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Garden centre

The client is one of the UK’s largest garden centre chains.

Garden Centre – Workforce modelling
Client Garden Centre
Region UK
Sector Retail and Consumer Goods
Offering Organisational analytics
Buzzwords
Data analysis Workforce modelling

The Challenge

Due to recent acquisitions, and recent impulsive central decision making due to financial pressures, the client has come to own a complex store estate (with 4 garden centre and 4 restaurant formats) and a complicated workforce model.

The client sought to assess their current workforce model, conducting a deep analysis of processes, contracts, schedules, structures and roles. The aim was to identify the key issues that exist today and build quantifiable recommendations to ensure the client has the ‘right people’ in the ‘right place’ at the ‘right time’, whilst maximising the customer experience.

Our Approach

We used a range of quantitative data sources to fully understand the client’s workforce environment:

  • Designed and distributed a bespoke quantitative activity analysis survey to over 1800 employees, generating over 1.2million data points, to understand how employees spend their time and the associated business cost. Using our proprietary tool also enabled us to model scenarios to test recommendations.
  • Beyond the enterprise-wide survey, we analysed >10 further data types including financial (P&L, revenues, payroll data), headcount (contracts, locations, spans of control), operational (footfall, rosters, clock on/off data, availability). This allowed us to build a more complete picture of the client’s workforce model.

This analysis enabled us to identify the key themes & challenges that garden centres and restaurants are facing today. When developing recommendations to address these challenges, we were able to provide quantitative sizing for financial and operational opportunities.

Key Outcomes

  • Developed a set of 8 core recommendations with 46 sub-set recommendations, each with potential benefits and sizing analysis, as well as design and implementation considerations.
  • Recommendations presented opportunities of between £2.4 – 4.0m, including £1.7m potential revenue uplift and £2.3m savings from roles, structures and process efficiencies.
  • Recommendations also included non-financial benefits including increased basket value, simplification of task, increase in NPS, uplift in employee skills, and increased staff retention.
  • Developed key principles to implement recommendations and a high-level agile implementation plan to deliver them.
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