The driving force behind the success of the Sytner Group — the UK’s leading
retailer of prestige and specialist cars — is its employees. From day one,
when new staff are given a bottle of bubbly and a bunch of flowers, they are
made to feel comfortable. Staff respond well to such attention and feel they
can make a valuable contribution to the organisation’s success (a 79%
positive score and a top 30 ranking for this).
Frank Sytner and his brother Alan founded the company more than 30 years ago.
Since then, the group has grown from one BMW dealership in Nottingham, to
110 showrooms that specialise in a range of prestige brands including
Mercedes-Benz, Jaguar and Land Rover. American firm UnitedAuto Group bought
the Sytner Group in 2002.
Staff are proud to work for the organisation, giving a 76% positive score.
“Sytner is a very progressive company,” says Nick Jessop, general sales
manager at Graypaul Nottingham, which specialises in Ferraris and Maseratis.
“I would much rather be involved with a motor group which is leading the
way, not just following.”
Judging by their loyalty to the company, his colleagues agree — 4Å years is
the average length of service. Last year, five people from the 50 who work
at Graypaul Nottingham subsidiary celebrated their 10-year anniversary. This
year, two employees will reach their 15-year milestone.
In their 10th, 20th and 30th year, staff are given an extra five days’
holiday. A contributory pension is offered after a year and staff enjoy
performance-related pay. They feel their job is secure (73%). “The pressure
is on,” says Jessop, “but it isn’t a hire-and-fire company. I’m as good as
my performance from the seven years I have been here, not just last month.”
Employees do not feel under so much pressure they cannot concentrate (72%).
They also feel the company is run on strong principles (76%). Mario Vignali,
who has been with the group for 17 years, is managing director of the
Graypaul Nottingham dealership, and also responsible for the sales operation
of a Scottish dealership. He knows loyalty is about making employees feel
valued: “We don’t pay more than elsewhere. It’s about treating people well.”
Staff were even consulted on the design details of the Graypaul showroom —
down to where technicians keep their tools and the position of the reception
desk. “We have great working conditions,” Jessop says. Employees feel they
can really make a difference to the group (74%) and believe their managers
listen to them (70%).
A biannual company questionnaire makes sure senior managers are kept abreast
of any concerns. People feel the company really tries to help them (a 74%
positive score). They also say senior managers truly live the values of the
organisation (78%) and care about them as individuals (72%). Laurence
Vaughan, chairman of Sytner, even gives every member of staff his mobile
phone number.
People acknowledge that the company invests in their training, and say their
job is good for their personal growth (74%). Half of the training they
receive is provided by the manufacturers of cars in the specific dealership.
For instance, Ferrari provides courses for staff who work at Graypaul
Nottingham.
Training makes employees feel valued. Three years ago, 20% of staff left the
firm within six months of joining. To improve this, an induction day was
introduced in January 2004. Now, everyone — from receptionist to technician
— spends a day in the Leicester head office and has an introduction from a
main board director. The time is spent enthusing people about their role in
the company. Such programmes take about 20% of the £4m annual training
budget and have successfully reduced the number of staff leaving within six
months to about 7%.
Geoffrey Page-Morris, group operations director, has no doubt that the
induction day is the reason for this notable decrease. “Suddenly, people
feel they are part of something,” he says. It may not be a family enterprise
any longer, but staff still feel a strong sense of family (72%).
Employees say it is easy to be themselves in their teams (78%) and that they
are fun to work with (82%). They are also confident in the abilities of team
members (78%). “We know each other really well,” says Jessop. “If something
is not right for someone, we know straight away.”
Hard work does not go unnoticed at Sytner. “Winners’ circle” is the
company-wide award scheme, spanning all dealerships. In 2005, Vignali
collected an award for his outstanding contribution to the group. He and his
wife went to Las Vegas and stayed in a five-star hotel for three nights.
Every dealership also gives out its own prizes every quarter. Drivers picked
up members of the Graypaul sales team from their homes so that they could
have a drink on an evening out. It is small touches such as this that make
staff feel appreciated. Managers truly live the values of the organisation,
they say (75%).
Dean Pallet, a technician at Graypaul Nottingham, has been given the
opportunity to work with Ferrari as part of a race team. Such perks mean
staff love working for the firm (72%) and would not leave tomorrow (74%).
Olive Day, personal assistant to Vignali, and reception manager, agrees. “I
feel appreciated. You do feel recognised,” she says. Her colleagues agree,
and say that their manager regularly expresses gratitude when they do a good
job (71%). Employees say work is an important part of their lives, the 77%
positive score here ranking the firm among the top 30 best companies.
