Dealer: Richard Garber

Dealership group: Garber Automotive Group

Full-time employees: 64

General Manager Kevin Connolly on learning how to be a better employer from managing through the pandemic: “The past year has taught us that operational practices need to be less rigid. Streamlining our buying and servicing experience and offering multiple ways to complete a purchase or repair has given our staff a new excitement level. Adapting to change has been a big part of our success.”

Connolly on long-term changes in hiring or employment practices because of the pandemic: “For our variable departments, we shortened hours and changed the distribution of Internet leads to flow through our sales professionals. With the influx of home deliveries, we found this to be the best way to promote a consistent opportunity flow for our staff. We took our BDC and rebranded their titles and job roles to be a part of the team goal rather than individual performance. We believe our new schedule has helped us bring in new employees that would not normally apply due to the ‘long hours’ stigma our business has.”

Connolly on improving employee retention: “The first thing was reconsidering our hours of operation and giving our staff the opportunity to explore more hobbies and spend time with family. We have Christmas bonuses that we have expanded through each department for each employee, fully funded by the dealership.”

Connolly on offering employees a career path: “Being in a group so large, opportunity is everywhere. We have offered position changes to employees that did not think their full potential was being realized to ensure they know additional opportunities are available. Three of our current managers have been promoted from within, and that helps others realize the growth potential by seeing it firsthand.”