Chris Grimes, Sales Director, Matrix Workforce Management Solutions is impressed by John Lewis’ early staffing move.
When I read the latest John Lewis news I must say I was genuinely impressed by the Partnership’s ambition. Launching their Christmas recruitment drive so early, and on such a scale, is a bold move that shows they understand one truth I’ve seen time and again: in retail, timing is everything.
The Golden Quarter, running from October through December, is the most intense trading period of the year. It’s a whirlwind of Black Friday, Cyber Monday, Christmas shopping and the January sales just around the corner. For retailers, it’s not just busy, it’s make or break. It’s the quarter where profits are defined, customer loyalty is tested and operational cracks (if they exist) are ruthlessly exposed.
That’s why John Lewis’s plan to bring in seasonal staff early really resonates with me. It’s not about filling gaps last minute; it’s about preparing properly, setting expectations and giving themselves the breathing space to make sure everything is ready long before the doors open to the festive rush.
Why starting early matters
In my world of workforce management, I see the consequences when businesses leave recruitment until it’s too late. Staff are rushed in, training gets squeezed and by the time peak footfall hits, the team is already playing catch-up. That’s when queues build, customer service suffers and employees burn out. Starting early flips that on its head. It gives retailers the chance to recruit the best candidates, properly onboard them and make sure they’re confident by the time demand really spikes.
I’m also impressed that John Lewis isn’t just thinking about headcount. They’re thinking about what those seasonal workers bring to the customer experience. Christmas is an emotional time for shoppers. They’re looking for something more than transactions, they’re looking for moments of magic, whether that’s a smile from a shop assistant who helps them find the perfect gift, or someone in a warehouse making sure their order arrives on time. Seasonal staff aren’t just extra pairs of hands; they’re an essential part of the brand experience.
Flexibility is everything
Of course, anyone who’s worked in retail knows it’s not just about how many people you have, but how adaptable they are. Customer volumes fluctuate day by day, hour by hour. One Saturday you can barely move in-store and the next Tuesday might be quiet. That’s why flexible scheduling is so important. Seasonal staff who are trained across multiple roles, whether that’s working on tills, replenishing stock or helping in click-and-collect, can make the difference between a team that bends and a team that breaks under pressure.
I’ve always been an advocate of cross-training. When employees can step into different shoes, it keeps things moving seamlessly. It also keeps morale higher – people feel trusted, valued and engaged when they’re given the skills to take on more responsibility. And morale is crucial because Christmas can be exhausting.
Looking after permanent staff too
Another thing I hope other retailers notice in John Lewis’s approach is the balance between seasonal and permanent staff. It’s easy to put all the focus on new hires but the reality is that your existing employees are still the backbone of your Christmas operation. They’re the ones with the experience, and knowledge but they’re also the ones who are most at risk of burnout when the pressure mounts.
That’s why striking the right balance is key. Seasonal staff shouldn’t just be gap-fillers, they should be there to support and protect the permanent workforce. When you get that right, you don’t just cover shifts; you create an environment where everyone can perform at their best without being stretched to breaking point.
Why this approach sets the tone for the future
For me, what John Lewis is doing here is bigger than Christmas 2025. It’s about setting a standard for how retailers approach peak trading going forward. The old model of scrambling in November for temporary staff just doesn’t cut it anymore. The labour market has changed, employee expectations have changed and the pressures on retail have never been higher.
By starting early, investing in proper training and thinking about the employee experience as much as the customer experience, they’re laying the groundwork for something more sustainable. It’s not just about one good Christmas. It’s about building a workforce strategy that can flex, adapt and thrive year after year.
What others can learn
I’d like to see more retailers take a leaf out of John Lewis’s book. The lesson here isn’t that you need to hire thousands of people; it’s that you need to think strategically. Plan early, create flexibility, invest in onboarding and support your permanent staff. If you can do that, you’ll not only get through the Golden Quarter, you’ll set yourself up for the long term.
And let’s not forget the human side of this. For many people, seasonal jobs are a lifeline. They’re a chance to earn extra income, gain valuable experience and be part of something exciting at a special time of year. When retailers treat those roles as meaningful and give people the support to succeed, it creates a win-win: better service for customers and a better experience for staff.
So yes, I’m cheering John Lewis on. Their early move into seasonal recruitment isn’t just smart, it’s essential. It shows foresight, it shows ambition and it shows respect for both customers and employees. In my view, that’s exactly what retail needs more of.
Because at the end of the day, the Golden Quarter isn’t just about numbers. It’s about people – how we recruit them, how we support them and how we give them the tools to deliver the kind of experience that makes Christmas truly memorable.
