The 90% Retention Rate

How do you foster a 90% retention rate in an industry notorious for transient staff and a shaky reputation for questionable ethics? OpenRoad Auto Group is a car dealership in Richmond B.C. They have combined impressive employee training and development programs with a strong workplace ethos to become the sixth-best employer to work for in British Columbia. In an industry, which averages a retention rate of about 50%, retaining nine out of every ten of your employees is more than impressive.

Company president Christian Chia refers to what he calls 'Climate Goals' as foundational to their success. 'Climate Goals' cover the daily conduct of staff, relating to such things as truth and fair play. Chia wanted to change the image of the auto industry and at OpenRoad creating a strong workplace ethos that people can feel proud of was essential. Another reason for their success is how OpenRoad allows employees to have a say in the direction of their careers and subsequently allows them to determine their own education as long as it supports company's plans.

Inspired by the Japanese philosophy of Kaizen, the process of continual improvement, OpenRoad formalized a series of classes and seminars, which became their Leadership Development Program. Any staff desiring to upgrade their skills and advance within the company are eligible to participate.

Here are five things you can do to follow in the footsteps of OpenRoad in building a culture of excellence:

1. Create a Charter of Work Ethics

Open Road has created a charter of work ethics to guide employees in their day-to-day activities. They have set 15 Climate Goals to forge an excellent working environment for both staff and customers. Some examples of climate goals include:

Staff are encouraged to share their points of view and new ideas;

Managers must lead by example;

Staff are to be fair and honest in dealing with everyone.

2. Create 'Greener Grass' within your own organization

Employees can get bored and wonder what working at a different job might be like. People at OpenRoad can experiment with different roles. A technician can take management training or a receptionist can join the sales group. This creates multiple career options within the same company.

3. Create a strong in-house training program.

The best training programs are created by you and for your industry. Outside training definitely has its place, but nothing is more effective than a well-crafted program, which trains your people for success within your industry. Do not leave staff training to chance; create your own 'mini-MBA' program.

4. Encourage out-of-house training.

Encourage employees to explore other avenues of development, which will help them develop as individuals. Remember that training equips people to do their job, while development has a broader scope and helps them grow as individuals. Today employees want and need both.

5. Involve the families

OpenRoad publishes a monthly magazine, which is mailed to employee's homes. This helps keep families up to date on what is happening in the company. Many other mid-sized companies are beginning to involve family members through family events and parties.

Creating excellent workplaces is a requirement of managers in today's job market. Small and midsized companies have to compete with the larger corporations by being creative with their limited resources. Follow OpenRoads' example by investing in your employee's success.

James Robbins is an adventurer and leadership trainer helping organizations build workplaces of full engagement and low turnover. His keynotes and workshops inspire and equip managers to face today's leadership demands. To find out more go to http://www.jamesrobbins.com

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