The Other Side of the Schedule: Why Non-Selling Hours Deserve a Seat at the Table
When retailers talk about labor planning, the focus is almost always selling hours—time associates spend directly with customers driving revenue.
But what happens outside of transactions matters just as much. Opening and closing routines, replenishment, pricing, visual updates, product management, admin tasks, and merchandising all require dedicated time. Tight labor budgets don’t make these responsibilities disappear.
Non-selling labor is not a background detail. It’s a critical part of store support. Overlook it, and selling labor inevitably suffers.
Why non-selling labor planning matters in retail
Retailers often ask themselves: How do we plan selling labor today? What three factors guide our approach? These questions are a reminder that labor planning doesn’t begin and end with customer-facing hours.
It might seem simple: cover peak selling time and the rest will sort itself out.
In reality, stores often borrow from selling hours to fill gaps in non-selling coverage. A little adjustment here and there can quickly erode peak and weekend coverage, reducing efficiency and results.
Consequence for poor non-selling labor planning:
– Associates feel unsupported and disengaged
– Urgent tasks replace planned ones, leading to reactive execution
– Bandwidth shrinks as tasks expand to fill available time
– Selling time—the most valuable resource—is unknowingly reduced
Benefits of effective planning:
– Teams feel acknowledged and work is balanced
– Bandwidth improves as urgent tasks are minimized
– Labor reporting is clearer and more accurate
– Selling hours remain protected
Two approaches to labor planning: Blanket vs By-activity
Retailers usually fall into one of two categories:
1. Blanket approach
– Assign a fixed number of hours for non-selling work
– Stores distribute hours as they see fit
Pros: Minimal planning effort
Cons: Low visibility. Research shows overspend on non-selling by 71% and underspend on selling by 86%.
2. By-activity approach
– Allocate hours based on specific tasks (receiving, markdowns, merchandising, etc.)
Pros: Clear guidance, better insights, accurate reporting
Cons: More upfront planning effort
Results: Some underspend on selling (43%), but overall balance improves
Key takeaway: Greater precision in planning drives healthier outcomes for both non-selling and selling labor.
What the data shows
Non-selling spend has fluctuated year-to-year.
2024: Non-sell hours overshot targets significantly, creating an 8.64% total hours variance. Selling hours also fell short of target by nearly 5%.
2025: Planning was far more balanced, reducing variance to just 3.27%. Selling hours improved as a result, with 5.32% increase against target.
However, there’s still work to do. Peak coverage scores dropped from 86.5% in 2024 to 80.7% in 2025, reinforcing the importance of protecting selling hours while still addressing essential non-selling work.
Getting started doesn’t have to be complicated
Small, deliberate steps can make a big difference:
Assess current state: Gather feedback from store managers and field leaders
Leverage tools: Assign hours by store complexity, grade, or skillset
Test and refine: Start with one or two non-selling activities before scaling and adjust over time
Tip: Start, monitor, and adjust. Even minor changes can uncover imbalances and free up selling hours where they matter most.
Building flexibility into the plan
Even the best plan requires flexibility:
– Feedback loops between stores and home office
– Retrospective analysis of labor usage and outcomes
– Quick pivots when data or insights indicate adjustments
Without flexibility, urgent tasks can overwhelm selling hours or reduce trust in allocations.
Protecting selling labor
Every hour not planned for non-selling work puts selling time at risk. Selling hours are the foundation for maximizing traffic and conversion.
To protect selling labor:
– Acknowledge non-selling labor’s importance
– Plan it deliberately
– Ensure it doesn’t erode customer-facing time
Did you know?
– 58% of retailers still use a blanket approach, overspending on non-selling and underspending on selling hours
– Shifting to activity-based targets provides clear guidance and accurate reporting
– Retailers who actively monitor and adjust allocations see more balanced results and stronger store engagement
So, what now?
The path forward is clear:
1. Set accurate labor targets
2. Take ownership of non-selling labor planning
3. Start, test, and adapt