After spending almost 30 years in this industry, I realised there was a dire need for specialist recruitment services. It was hard to employ and train people, only to have them leave 12 months later and then have to begin the same process (and increased costs) all over again.
The reasons seemed varied, but we always assumed it was for higher-paid positions. In a recent article on the Harvard Business Review website, I read that what is more important are the social aspects of hiring, especially those having to do with developing mutual respect and trust. These are even more prevalent for workers in our country who regularly encounter discrimination (something close to our hearts!).
So how do we stop younger employees from jumping ship? Here are some ideas that we’ve found from our research:
1. Create worthy jobs.
People have higher expectations for good jobs, and these are jobs that offer a future and make our people feel valued. Career jobs pay livable salaries, have predictable hours, visible skill and salary progression, and, most importantly, promote respectful relationships with managers and co-workers.
2. Provide a positive first-day reception.
We all get nervous on our first day, but young workers are often particularly uneasy when entering a new dealership. First impressions are crucial to retention, and introductions to coworkers, managers, support staff and the boss are vitally important. Assigning a mentor is also a great way to provide support, offering information and integration into the social life of the dealership.
Many dealerships we’ve worked with have well-developed mentor systems for their managerial and professional staff but leave the onboarding of lower-level workers to happenstance. This is an oversight, especially since these people are often your core workforce.
3. Communicate and present expectations clearly.
Each dealership has its own formal and informal rules around expected behaviours. Many people discover these rules by keeping their heads down and looking around. But some rules — like no use of cell phones on the job or the importance of calling in if you cannot get to work on time — may seem self-evident to supervisors but arbitrary or unreasonable to young workers. Create a culture where young workers can ask questions, and, be clear that it is productive to do so.
4. Understand non-work lives.
Young workers typically live different lives than more established workers. Some have children. Many must commute on taxis and public transport. Children get sick, transport is often late and schedules sporadic, schools schedule exams or teacher work days, doctor appointment times are out of all of our control. Recognise that their life may be far different from yours. Taking the time to understand can prevent mistaking complex lives for bad work habits.
5. Create a racially equitable workplace. (see how we’re trying to help with this)
Those without the privilege of certain opportunities have experienced discrimination in past jobs, schools, and public places, and are worried that they will experience it again in your dealership. We need to pay attention to the basics, such as race and gender discrepancies in pay, shifts and hours, and job assignments.
Building stable and respectful relationships between managers, coworkers, and new employees from all backgrounds is key to creating a racially equitable workplace.
If we want to build a retail sector that is considerate, generous and profitable, we need to make sure we’re looking after everyone, not just those who have proven themselves.