Retention, particularly of effective employees, is and likely will remain one of convenience stores’ ongoing challenges. While it seems that staffing trends are positive so far in 2025, c-store chains cannot take their foot off the gas pedal when it comes to prioritizing efforts to hire and keep the best employees for the job.
Focusing on engagement strategies is a great way to ensure employees are invested in their work.
“Everyone loves to win. Whether someone is working the cash register at a convenience store or competing in a high-stakes law school class, people are naturally driven by achievement. The key to driving employee engagement is to provide clear, concise and trackable objectives — and then keep score,” said Matthew Mathison, a seasoned entrepreneur, investor and co-founder of MBL Partners.
What are examples of possible objectives?
Improving customer satisfaction or increasing add-on sales, for instance, Mathison noted. Accomplishing this can be turned into a game for employees, with progress measured to show tangible results.
“Identify the most important goals for your store and empower employees to take ownership in achieving them. When employees can see their progress and feel a sense of accomplishment, engagement follows,” Mathison continued.
Incentives and Communication
Employers need to find a balance of different incentives to successfully promote engagement. Bonuses, commissions or profit sharing based on performance can be great motivation tools, according to Mathison.
“When employees have clear goals and objectives, empower them to contribute to those goals — and then reward them for their efforts,” he said.
At the store level, store managers are in a great position to boost employee morale and encourage a positive work environment. Motivating them to take ownership and invest in the people they work with should be a foremost goal of operators.
“Financial incentives are important, but so are intellectual challenges, leadership development and personal growth opportunities,” Mathison stated.
Store managers can also help inspire their team with specific incentives. They can assist with career development opportunities, as well, and most importantly, nurture a respectful and appreciative culture.
Communication needs to be transparent and frequent between employers and their employees. Store managers need effective feedback, as does their team.
“When giving feedback, employees should clearly see how it helps them improve, grow and ultimately win,” said Mathison.
Simultaneously, employers must know when an employee is no longer a good fit and creating a negative space. “Prioritize a positive, high-performance environment over simply filling a role,” Mathison advised.
Technology Intervention
As c-store operators look to boost engagement, technology can provide helpful tools.
“Leveraging digital tools such as learning management systems, employee feedback surveys and gamified performance tracking can create a more interactive and rewarding work environment,” said Mathison. “Gamification, in particular, can make routine tasks more engaging by turning goals like upselling or customer-service excellence into friendly competitions with real-time leaderboards and rewards.”
Technology is also useful in that in can maintain consistency across locations, affording the same opportunities and feedback management from one store to the next.
“Another important aspect is connectivity. Video conferencing and internal communication platforms can help employees in different locations collaborate, share best practices and feel more connected to the larger organization. This can be especially valuable for store managers, allowing them to build a stronger support network and foster a more unified company culture,” said Mathison. “When implemented strategically, technology not only streamlines operations but also creates a workplace where employees feel more informed, supported and motivated.”
Ultimately, the goal is to turn engagement into retention. Employers that foster recognition, growth opportunities and purpose are actively making this goal a reality.
“Employees who feel heard, respected and empowered to make a difference are far more likely to stick around, leading to a stronger, more motivated team — and ultimately, better business results,” said Mathison.
For more detailed insights from Matthew Mathison on driving employee engagement in c-stores, check out “Effecting Employee Engagement.”
