By Fred Grauer
The U.S. Marine Corps used to run an ad that said, Wanted: A Few Good Men. This same need applies every employer out there. Lets face itits tough to find and retain good people. So what do you do to be the employer everyone wants to work for?
In the car-wash business, requirements as to number of employees and their skill level vary. Self-serve operators are looking for that jack of all trades who is not only mechanical but honest and personable. I know what youre thinking: Are you nuts? Guys like that dont exist. Au contraire, mon frere, they do! And they are probably living as close to your site as a good wedge shot.
Every time I open a new car wash, retired individuals stop by and express interest in a position. Nine times out of 10, they fill the bill perfectly. I guarantee them 20 hours a week, and they volunteer another 10 or more. They love being involved and needed.
If youre a multisite operator, however, you need more than one good employee. If you have a full-service tunnel car wash, the rule of thumb says you need one person for every 2.5 cars you process per hour. In other words, if your target is 50 cars per hour, you need at least 20 workers. If your tunnel operation is only an exterior wash, your staff could be as few as two. The trick is to know your staffing requirements and not get caught too short or long.
Keeping Them Around
So once you know how many employees you need and get them hired, how do you keep them around? You can get them in the door, but hanging on to them in the face of all obstacles is no easy task. Retaining staff is just like retaining customers. You need to implement some of the same strategies and tools you would use to attract business and build a successful operation.
In this day and age, the profitable and successful businesses are those that provide a meaningful, enjoyable experience for customers. Your staff is big part of that experience. If you want to differentiate your organization from others, your entire team needs to participate in creating a positive, consistent environment.
Start with a plan. All stakeholders need to know where they are going and how to get there. The plan should not only be communicated to shareholders, vendors and customers but to employees. It should include a Vision and Customer-Value Statement in addition to a description of your operating principles. These are the moral codes under which you function. One example might be to run our business honestly, at the highest level of integrity.
Once employees understand your operating principles, there should be no mistaking your expectations or the consequences for not performing to standard. This will allow them to complete their tasks efficiently and without stress. To customers, staff will appear trained and disciplined, which is perceived as value. Harmony is an infectious attitude. It may sound trite, but happy employees make for happy patrons.
So what do employees need to be happy? In the car wash industry, the majority of staff earn minimum wage. Many are inexperienced, and their job at the car wash is often their first. This doesnt mean these people are the bottom of the barrel; it means theyre just like everybody else at the start of a career. So what they want is pretty straightforward: an opportunity to prove to you, as well as themselves, that they can be successful.
I know theres a lot of talk about wages and benefits. Without question, these do play an important role in any position. But whats most important is for employees to know they are valued. In companies where morale is poor and turnover is high, the No. 1 cause is usually poor or no communication.
Recently, one of the worlds largest purveyors of fast food ran a series of powerful ads. They didnt talk about their French fries or any other item on the menu; instead they talked about the companys employees. The ads featured people who started out serving hamburgers and sodas and eventually became very successful. These individuals used their experience to grow, learn and move on to positions as high as the U.S. Senate.
What was their motivation? Was it the inspiration derived from being part of a dynamic, disciplined business that treated all stakeholders with respect? You can bet on it. When it comes to your staff, remember the impression you make on your team can inspire some awesome results.
Fred Grauer is president of Grauer Associates and vice president, investor services, for Mark VII Equipment LLC, a car-wash equipment manufacturer in Arvada, Colo. He has made a lifelong career of designing, selling, building and operating car washes. He can be reached at [email protected].