Store staff call for action on pay and working conditions to avoid summer burnout

With peak summer trading approaching and many stores already under-resourced, retailers risk pushing frontline teams to burnout unless they act quickly on pay, invest in technology that makes roles easier, and ensure leadership listens to and values employees. 

These are among the key findings from Retail Week’s Talking Shop 2026 report, based on exclusive interviews with 500 full and part-time UK store staff, revealing what motivates them and what’s holding them back at critical trading times.  

The data shows that pay is the number one worry for UK store staff and the single biggest area retailers should tackle as they enter peak trading months. 14% of frontline workers cite poor pay and working conditions as their top concern, making it the most frequently raised worry about working in retail among frontline teams, followed by online competition at 12% and lack of long-term career path and lack of workers’ rights in joint third at 11%. 

Some retailers have already recognised the pay problem and moved quickly. Aldi has invested over £42m in pay and benefits for 2026, and Lidl has announced a £29m investment in employee pay, increasing entry-level hourly wages to £13.45 nationwide from March, rising to £14.45 for longer-serving staff. Meanwhile, Sainsbury’s has confirmed an above-inflation pay rise, boosting hourly pay to £13.23 from March. 

But pay is only part of the picture. To truly understand today’s frontline, retailers must look beyond wages to in-store tech and the value of communication. 

Empowering colleagues on the shopfloor 

Most store staff want retailers to embrace technology to empower them in their roles, with 62% stating that having the right technology in place will help their operations.  

However, 44% of frontline staff feel digital changes are driven from the top without their input, rising to 51% among 16–35‑year‑olds. Younger workers expect to be involved in decisions about the tools they use daily, reflecting their experience with sophisticated technology outside of work.  

These findings show that better communication and bringing employees on the journey is not a ‘nice to have’, but a necessity in the run-up to and during the summer months. 

When it comes to the technology store staff want to see introduced, the priority is clear – stock availability and ordering. 19% of store staff identified this as the top area where new tech could make a meaningful difference. This is the third consecutive year this area has been the top priority for store staff.    

Staff training and learning (18%) is also a common area where employees felt tech can be used to make stores better, while 13% said access to rotas and schedules would improve store operations. 

The research shows a strong openness to technology when it is clearly designed to support employees rather than monitor them. Some 76% of frontline staff say they would trust AI or intelligent scheduling, at least in part, to manage their store rota, highlighting a significant willingness to embrace digital tools that improve fairness, flexibility, and wellbeing. 

There is a strong expectation that technology will continue to play a larger role in stores, with 87% predicting an increase in store‑based tech, rising to 92% among fashion workers. Recent launches such as Zara’s self‑service collection hubs, Crew Clothing’s staff management tools, and JD Sports’ digitally immersive Manchester flagship reflect where the sector is heading.