FEATURED CASE 01 / FLAGSHIP STORE OPERATIONS
Redesigning the system
so people join, grow and stay.
In a manufacturer’s flagship-store operation, continuous recruitment, development and retention had become a major operational issue. Rather than treating it simply as a shortage of applicants, I separated the problem into candidate pipeline, hiring quality and retention, then reviewed recruitment media, applicant handling, competitor conditions, training, onboarding, mentoring, evaluation and compensation as one connected system.
Recruitment cost~20% lower
Turnover rate~10% better
Build the pipelineOptimise candidate touchpoints and channels
Improve hiring qualityAlign selection, information and expectations
Build retentionRedesign development, evaluation and onboarding
DATA → HYPOTHESIS → ACTION → VALIDATION ｜ Moving from intuition-led operations to a measurable improvement cycle.
What if the real shortage was not people, but clearly designed roles?
We reviewed a structure in which sales, recruitment, training and administration were concentrated in the same roles, and introduced a dedicated support function for project operations. The aim was to support performance through role design rather than individual effort alone.