Following COVID-19, HR strategies remain a key discussion point, particularly flexible work arrangements. Research and debate on the topic continue to intensify, highlighted by the largest 4-day workweek trial in the UK, which starkly contrasts the ongoing announcements of 5-day Return to Office (RTO) mandates making headlines.
At the 2024 AICPA Dealership Conference, I was intrigued when Horace McCormick, CHRO and EVP of Anderson Automotive, shared that their dealerships had successfully implemented a 4-day workweek in 2019, well before the pandemic. Interestingly, their policy applies to all departments, both front and back operations. While the flexible arrangement initially caught my attention, I quickly realized it was just one aspect of their comprehensive HR strategy.
No extensive research or political pressure was needed—just a determined organization with visionary HR leadership and ownership support. Horace shared some insights into their approach.
Service as a Priority
The 4-day workweek concept in dealerships has been around for many years and has historically been driven by the need to attract and retain the best technicians. According to Horace, a major key to success is having enough volume in the service drive to support a 4-day workweek where the Service Managers and Directors handle scheduling. Technicians want to clock their hours and enjoy a good quality of life, but without sufficient customer volume, the flexibility of a four-day workweek isn’t feasible.
By prioritizing service, Anderson Automotive ensures a steady stream of profitability in an industry where vehicle gross profit has displayed sharp volatility in the past five years. Anderson Automotive isn’t alone here. According to their 2024 Q4 and Full Year Financial Results Press Release, Sonic Automotive exceeded its hiring goal, adding 335 technicians during the period. This hiring push contributed to a 7% increase in same-store fixed operations gross profit, reinforcing how central technician growth is to their broader strategy.
What is unique about Anderson’s approach is that, although initially driven by the Service department, the 4-day workweek is ingrained throughout all departments in the store. “It’s a culture and the standard,” says Horace. Their service and sales departments remain open six days a week, requiring thoughtful scheduling.
The Ecosystem
Horace emphasized that a 4-day workweek alone won’t attract and retain top technicians. “We also implemented an entire ecosystem around the four-day workweek.” This strategy included adjustments to benefits, such as a high-deductible health plan (HDHP), a bonus program based on tenure and productivity, a leading apprenticeship program, and emotional intelligence (EQ) training for fixed operations leaders. They maintain strong relationships with local tech schools, with events at Wake Tech attracting over 130 potential apprentices and Blue Ridge Community College, a National Community College of the Year finalist. Monthly company-wide recognition events celebrate employee milestones and achievements every first Friday since 2019.
Culture and Growth
“We have a culture of performance and caring, and that’s how we lead every day,” Horace said. Anderson Automotive has refined this culture, making it the expectation for all employees and customers. Regarding growth, the dealership group has met or exceeded its goals since implementing this HR strategy in 2019. Regarding profitability, Horace confirmed that one of their most significant opportunities now is deciding where to add more service bays. Not a bad problem to have. The company has more than doubled in employees, revenue, and dealerships since 2019.
The key takeaway here is not that a 4-day workweek will address every performance challenge, but rather that a well-executed HR strategy can be a vital tool for leaders across all industries, not just in automotive. It demonstrates that business owners can design processes that enhance employee retention and performance while driving overall growth and profitability. It’s also understanding that a job well done can be accomplished outside conventional hours and that neither time of day nor time of week will determine high performance, output efficiency, or excellent customer service.
Author: Amy Robinson, CPA | [email protected]
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