How to develop professional growth among your staff

The automotive aftermarket needs to put more focus on a people-first approach, a relatively revolutionary strategy that can reshape how shops are run from the inside and make the industry a more attractive place to work.

It’s not just about fixing cars anymore; it’s about building careers, noted Cassie Bell, senior vice president of people at NAPA. The industry needs to be thinking about career development and leaving the traditional roadmap for developing staff behind. 

In an interview at NAPA’s 100-year celebration in Las Vegas this year, she used her brother-in-law’s story as an example. He’s a skilled technician for a dealer who felt trapped in the job until new leadership showed him that career development is more than climbing a corporate ladder.

“It’s not just about upward mobility,” Bell explained. “It’s about how you grow yourself more broadly.”

For today’s workers, that means exploring opportunities beyond traditional promotions. It could mean specializing in electric vehicle diagnostics, becoming a peer mentor or developing leadership skills in unexpected ways.

“They’re not all about running to the top as fast as possible,” Bell said to today’s workforce. “They’re looking for something very fulfilling.”

The approach goes deeper than just professional skills. Bell advocated for a holistic view of employee development that includes financial stability, wellness programs, and personal growth opportunities.

“Sometimes it’s not just about the car,” she noted. “It’s: How do you help them with financial stability? How do you help them from a wellness perspective?”

Compensation, while important, isn’t the magic retention solution. Workplace culture matters more than a big paycheque, Bell emphasized.

“If you change that working environment and they want to be there, they want to be part of it — that’s what helps retention,” she said.

In the automotive industry, that culture feels more like a family than a workplace. Bell described how the industry could be a tight-knit community that spans auto care centres, independent stores and repair shops.

“It’s like this big family,” she said. “When students or individuals start to see that and be part of that, it’s going to continue to build this.”

For younger generations, career conversations are crucial. Employees want transparent discussions about their potential paths, their aspirations, and how the company can support their growth.

“If you don’t have the right career conversations with people and understand where they want to go, they’re going to feel like they’re stagnant and can’t go anywhere,” Bell warned.

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