolquay, Coolquay, The Ward, Dublin

Spar/Corrib Oil, John Joe Sheehy Road, Cloonalour, Tralee, Kerry

 

Best New Food & Drink Start-Up Award 2024 – Sponsored by Centra

Fierce Mild Non-Alc

Blynk+

 

Best Product 2024 – Sponsored by XL

Deep River Rock

Lost Mary

Cadbury Dairy Milk

Fulfil

Lucozade

Coca Cola

Tayto

Monster

Red Bull

Insomnia

 

Retail Technology Supplier 2024 – Sponsored by Maxol

Almotech

CBE

Kelsius

Leaders

CashGuard

Payzone

PCS

QuestZone

Retail Solutions

Station Master

 

New C-Store Product Launch 2024 – Sponsored by Spar

Chef Spice Bag Ketchup

O’Haras Baker 51 Range

Liquid Death

GetPro

Fit Foods High Protein Pudding

Tayto Mighty Munch

Doritos Flamin’ Hot

Lucozade Celsius

Cheez-It

Avonmore Vitamin & More

 

Best C-Store Wine 2024 – Sponsored by Barry Group/Costcutter/Carry Out

19 Crimes

Campo Viejo

Santa Rita

Dada

Castillero del Diablo

Barefoot

Yellow Tail

Oyster Bay

McGuigan

Blossom Hill

 

Best Supplier 2024 – Sponsored by Gala

Mondelez

Britvic

Suntory

Coca Cola HBC

Aryzta

Tayto Snacks

JTI

Richmond Marketing

Heineken

Aurivo

 

Marketing Campaign 2024 – Sponsored by Mace

Cuisine de France

Tayto

National Lottery

Nordic Spirit

Pepsi

Cadbury

Lucozade

Coca Cola

Guinness 0.0

Propercorn

 

Best Sustainability/Environment Brand 2024 – Sponsored by Nearby

Zeus Packaging

O’Donnells

Coca Cola HBC

Tirlan

Bewleys

Britvic

Deli-Lites

John Player

Nestle

Bunzl

ShelfLife - 30 years of retail recruitment

30 Years of Retail Recruitment

Posted on | by Excel Recruitment

In honour of Shelflife’s 30th year milestone this month our Director of Grocery Retail Recruitment, Nikki Murran, thought it would be fun to reflect on the changes in recruitment over the last three decades.   

When our founder Barry Whelan started recruiting, we had a fax machine, recruiters smoked at their desks and everyone wore a full suit every day, there was no zoom calls, every interview was in person and What’sApp didn’t exist!  

The evolution of technology has obviously had some of the biggest impacts on how we recruit, from how we advertise, how candidates apply and how candidates are referenced to how we communicate between candidates and employers. But there has also been a shift of focus to include soft skills, a heightened awareness on diversity and inclusion, the emergence of employer banding and of course remote working has been added to the mix. 

The market has flipped several times over the last 30 years. If you look back to 1994, the year of Shelflife’s first publication, unemployment was nearly 15%, so jobs were in short supply, with an abundance of candidates on the market. Some notable retailers of the day would have included Crazy Prices, Quinnsworth, St Bernard’s Dunnes Stores and Superquinn. Notably Aldi and Lidl had not yet joined the market.  

By 2001 the unemployment rate has drop as low as 4% where is would stay for the next number of years while Ireland experienced the Celtic Tiger Era. Similar to today’s market, candidates where scarce and many turned away from jobs in the retail sector. Until 2009. By 2009 Ireland was experiencing a recession and unemployment was back to 12% and continued to stay at this level over the following 8 years, peaking in 2013 at nearly 14%. During this era, it was a client driven market with employers once again having ample candidates available for every open job. The last ten years has seen a steady decline in unemployment, bringing us back to today – near perfect unemployment and retailers again shouting out for talent to remain in the industry!  

30 years ago, retailers looking to attract candidates would place an ad in the Irish Independent – on a Thursday – which included an address you could post your CV to and a landline number for more information.  Today we have a multitude of professional online job board forums, as well as a dedicated social media platform in LinkedIn. Mind you, the old process of an “apply within” sign is still holding firm! I guess some things don’t change after all.  Radio Ads also went through a phase in the early 2000’s but later died out too.  

One of the more amusing trends I have noticed over the last decade is how candidates present themselves for interview.  As recent as 10 years ago, every candidate wore a full suit, and every man wore a tie to an interview. This was a given, even for trainee managers or apprentice butchers and bakers coming straight from school – they borrowed a suit if they didn’t have one. Today, more and more candidates show up in much more casual attire – sometimes too casual. Fashion retailers no longer wear suits, but dress to match the brand they represent, junior candidates believe a pair of jeans and their best runners is a full effort and whilst some still wear suits, it appears ties are mostly a thing of the past!  

Over the last 15 years, as the unemployment figures have come down, candidate’s behaviours have shifted substantially, nearly directly in line with the unemployment trend. The market is now full of passive candidates, rather than active. With the emergence of CV databases like Indeed and LinkedIn, increasing numbers of candidates have an expectation of being approached or headhunted, rather than compiling a CV and submitting it. With the acceptance of online interviewing, there is now a reluctance to travel too far for interviews. Whereas go back even 12 years and I don’t ever recall a candidate refusing to come to Dublin to meet me, weather they were travelling from Donegal or Cork, regardless if the job was for Deli Supervisor or Store Manager, they came, no questions asked. 

There has also been more unsavoury candidate behaviour – many retailers have plenty of stories of no-show interviews, counter offered candidates and new starters leaving after a week. At the risk of sounding old, these things didn’t happen when I worked in retail – or certainly not to the extent of today’s candidates. It’s hard to know if it’s an era thing or reflective of today’s economy or perhaps both?  

I’ve enjoyed watching the changes by clients over the years as they have moved from a wish lists for potential candidates which included all hard skills to a much broader wish lists, which now, nearly always, include softer skills. Most roles I had registered when I started recruitment cited things like – experience with store ordering, stock takes, floor standards, newspaper returns etc. Now, skills such as having an ability to lead people, bring their team in on the journey and increase customer engagement are much higher on the priority list. The best retailers have gone from being excellent managers to outstanding leaders instead.  

And finally – formality – the whole level of formality has changed – we have gone from cover letters addressed to “Dear Sir” 30 years ago, to today’s world of Text and What’sApps!  

I wonder what the next 30 years will look like!  

For more information call us on 01 814 8747 or email [email protected]. You can view all of our live jobs here.