Managing Generation Z in the Canadian Automotive Aftermarket

Part 1: What Auto Parts Employers Need to Know About the Industry’s Next Workforce

If you have hired a counterperson, warehouse associate, delivery driver, or customer service representative in recent years, chances are you have already welcomed Generation Z into your business.

Born between 1997 and 2012, Gen Z is entering the workforce as the automotive aftermarket faces ongoing labour shortages and the retirement of experienced employees. While technician shortages often grab the headlines, the auto parts sector faces many of the same challenges. Distributors, jobbers, and retailers are all competing for the same talent pool, making recruitment and retention a growing priority.

Many strengths

Fortunately, Gen Z brings many strengths to the workplace. They are comfortable with technology, adaptable, and eager to learn. The challenge for employers is understanding what motivates them and how to position an auto parts business as a place to build a career rather than simply earn a paycheque.

One common misconception is that younger employees are motivated primarily by compensation. While competitive wages matter, many Gen Z workers are equally focused on career growth and development. They want to know where their current role can lead and what opportunities exist if they perform well.

A fellow distributor recently shared how he lost a promising warehouse employee after less than a year. Assuming pay was the issue, he was surprised to learn the employee left because he could not see a future with the company. No one had explained how a warehouse role could lead to opportunities in purchasing, inventory management, sales, branch management, or operations. Since introducing career-development discussions during onboarding, employee engagement and retention have improved noticeably.

“Businesses that provide growth opportunities, regular communication, meaningful work, and strong leadership will be best positioned to attract and retain the next generation of auto parts professionals.”

 – Douglas Squires, President, Colonial Auto Group

Exceptional opportunities

The reality is that the auto parts industry offers exceptional career opportunities. Many industry leaders began on delivery routes, in warehouses, or behind the parts counter. In my own organization, several members of senior management started on the counter and advanced through the business as their experience and skills grew. The key is helping young employees recognize these opportunities early in their careers.

Communication is another area where Gen Z often differs from previous generations. Annual performance reviews are no longer enough. Most younger employees prefer regular feedback and coaching that helps them improve in real time. Frequent conversations provide reassurance that they are progressing and contribute to a larger goal.

Recently, one of our branch managers noticed a young counterperson becoming hesitant when dealing with professional repair customers. After discussing the issue, he discovered the employee lacked confidence in his product knowledge and was worried about making mistakes. Through coaching, mentoring, and additional training, that uncertainty disappeared. Today, the employee is one of the branch’s strongest customer service representatives.

Different expectations

Technology also influences how Gen Z evaluates employers. Having grown up in a digital world, they expect efficient processes and modern systems. Businesses that invest in electronic cataloguing platforms, inventory management software, mobile technology, and digital communication tools often have an advantage when attracting younger workers.

However, technology alone is not enough. Gen Z also wants to understand the purpose behind their work. A warehouse associate is not simply moving parts; they are helping repair facilities keep vehicles safely on the road. A counterperson is not just processing orders; they are helping technicians solve problems and get customers back on the road quickly.

Most importantly, Gen Z values authentic leadership. They want managers who are approachable, transparent, and invested in their development. Businesses that provide growth opportunities, regular communication, meaningful work, and strong leadership will be best positioned to attract and retain the next generation of auto parts professionals.

In Part Two, we will explore practical strategies for onboarding, mentoring, developing, and retaining Gen Z employees in today’s auto parts business.