Learn about your new hires and foster employer loyalty

The best job offer I ever received was from the Mercedes-Benz plant in Alabama. I wasn't interested in moving, but their recruiters were persistent, so I gave them a shot. The one part of the offer that made the biggest impression was they would put my family and me in a furnished apartment for 90 days at no cost while we looked for housing.

I learned about toxic leadership in the military, and when I returned to civilian life as a technician, I promised myself I wouldn't work for such leaders again. Bad promise to make because I started job-hopping, leaving dealerships and bad leaders — including moves from city to city, state to state.

One such move, we spent five months living at a state park in various cabins and the campground, and at a local motel. Another move, I spent four months living in my car separated from my family, which — not surprisingly — was how long I worked there.

Another place put me up in their office, which turned out to be much less than ideal for all parties. One service shop helped me find an apartment after I paid out of my own pocket for a hotel for three weeks, but I was on my own for the bills.

In short, all were a far cry from what Mercedes offered me in Alabama.

In my most recent move, to Pampa, Texas, my employer put me up in a hotel for two weeks, found and arranged for a month-to-month apartment for me and covered the deposit and first month. By the second month, I was doing well enough to cover my own bills, but that boost did a lot to build loyalty toward the new shop. All of this got me thinking: How much did it cost, and was it worth it to my employer?

The hotel for the two weeks was about $800. The deposit and first month's rent totaled $1,000, of which the shop should get back $325. In exchange, they got a tech who wasn't worried about where he was going to sleep and could focus on fixing vehicles right out of the gate.

It wasn't a perfect move. I did have to figure out how to bring my family later, and there is still some distraction about finding a permanent home. But it did go much better than previous moves.

In the current labor market, hiring an out-of-town tech is becoming more common. How you treat your new hire goes a long way toward building or destroying their loyalty. Past shops had no idea I was sleeping in my car; if they did know, they didn't care.

They didn't ask why I wasn't bringing my family over yet. They didn't take time to get to know me personally. My most recent move was quite different, and I encourage other leaders to learn from what these folks did right.

Get to know your new hires. Before they arrive, find out if they are moving with their family or not. If they aren't, find out why. If it's because of housing on your end, see if you can fix that in advance — at the very least offer to put them up in a hotel since that requires no upfront loss if they ghost you.

Once they arrive, use your connections to find them a place to stay and front the cost — even if it's just the first month and deposit — to get them established. Make sure they have food to eat.

If they are moving, it's likely they are leaving a bad financial situation and will need the help. Put them in contact with a good real estate agent or landlord in the area, depending on the situation. Cover the cost of moving the toolbox.

Visit with them in their bay and be open to their interruptions as they adjust to your shop. Make sure they feel welcome.

Yes, it's a risk, but the loyalty you earn will be worth it.