There’s an old adage when it comes to employees: it’s cheaper to retain than retrain.
That’s especially true today when, as stores continuously report, quality talent is hard to find.
“I would say in the last three years (hiring) has definitely seemed more challenging than it had in the past,” says Bridget Moore, owner of K&B Bridals in Maryland, who had been “running myself ragged” attempting to find a qualified manager for one of her three locations.
Multiple attempts and nearly three years later, Moore finally has that person – someone who had been in the industry for years, got out and really missed it.
“She’s incredible and amazing but the journey to finding her was a very tough one,” Moore says. “Once you find great people, you definitely want to put great systems in place to keep them.”
Indeed, employee retention – important because it reduces costly turnover, boosts productivity and morale, and results in a more successful store – is even more crucial when hiring is difficult.
But what, exactly, contributes to stylists wanting to stay? What is a good retention rate in this industry and how are other stores handling issues like pay, commission, bonuses, benefits, time off and incentives? While there is no one right answer, following is a comprehensive guide to keeping your Rock Star employees happy, including insights on what makes them want to stay – or leave.
Pay Well. While money isn’t everything, there’s no getting around the fact that paying well is essential.
You simply cannot underpay your staff and expect top-tier performance. Underpaid employees rarely give their full effort to a job, usually because they don’t view it as a serious career and/or are distracted by money worries or second jobs.
Paying well, however, motivates people to excel and encourages them to stick around long-term. Although it may sound counterintuitive, sometimes by offering a bit more money than you’d like, you save in the long run. This is because you avoid costly turnover (replacing an employee can cost as much as four times the position’s salary, due to the actual pay, training and onboarding time and lost productivity, per SHRM’s The Real Costs of Recruitment report).
As well, happy stylists usually perform better, leading to more revenue – and a positive ripple effect in your store.
Of course, competitive pay varies by area. According to our industry-wide employee compensation survey, stores self-identifying as being in a high cost of living area start bridal stylists at an average of $17.92/hour. Stores in average cost of living areas start at $14.78/hour, whereas stores in low cost of living areas start at $13.58/hour.
Industry-wide, starting pay for bridal stylists in all areas averages $15.73/hour in 2025.
It’s important to note these are starting wages and do not include commission, bonuses, tips or raises, all of which can substantially increase pay.
And while it’s helpful to know what other bridal stores are paying, especially if they’re located nearby, it’s also important to understand what other non-bridal businesses in your area pay. If your wages are noticeably lower, you could be losing out on quality applicants from the get-go.
Of course, the reality for any business is there is only so much money to go around. So, stylist compensation is bolstered in other ways:
Commission. While some boutiques forgo commission, worrying the competitive nature could cause disharmony between staff, the majority implement it in some form. Most commonly it’s a supplement to an hourly wage, not the primary means of compensation. While percentage varies, most stores do 3%-5% of a sale.
Typically, commission levels are boosted the longer a stylist stays with a store. Some boutiques require stylists to maintain a minimum close ratio – typically between 50%-65% – in order to be eligible for commission. However, not everyone follows this approach.
“I think it’s detrimental, not just to a stylist’s mental health but also workplace character,” says Jillian Forsberg, owner of Dress Gallery in Wichita, Kan. “Sometimes there are brides who just aren’t ready to buy, period; not a single soul could close them. And if a person gets 10 of those in a row it’s not their fault. Making sure their pay stays the same is essential to making sure they understand: I still see the work you’re doing on a daily basis and I still value you.”
Incentives. Regular contests are a great way for stylists to earn extra money and have fun! There are a variety of ways to implement them and stores get creative.
Bridal and Formal in Cincinnati recently did a pot of gold at the end of the rainbow promotion where if a stylist reached a particular dollar value that day she got the pot of gold, which might’ve been tickets to something, cash or a gift certificate. There were also four-leaf clovers on a board, and the first person to complete a task like selling a particular designer or having the first sale of the day got to pick one.
“It’s something that we try to do on a fairly regular basis just to give them a little extra incentive to push through the sales,” general manager Tina Minshall says.
Forsberg also does monthly incentives at Dress Gallery, like a bingo sheet or a challenge to sell a particular design. Importantly, however, she never makes it a competition among staff, only the stylist herself.
Spiffs/bonuses. Spiffs – designed to drive immediate sales within a specific time frame – are also common in bridal. For example, a store might offer a $50 spiff for every dress sold by a particular designer that month. As well, most stores give bonuses – monthly, quarterly or annually – if individuals and/or the team hit certain metrics. Both are effective ways to boost pay that won’t cost you much because they’re only awarded if certain metrics are hit.
Tips. Providing brides an option to tip gives stylists an opportunity to make more money without raising your expenses.
Heather Siegel, co-owner of The Ultimate in Peabody, Mass., is one of many owners who does this. She reports that about 80% of people tip, with some electing to hand stylists cash. “There are times where employees will have a week where they make more money in tips than they do in their salary,” Siegel says. “Certainly, people like that and it’s very helpful.” Of course, tipping fatigue is also a thing. Some people have a negative reaction to even seeing a tip line, because they’re asked to tip so often and are tired of it. It’s important to never pressure brides to tip and treat each customer with enthusiasm and respect regardless of what they chose to do.
Raises. 34% of stores have a consistent raise schedule, per our survey. Typically, these raises are given annually assuming acceptable performance. Amount varies, with some stores electing to do a percentage ranging from 3%-5% and others preferring a set dollar amount of $1-$2 per hour.
Stores that don’t have a consistent raise schedule typically look at two factors – increased responsibility and outstanding performance – to determine additional pay as appropriate. Raises might also include more favorable terms on commission, more paid time off or eligibility for benefits such as health care.
Provide Valuable Benefits. In addition to competitive pay, attractive benefits are a must for employee retention. Not only do they help stylists feel cared for, but they shift the mentality toward bridal being a serious career instead of just a temporary job. This is crucial for employee longevity. Following are some of the most common benefits stores provide:
Healthcare: about 50% of stores offer it, most commonly split 50/50 between store and employee. Typically, an employee must get through the training/probationary period to become eligible.
Wellness stipend: As an alternative to health insurance, some stores provide a monthly “wellness stipend” that can be put toward whatever the employee values most – gym membership, massages, insurance premiums, etc. The amount is typically $100-$200/month.
Retirement/401K: although not the majority, it’s becoming increasingly common for boutiques to offer some sort of retirement plan. Typically, there’s at least a partial match of 3%-5%. Interestingly, most stores that provide a 401K also offer healthcare; it’s less common to provide only one of these things.
Paid time off. This is a common benefit, with most stores offering some type of PTO. Typically, a stylist receives 3-5 days per year after making it through a probationary period; as she levels up in responsibility or longevity, additional PTO is added. Generally, two weeks of PTO a year is the max for a full-time stylist, with additional days given to managers and/or as awards in contests. Typically, sick leave is separate from PTO, although some stores opt to combine them.
Subscription stipend. This fun perk captures attention without costing big money. Increasingly, stores are allowing employees to pick their favorite subscription service, such as Netflix or Amazon Prime, and covering the cost for a year. As an alternative, some offer cell phone service reimbursement.
Merchandise discount: Commonly, stylists are given the ability to buy store merch at a discounted rate – typically 20%-30% off. Some extend this discount to a stylist’s immediate friends and family.
Perks at Work. Perks at Work (www.perksatwork.com) is a free platform where owners can sign up and give access to their staff. It offers discounts on more than 30,000 items, large and small, as well as free courses in stuff like fitness, learning & development.
Other benefits: flexible scheduling, paid maternity leave, pool club access during the summer time, ability to bring pets or children to work, trips to market, lunch on Saturdays, occasional group outings like surprise pedicures, casual dress codes.
Reward Meaningfully. Rewards, designed to honor someone for outstanding performance in a certain area, boost morale by helping people feel valued.
Remember, however, that not everybody values the same things. For a reward to be truly meaningful, you must tailor it toward the individual.
Upon hiring have employees fill out an “All About Me” form that details their favorite things (food, hobby, movie, color, animal, etc.) This will provide a reference point so you can tailor rewards. If, for example, a stylist is obsessed with coffee, a gift card to the local coffee shop might be the perfect reward.
Forsberg has everyone take a love language test within the first two weeks of being hired so she knows exactly what they appreciate.
If someone is highly money motivated, for example, she might slip them a bonus. If words are what matter most, she’ll write them a note. If it’s acts of service, she might give them an unexpected day off.
“I want to make sure everyone feels like they are being genuinely rewarded,” she says. “I think it’s understanding what your employees need and then meeting their needs where they are.”
Recognition is also important. In fact, 80% of employees say regular recognition improves their loyalty to an organization, per Nectar’s survey of full-time employees in the United States.
Get in the habit of providing regular praise, around the store, at staff meetings and potentially in a private employees-only Facebook group set up for this purpose. Consider appointing an “engagement officer” whom you give a particular budget to spend on little gifts to reward people they see doing great things. Each month, a different stylist can take this role, which is a good way to involve everyone.
Create a Desirable Atmosphere. Make no mistake about it – your boutique’s atmosphere matters. This is less about how it physically looks, and much more about how people feel when they’re on the job.
“Our owners have a long-standing belief that it’s not like working for a boss and an employee, it’s more of just a family business and our very laid-back, welcoming atmosphere is a big part of that,” Minshall says.
Bridal and Formal employees take time to laugh and tell funny stories, which gives them a chance to relax and recharge after emotionally charged appointments. They participate in group activities like softball teams or scavenger hunts, and enjoy occasional outings. For example, the owners recently bought tickets for everyone to go see a play staff member was performing in.
“Even small things, such as asking after a sick family member or friend, lets them know that you care for them as a person, not just as an employee,” Minshall says.
At Dress Gallery, Forsberg allows employees who are busy with tasks like steaming dresses to chat, listen to podcasts, watch Netflix on their phones - she doesn’t care.
“You have to let them love each other,” she says. “As long as they’re getting their work done in what way does it matter how they’re doing it and how they take that mental break throughout the day? We’re not a hospital, folks; it’s not life or death here.”
Another element of a great atmosphere is equal treatment.
Siegel considers herself fortunate to have a staff ranging in age from teenage to 82 at The Ultimate who truly gets along. They’ll pitch in to help each other out when needed, demonstrating camaraderie and teamwork.
If, however, Siegel notices that someone isn’t doing their share, she’ll address it instantly.
Communicate. Good communication is crucial, and it involves three main elements:
– Foster an environment where your employees feel comfortable talking to you
– In return, be open with them
– And finally, really listen to what they have to say
To address the first point, Forsberg makes sure to talk to her employees about their daily personal lives.
“I get to know them,” she says. “I care about them genuinely, not just as employees but as people.”
If something happens and they need to take the morning off, for example, she lets them.
“I say yes to 99% of time off requests because I understand that life is life,” she says. “I’ve created an environment in which people should not be afraid to come to me and ask for help, ask for time off or ask for forgiveness if they make a mistake.”
If an employee is having a bad day, Siegel makes a point to pay attention. Recently, for example, one of her top performers was frustrated after encountering a few difficult customers in a row. She ranted a bit, after which Siegel attempted to cheer her up.
“I think it’s listening and caring about what people have to say,” she says. “If they want to share or talk with me about something I’m always there to listen.”
Secondly, you, as the owner, must proactively open up to staff. Some worry that sharing too much could scare people but actually the opposite is true. Absent transparency, employees will create alternative – often way more damaging – narratives in their heads.
The current tariff concerns are a great example. Have an open and honest discussion where you share the impact on your business plus your thinking going forward. Be available to answer questions as they arise.
Finally, when you do receive feedback from employees, it’s crucial to really listen and remain open-minded.
“Don’t be so hard and fast on your particular rule because there’s always a gray area,” Minshall says. “If you’re not willing to grow as the business changes, it’ll be very detrimental.”
Strike a Good Work-Life Balance. Increasingly, this is important, especially to younger generations. In fact, a recent WorkHuman survey found that more respondents (39%) would prefer flexibility in work hours over a raise (28%).
And while some things about working in bridal are set, there are other ways owners employ flexibility.
Commonly, stores have a “no weekends off” policy during the busy season, with exceptions for family emergencies. Some allow employees to work remotely on certain tasks or take occasional extended breaks in the middle of a shift for special events – i.e. to attend a child’s school performance. And most are generous about approving time-off requests, provided they’re made enough in advance to ensure ample coverage for the store.
At Dress Gallery, employees work 4.5 days per week, sticking largely to the same schedule so there are no surprises. Forsberg has a big calendar in back where people can request time off.
“Nine times out of ten I grant (those requests),” she says. “I think that is crucially important for this generation of workers, where they do want to have that work-life balance.”
Be a Great Leader. Numerous studies show that a significant percentage of employees – around 57% – ultimately leave a job due to poor leadership. The same research also reveals that most poor leaders are unaware of their shortcomings.
In general, great leaders:
– remain open-minded. They don’t think they know it all and listen to feedback/ideas
-clearly communicate expectations
– avoid micromanaging
– hold everyone to the same standards
– offer constructive criticism without beating people down
– provide mentorship and guidance
– remain positive and upbeat
– are present in the store. This nips problems in the bud and also sets a tone
– constantly work to improve themselves (via books, podcasts, seminars, videos, networking, etc.)
Give Them Purpose. Employees need to feel like their work is meaningful to stick around long-term. This is especially true of younger generations, who – both as consumers and employees – want to support companies that align with their values.
If you haven’t already, write a mission statement, which explains why your business exists, who it serves and what unique value you offer. Ideally, it should be short, use simple language and come from the heart.
Type it out, frame it and hang it in the break room as a daily reminder. Start every staff meeting by reading it out loud and talking about why it matters.
At K&B, Moore works hard to help everyone see the why behind what they do and the bigger picture of where things are going.
This includes a reminder about core values, a yearly kick off where they talk about where they’re heading, and a three-year vision plan that she writes out and reviews with everyone at orientation.
“Employees want to feel like they’re part of something, have a voice in it and the work they’re doing means something,” Moore says. “We’ve been very open as a business to say here’s why we do these things, and painting that vision and picture.”
Provide Growth Opportunities. Statistics show 93% of employees are more likely to stay with an organization that invests in their career development. This is crucial because if you want employees to stick around long term, stylists must view bridal as a meaningful career and not just a passing fun job that can be abandoned when a real opportunity comes along.
Moore implemented a stylist roadmap that shows how someone can grow with the company as well as a manager in training program.
“So there are people who already know, if they go through that with us now, it’s possible when we open another location or expand into a new department it’d give them the opportunity to help lead in those ways,” she says. “I think letting them see there are opportunities to grow and do more has helped people to stay.”
At Dress Gallery, Forsberg gives specific goals detailing at which points stylists are eligible for stuff like a particular pay rate, commission, paid time off, market trips or management.
Secondly, ongoing training is crucial for all employees, regardless of experience level. After all, some aspect of this industry is constantly changing and new skills are always valuable.
Conduct “Stay” Interviews. Stay interviews differ from performance reviews; their purpose is to gauge an employee’s honest thoughts about their job and your store. This allows you to know what’s working and have a chance to fix what isn’t before it turns into a “I want to quit” crisis. It also helps your staff feel heard.
Of course, some employees might be afraid to tell the truth so make it clear from the beginning that no one will be penalized for honesty – and stick to that. While feedback might be hard to hear, it’s important not to get defensive.
Look for patterns – if multiple employees mention a particular issue, that’s a clear sign it needs attention. As well, if there’s an obvious tweak that can be made – for example, one employee hates something about her job that another is dying to try – make the change. Customizing a role based on preference when everyone is in agreement is one of the easiest changes you can make.
Stay interviews should be conducted in person, one on one. Have employees fill out a form prior to your meeting that asks questions such as:
– What areas do they feel like they’re improving in?
– What are some skill sets/interests they have that aren’t being utilized?
– What do they love about their job? What keeps them coming back every day?
– When was the last time they thought about leaving? Why?
– How can your store be better?
At the Stay Interview, go through their answers together and have an honest discussion. Ideally, you should conduct stay interviews biannually for every employee. This is far enough apart where it doesn’t feel like overkill, but close enough to nip serious issues in the bud.
In today’s challenging environment, it’s more important than ever to prioritize employee retention through competitive pay, valuable benefits, meaningful rewards, an upbeat atmosphere, good communication and healthy work-life balance.
By investing in your stylists and ensuring they feel valued, supported and inspired, you not only reduce costly turnover but ultimately build a stronger, more successful boutique. And the best part is that a happy team creates happy brides, which is a win for everyone!
