A few years ago when Walmart announced it was closing 254 stores, a meme quickly circulated that said: “All 175 cashiers will lose their jobs.” While meant to be a slam on the dearth of customer service staff that is often found at the chain, it was a prescient forecast of what was to come.

Not just in Walmart, but in more and more stores, self-service checkouts are replacing cashier-staffed lines. Our Sam’s Club has indicated that they will go to all cashier-less once corporate figures out how to address alcohol sales and cash transactions.

What is striking to me is that instead of a customer revolt, for the most part, people have embraced taking on the checkout tasks themselves. It is a sad commentary on the lack of value-added that most cashiers provide: they can be totally absent and nothing is missing.

Instead of removing your front-line staff or replacing them with self-service kiosks, why not make them your most valuable asset? Use the technology on the front end of a transaction to allow your cashiers to have data that can be used to cultivate relationships with some of the regulars. Teach staff to have meaningful banter with customers, to actually provide service instead of just conducting a transaction by rote and to be so delightful as to be memorable.

No self-checkout will ever be as convenient as online checkout. If companies want bodies to come into their stores, they need bodies there to add value to the experience.

About the Author leadership dots by dr. beth triplett

I'm the chief connector at leadership dots where I serve as "the string" for individuals and organizations. Like stringing pearls together to make a necklace, "being the string" is an intentional way of thinking and behaving – making linkages between things that otherwise appear random or unconnected – whether that be supervising a staff, completing a dissertation or advancing a project in the workplace. I share daily leadership dots on my blog to provide examples of “the string” in action. I use the string philosophy through coaching, consulting and teaching to help others build capacity in themselves and their organizations. I craft analogies and metaphors that help people comprehend complex topics and understand their role in the system. My favorite work involves helping those new to supervision or newly promoted supervisors build confidence and learn the skills necessary to effectively lead their team.

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