As convenience store chains prioritize retention efforts, many of them are rolling out new programs that benefit their team members.
Country Fair, for instance, which operates 73 store locations in Pennsylvania, New York and Ohio, began providing employees with earned wage access about a year and a half ago in partnership with ZayZoon.
“Earned wage access has been a winner for us,” said Steve Seymour, director of personnel for Country Fair. “Our employees absolutely love it. Last data check, turnover rates for employees using the program are approximately 20% less than those who do not.”
To participate in the program, employees just have to sign up. An employee’s rate of pay and average hours per week are used to create weekly estimated wages, Seymour explained. Employees can then access 50% of their weekly pay up to a defined dollar amount.
They can opt to receive their earned wages via a bank account deposit (for a fee), a gift card (no fee) or via a ZayZoon credit card (no fee). The gift card option comes with a bonus.
“For example, Walmart might be advertising a 10% bonus on gift card purchases this month. Therefore, you buy a $100 card and receive $110,” Seymour said.
In a situation where an employee quits and ends up owing ZayZoon money, they handle it directly with the employee, and there is no cost to Country Fair.
Calloway Oil Co., which operates 24 EZ Stop c-stores in Tennessee, launched a partnership with GoHappy, a texting platform that provides direct communication with all front-line employees, and branded the platform “EZ Talk.”
“Through EZ Talk, we send a series of messages, highlighting all the great benefits EZ Stop offers to new employees during their first 30 days,” said Melanie Disney, head of HR for Calloway Oil and H&L Transport Inc. “Additionally, we conduct pulse surveys at 30, 60 and 90 days to check in with new team members and ensure they have the support they need.”
EZ Stop initially envisioned EZ Talk as a way to communicate company news and upcoming events such as benefits open enrollment. But the chain quickly saw that EZ Talk was an ideal way to offer employee recognition.
“We started sending out company announcements of newly promoted employees and providing shoutouts to outstanding performers,” Disney said. “It has become a platform where leaders can recognize their employees companywide and has been well received by our teams.”
Similarly, Englefield Oil, which operates 117 Duchess c-stores in Ohio and West Virginia, has made strides in strengthening its communication strategy with team members over the past year. It found through its surveys that employees wanted more frequent communication.
“Using texting and other communication software, we’re able to send messages to congratulate on anniversaries and accomplishments and send reminders,” said Nathan Arnold, director of marketing for Englefield Oil.
Family Express, operating 81 locations in Indiana, has also prioritized communication by introducing regular pulse surveys via text message to gauge how its workforce is feeling. “The texts make it easy for a majority of our coworkers to respond,” said Alex Olympidis, president of operations for Family Express.
Operations then meets with HR weekly to integrate employee feedback and develop targeted strategies to address any challenges.
While many c-store chains collect employee input, the true differentiator for retention lies in how that feedback is acted upon — a practice in which Family Express excels.
Family Express has also placed an emphasis on supporting its employees’ well-being by introducing Calm Health, a digital mental health platform, not only for employees, but for their family and friends as well, if they choose.
“Calm Health aims to bridge the gap between mental and physical health care, guiding users to the appropriate level of support and helping them stay engaged in their mental health journey by offering personalized, evidence-based mental health programs,” Olympidis said.
Olympidis pointed to a recent study, titled “Mental Health Benefits: Barriers to Access,” that found that 65% of Gen Z and 60% of millennial workers consider it “very important” for employers to provide mental health benefits.
The chain also has a dedicated “Shine Team” that has a special knack for and focus on detail cleaning, allowing store teams to prioritize building relationships with guests.
As some of these initiatives show, a successful retention strategy goes beyond simply holding onto employees; it’s about creating a culture where team members feel valued, engaged and motivated to grow with the company. By investing in employee development, engagement and recognition, retailers can transform retention into a powerful competitive advantage.
