Four years ago, I embarked on a new adventure as a general manager for a car wash equipment distributor. Recently, I have been assessing my team, comparing where we started and where we are today, and examining the steps it takes to build a winning team, both as an operator and as a solution provider.
When I first arrived, we assessed the company as a whole and its point of differentiation relative to its peers. The very first thing we recognized was that the entire industry was and continues to be in a massive transition.
Experienced technicians and service people continue to leave the industry. Either they are not happy, pursuing other opportunities, or retiring. Unfortunately, some of those managing the service providers have not taken the necessary steps to create succession plans, which has created a large void in the car wash industry where the depth and level of experience is waning.
Those who have recognized this share a common denominator: difficulty finding the people best suited for the job.
It Starts With People
To be successful, you need good people. If you have a great starting team to build from, it is much easier than starting from scratch.
The entire industry is faced with the issue of aging technicians. However, it is possible to view this not only as a challenge but also as an opportunity. Those who recognize the issue and start hiring and training people can gain an advantage.
With industry veterans in decline, the ability to provide the resources needed to set up and service a wash effectively is a significant opportunity. I was lucky to hire an exceptional person with a great aptitude and attitude. He received classroom instruction as well as in-the-field education from leading experts with decades of experience. Today, he’s a reliable and knowledgeable expert who can call on those contacts when he needs support. Because of this approach, this division has doubled in size and continues to expand.
The Diamond In The Rough
Today’s economy sees many people out of work, but unfortunately, not many have the experience needed to be a car wash technician. Job postings receive hundreds of applications hours after going live, but very few are qualified candidates.
The best way to find that rockstar is often to approach one of your current high-performing employees. Ask them if they have a friend looking for work that might be a good fit.
The best way to evaluate yourself is to look at the company you keep. This applies. And it works. If a good employee likes where they work, they will be willing to recommend a friend. Great employees are often found this way, and they are less likely to leave because they have personally bought into the culture that they are a part of.
Attracting And Retaining
Coordinating the succession from aging employees to new hires is a balancing act. You need the resources in the future, but you may find yourself overstaffed today. It’s a difficult circumstance to overcome and requires a bit of short-term pain for longer-term gain, with a temporary hit to the financials.
a unique set of technical skills.
The easy and lazy way is to hire experienced employees from a competitor, but this brings industry baggage and breeds animosity between competitors. It may also result in inflating wages to a level the individual simply isn’t worth. This doesn’t make good business sense and certainly isn’t good for the industry.
Retention must be addressed across the industry. There is nothing worse than hiring that rock star, investing in them, and then having them lured away for a few extra bucks an hour by a competitor. It’s for this reason that a holistic approach to hiring is critical.
Before making an offer, ask yourself: Will they fit into the culture that has been created? Do you care about the individual you’re hiring? That’s the big one.
Employers who view an employee as just a number or a cog in the wheel will see that employee leave for only an extra dollar per hour. A strong benefits package will go a long way, but building trust with your employees takes time, consistency, and support.
Quality employers view their employees as people they serve, meaning they are there when employees need help. This could mean strapping on the tools for a day, moving some heavy items around, and getting dirty.
I purposefully worked on a site during the coldest time of year and completed the most undesirable tasks to ensure they knew that I would never ask them to do something I’m not willing to do myself. The greatest tool as a leader is humility.
Employee Recognition
Many management books hammer home the importance of recognition. I agree to a point. Not everyone is motivated by recognition. In fact, some will be motivated to avoid it. It’s important to identify those employees who thrive on recognition and those who simply don’t.
Employers should be able to identify team members who value recognition. Those that don’t must also be identified and their “currency motivator” uncovered.
The generation of job “lifers” is almost completely gone from the workforce. Today, most workers consider five years at a company a long time — a far cry from the days of 40 years and a gold watch send-off. Today, employee loyalty is very low, and most of the blame falls on employers.
Executives don’t care how they do it; they just want more for less. Operations expand without hiring more resources, doubling up workloads to employees without increased compensation. This leads employees to simply move to another employer. No loyalty shown, no loyalty given.
Turnover has a massive financial cost. Finding, training, and retaining people will hit employers’ bottom line more than any other variable.
In the car wash industry, private equity companies are purchasing multiple companies to consolidate, downsize resources, and flip them to the next buyer, which has fueled employees’ lack of loyalty toward employers. Employees know they’ve become expendable. To build a good team, the manager has to work that much harder to overcome that mindset.
Summary
I hope my musings and observations were of value. Every employer should do frequent assessments of their own company, culture, and workforce. If you truly value your employees and show it in tangible ways, your team will be stronger, your company more successful, and your customers will be happier. Build up your team, and you will be the market leader in no time.
Michael Howe is the general manager of WashLinks (www.washlinks.ca) and a board member of the Canadian Car Wash Association. He can be reached at michael@washlinks.ca.