Tag: retail

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.

The Talent You Can’t Replace

Posted on | by Excel Recruitment

Nikki Murran discusses why fresh food roles are the new gold dust.

Walk into any well-performing supermarket and you’ll see it straight away. The queue at the deli. The theatre at the butcher counter. The smell of fresh bread pulling customers across the shop floor.

Fresh food isn’t just part of the offer anymore. It is the offer. And yet, behind the scenes, there’s a growing problem that many retailers are only now starting to fully feel… the talent behind those counters is becoming harder and harder to find.

The candidates everyone wants… and few can find candidates for

Over the past 24 months, we’ve seen a clear shift in hiring demand. Butchers, bakers, deli managers, and in-store chefs are now some of the most requested roles across the grocery sector.

The challenge? The talent pool hasn’t grown with that demand. In fact, in many cases, it’s shrinking. Fewer young people are entering traditional trades like butchery and bakery.

Experienced professionals are being pulled between retailers, some are leaving the industry entirely for roles with more predictable hours.

The result is a very simple supply and demand issue. More jobs. Fewer qualified people. And increasing pressure on stores trying to maintain standards.

When one person makes all the difference

We often talk about “headcount” in retail, but fresh food roles don’t behave like standard hires.

A strong shop floor assistant is important. A great butcher or deli manager is transformational.

They:

→ Drive sales through product knowledge and upselling

→ Maintain standards that directly impact margin and waste

→ Build relationships with regular customers

→ Bring energy and personality to the store

Take that person out of the business, and the impact is immediate. Standards slip. Sales dip. The customer experience changes overnight.

The cost of getting it wrong

There’s a tendency to treat fresh food hiring like any other vacancy. Advertise, interview, fill the gap.

But the reality is, a poor hire in these roles costs far more than a temporary vacancy.

→ Waste increases due to poor prep and stock management

→ Sales drop when counters lose their appeal

→ Existing team members become stretched, leading to burnout

→ Customers notice… and they don’t always come back – most fresh food products are trust items – customers don’t forgive in these sections!!

In many cases, retailers would be better off waiting for the right person than rushing to fill the role quickly.

Pay is rising… but is it enough?

We’re seeing salaries for fresh food roles increase steadily, and in many cases, they’re now commanding a premium over other in-store positions.

But salary alone isn’t solving the problem. The candidates we speak to are also looking for:

Retailers who recognise this are gaining an edge. Those who don’t are finding themselves back at square one every few months.

So, what can retailers do?

There’s no quick fix, but there are a few practical steps that are making a real difference:

→ Invest in developing talent internally Some of the best hires we see come from within. Training up junior staff into specialist roles is no longer a “nice to have”. It’s becoming essential.

→ Protect your top performers If you have a strong butcher or deli manager, you need to know it and reward it or someone else on the market will.

→ Rethink the role itself Can hours be structured better? Can weekends be rotated more fairly? Small changes can make roles far more attractive.

→ Move quickly when you find the right person Good candidates don’t stay on the market for long. Delays in decision-making are costing retailers talent.

Final thought

Stores can invest in refits, layouts, and technology. All important. All visible.

But the real differentiator still stands behind the counter. You can refurbish a store in a matter of weeks. Replacing a great fresh food specialist? That can take months… and sometimes longer.

The retailers who understand that, and act on it, are the ones who will continue to stand out in an increasingly competitive market.

How to Write a Retail Job Ad That Great Candidates Answer

Posted on | by Excel Recruitment

A bad hire eats money and morale. The fix begins before you ever post. Get crystal clear on who you need, then write something that person actually wants to answer.

Start with a clean job spec. In one tidy sentence, define the role and what success looks like. Then list the essentials you must see in a candidate for this store, right now. Think language level, customer service skills, availability, flexibility, and any compliance basics. Next, note what would make you smile at shortlist stage, such as experience in a similar setting or managing similar-sized teams. Finally, allow yourself a wish list for the dream version of the hire, like a track record of hitting KPIs or familiarity with your exact system.

To keep yourself honest, sort those notes into three buckets. Need to have covers non-negotiables like right to work, core availability, and functional English to complete training and handle complaints. Like to have might include closing experience, safe checks, or specific system experience. Love to have is where you place proven impact, for example, improving waste or shrink, lifting a mystery shop score, or training new starters to productivity. This discipline stops unicorn hunting, keeps interviews focused, and gives you the raw ingredients for an ad that works.

Now turn the spec into an ad that attracts, informs, and filters. Think of your ad as a short sales pitch. It is not a contract. It is an invitation. Show why the role is worth their effort and make it very easy to decide if it is a match. Put the basics up top where no one can miss them. State hours and typical patterns. Give the exact location with a quick nod to parking or public transport. Share a transparent pay band and explain when reviews happen. Confirm language expectations, visa or right-to-work requirements, and the core duties. Candidates leave when surprises show up later, so remove the surprises.

Once the foundations are clear, explain why someone would want to work with you. If you are not sure what to highlight, ask your current team. Do they value a fair rota, a friendly and supportive culture, or real progression? Perhaps you offer a sensible work-life balance, or paid training that actually leads somewhere. Whatever it is, say it plainly and keep it real. The aim of the ad is to attract the right people, not to frighten off the very people you want.

Here is a ready-to-use model you can adapt:

“We are hiring a duty manager for our city centre convenience store. The shop is growing, and we have a second site planned, so this is a chance to lead shifts and make a mark. You will run the daily huddle, keep standards sharp, manage waste and shrink inside agreed bands, and coach new starters to full speed. The contract is 39 hours with typical shifts of 6.30 to 3.00 or 1.30 to 10.00, two weekends in four. Pay is €xx to €xx DOE with an annual review. You must have the right to work and experience leading a shift, or clear evidence you are ready to do so. Ordering on Symbol X, safe checks, and complaint call-backs are a bonus. We offer paid training modules, a skills passport with a path to assistant manager in nine to 12 months, and a fair rota policy where one preferred shift is honoured each week, where possible. To apply, send a CV with three impact lines, or a short voice note telling us about the best shift you led, a problem you fixed, and a number you improved.”

One tidy paragraph can tell the whole story!

The next step

Once the ad is live, move with pace. Aim for first contact within 48 hours and an interview inside a week. Slow processes lose the best people, especially in peak season. Have your screening rhythm ready. Start by checking availability and commute, confirm salary expectations are in the same ballpark, then verify right to work and notice period. When those basics are aligned, ask two or three focused questions drawn from your spec. For example, “Tell me about a time you kept waste in range,” or “Walk me through a busy close you led and how you kept queues down.” You are looking for short, specific answers with proof.

Use the interview to sell as much as you select. If you have identified a good match, spend the last few minutes sharing a success story about a previous hire who progressed, or highlight the concrete benefits of your store and this role. Show enthusiasm. Show the rota rules and training passport. Let the candidate meet a future teammate for five minutes. Good people choose managers and teams as much as managers choose people.

What to avoid

A quick word on common mistakes. Hidden pay and vague rotas are application killers. Long delays, missed calls, and messy scheduling tell a story about how a week might feel on the job. None of that helps you land the person who will steady the floor when the delivery arrives early, and the coffee machine picks the same minute to die.

Great hiring starts with a clean spec and a clear ad. Set expectations early, speak your candidate’s language, and sell what is real about your store. Do that and you will attract stronger applicants, make faster decisions, and enter peak season with a team that enjoys turning the key.

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

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.

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].

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 [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. 

How To Ensure A Successful Recruitment Drive

Posted on | by Excel Recruitment

“They don’t make them like they used to” is a phrase I’ve heard repeatedly over the past few weeks while running a project for a new store opening. Our client needed to hire a batch of sales assistants—eager to work and learn, though with little experience. However, after a month of effort and hiring only one out of the twenty staff needed, she called me in, exasperated and seeking help. 

She couldn’t figure out what had gone wrong, so I reviewed the recruitment drive before starting a new one for her. After going through all the applications and her interview notes, it became clear that she was looking for something that simply didn’t exist: an army of her younger self. She envisioned 20 staff members who would take every hour offered, work at 100% effort from sunrise to sunset regardless of culture or leadership style, seek no progression or feedback, and feel grateful for the opportunity to “earn their stripes.” 

On the other hand, the candidates were looking for managers who would motivate, inspire, and mentor them. They wanted working hours that fit around their lives, the right to disconnect after their shifts and above-average pay. 

So, who is right? 

Evolving attitudes  

Here’s the thing: not only has the job market changed, but attitudes have also evolved. There’s no absolute right or wrong here. Both employers and employees are entitled to define their own wants and needs. What ensures a successful recruitment drive is communication, compromise and clear expectations. Once these are established, everything else becomes easier. 

In today’s market, particularly with younger candidates, there’s a prevailing rhetoric that a job is just that: a job. The “above and beyond” mentality is often perceived as a ploy to extract extra unpaid work. Conversely, many retailers I’ve worked with see this “above and beyond”—staying 10 extra minutes after a shift, working through a busy weekend, or the understanding that we can’t discuss progression opportunities until the store’s stock take gets finished—as a sign of genuine interest in making retail their career. 

This mismatch between expectations can lead to frustration on both sides. Employers may interpret employees’ reluctance to go the extra mile as a lack of commitment, while employees may feel undervalued or exploited when they’re asked to do more than what’s in their job description. The reality, though, is that none of these perceptions are the main issue. It’s all about communication and ensuring that both sides are clear and honest about expectations. 

Weekend work 

As the middleman in the recruitment process, I interpret for both sides. For example, when a retailer says they want someone willing to work weekends, I clarify: do they mean every weekend? Both days? Usually, the answer is no. They’re simply looking for someone open to some weekend shifts and a level of flexibility—a team player. On the flip side, candidates often hear “weekend work” and assume it means every single weekend, which leads them to self-select out of the process. When candidates learn they can trade a full weekend for the next one off, or that working a Saturday guarantees a Sunday off, they’re often happy to compromise. 

It’s not that either side is unreasonable—it’s that they’re often speaking past each other. Issues arise when both candidates and clients speak in absolutes, looking for extremes. If either side insists on rigid terms for one factor, they need to show flexibility on others. For example, if someone wants a job with no weekend shifts, or if a store wants staff willing to work every weekend, then compromises on pay or other benefits are usually necessary. As I said, it’s all about compromise and communication. 

Work-life balance 

This isn’t just about retail, either. The broader labour market is undergoing a cultural shift. Employees are increasingly prioritising work-life balance, mental health, and fair compensation. They’re more likely to seek workplaces where their values align with the company’s culture and leadership style. Employers, meanwhile, often yearn for the “good old days” when staff were seemingly more willing to adapt to business needs without question. 

What’s important to remember is that compromise doesn’t mean settling. It means finding a balance where both parties feel their needs are being met. Retailers who embrace flexibility often find that their employees are more loyal and engaged, while job seekers who are open to negotiation can land roles that better align with their priorities. 

So, what do I recommend? 

The first step for all parties is to rank your needs and wants. Identify what’s most important to you in a job or in a potential employee. Go down the list and distinguish between your absolute must-haves and the areas where you’re more flexible. This applies to hours, pay, responsibilities, and even long-term goals. 

This approach provides a clear starting point for negotiations. By being upfront about what’s non-negotiable and what’s open to discussion, both parties can quickly determine if they’re a good match. 

On appeal 

For employers, it’s also helpful to showcase what makes your company an appealing place to work. Highlight mentorship opportunities, career development paths, or any perks you offer that could make the role stand out. For candidates, being transparent about your expectations and showing a willingness to learn can go a long way. 

With clear communication, upfront expectations, and a reasonable dose of compromise, I’ve managed to find perfect matches for countless clients. It’s a win-win for everyone involved! 

At the end of the day, the job market will continue to evolve. Success lies in recognising these changes and adapting accordingly. Whether you’re an employer or a job seeker, remember it’s not about recreating the past—it’s about building a future where both sides can thrive. 

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

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].