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.

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