The future of work is being built in retail

After years of working in the retail sector, there is one perception that still catches me by surprise: that working in a shop continues to be seen, all too often, as a mere stopgap. Having experienced the demands of this trade firsthand, along with the expertise it requires and the opportunities it can unlock, I believe we have every reason to champion it as a career of the future.

A few days ago, I had the privilege of moderating a panel discussion at Retail Talks: Comerç sense filtres, a forum organised by the Barcelona Chamber of Commerce. The question we put to ourselves was straightforward: "Can customer-facing roles offer more of a future than many office jobs?".

The conversation inevitably turned to how artificial intelligence and technology are transforming many of the tasks that were once the sole preserve of human hands. In this landscape, I believe it is well worth championing the competencies developed while working on the front line with the public. Listening actively, interpreting a shopper's needs, offering considered advice, or handling unforeseen hurdles requires insight and experience that frequently go unnoticed. Yet it is precisely these capabilities that give true value to the craft of the shopkeeper.

Working in a shop involves understanding the product, reading the consumer, navigating widely diverse situations, learning teamwork, and taking decisive action. It can also mark the beginning of a professional journey leading into commercial management, purchasing, logistics, marketing, or team leadership. Retail holds far more possibilities than are often apparent from the outside.

Retail holds far more possibilities than are often apparent from the outside.

For retail businesses, this moment presents an opportunity to rethink how we support the people joining our teams. What do they learn during their early years? What responsibilities can they ultimately shoulder? What avenues for advancement do they have? Being able to answer these questions is essential if we want retail to establish itself as an appealing career choice.

One of the first steps is investing in training. We need skilled professionals equipped with product knowledge, advisory competence, and the adaptability to work with emerging tools and evolving practices. It is crucial to reinforce learning pathways, ranging from formal vocational training in commerce to continuous learning inside businesses. The sector is in constant motion, and the know-how of the people who work within it must keep pace.

Another essential dimension is a sense of belonging. When an individual understands the project they are part of, shares its values, and feels that their work directly contributes to the collective outcome, their relationship with the company changes. This bond is built through day-to-day practice: listening to teams, recognising their contributions, giving them autonomy, and involving them in decisions. That is how people come to feel that the venture is truly their own.

We have a prime opportunity to change the way newer generations view retail.

Above all, we must provide real opportunities for growth. A young person starting out on the shop floor should be able to visualise what they can learn, what responsibilities they can take on, and just how far they can go. This demands transparent internal development and progression pathways, alongside a serious approach to matters such as working hours, work-life balance, and employment conditions. If we want younger generations to make a professional commitment to retail, we must give them reasons to do so.

One of the aspects I appreciate most about this industry is its capacity for transformation. Consumer habits change, sales channels shift, products evolve, and the tools we use advance. Every change obliges us to learn and discover fresh ways of doing things. This continually opens up opportunities for professionals keen to tackle challenges, put forward ideas, and take an active role in business evolution.

Training, internal progression, and trust in teams are among the best tools to nurture talent.

Looking back on the Chamber’s forum, I left with the firm conviction that we have a prime opportunity to change the way newer generations view retail. I would like any young person stepping into a shop today to be able to envision a long-term career path, filled with prospects to learn, take on responsibility, and ultimately lead new initiatives.

Those of us who lead commercial enterprises have a great deal to contribute along this journey. Training, internal promotion, and trust in our teams are among the most effective tools for cultivating talent. And few things strike me as more rewarding than watching people grow professionally and carry forward ventures of their own.