Recruiting and retaining young talent in Canada’s auto care sector

Our industry is at a turning point in how it attracts and develops talent. As experienced professionals retire and business demands evolve, the industry is under increasing pressure to attract the next generation of talent—not only in technical trades but across operations, supply chain, sales, marketing, analytics, and leadership roles. And it is more than just filling vacancies; it is ensuring the industry remains competitive, innovative, and capable of sustaining long-term growth through a strong talent pipeline. 

This challenge is reflected in AIA Canada’s 2023 Labour market research report, phase two, which found that 65 per cent of mechanical and collision repair shops experienced increased technician turnover in 2022, while job vacancies across the sector doubled between 2021 and 2022. The findings also point to a growing retention issue among younger workers, with employees aged 18 to 24 accounting for more than half of those leaving the industry for opportunities in other sectors. 

At the same time, AIA Canada’s Outlook Study, 2024–2025 edition, highlights how rapidly the auto care sector is evolving, driven by electric vehicles (EVs), advanced vehicle technologies, digital commerce, and changing consumer expectations. As the industry continues to modernize, there is an important opportunity to help more young professionals recognize the wide range of innovative and rewarding career paths available within auto care. 

Young professionals are looking for career growth 

One of the most significant shifts shaping today’s workforce is how younger professionals evaluate career opportunities. While compensation remains important, long-term career growth, mentorship, flexibility, and workplace culture now play an equally important role in where people choose to build their careers. For many employers across the auto care sector, this presents an opportunity to strengthen how career paths are communicated and developed. 

Recruitment efforts often focus on immediate operational needs and filling open positions, but younger employees are increasingly looking beyond the role itself to understand what their future could look like within an organization and within the industry as a whole. AIA Canada’s 2023 Labour market research, phase two, report reinforces this, identifying limited career development opportunities as a contributing factor to employee turnover across the sector. 

Creating clearer career pathways can play an important role in improving both attraction and retention. Technical employees should be able to envision opportunities to grow into diagnostics specialization, EV expertise, leadership, or training roles. Likewise, corporate professionals should see potential career progression across areas such as category management, digital commerce, operations, analytics, and executive leadership. 

When young professionals can clearly see opportunities for growth and advancement, they are far more likely to build long-term careers within the industry. 

Employer branding has become a competitive advantage 

The competition for talent now extends well beyond wages. Younger workers increasingly evaluate employers in the same way consumers evaluate brands, paying close attention to company culture, leadership visibility, and whether organizations appear innovative and future focused. 

Unfortunately, many aftermarket businesses still underinvest in employer branding while competing against industries such as logistics, technology and construction for the same workforce. 

According to AIA Canada’s 2023 Labour market research report, phase two, many workers leaving the sector cited stronger compensation, better working conditions and clearer opportunities elsewhere as key reasons for their departure. While compensation remains important, workplace reputation and employee experience are becoming equally critical to differentiators. 

Companies that successfully attract younger professionals are actively showcasing employee development, mentorship opportunities, innovation initiatives, and modern workplace culture. The aftermarket has a compelling story to tell, but too often that story remains internal to the industry. 

Leadership and workplace culture are driving retention 

Retention challenges within the sector are increasingly tied to leadership and workplace culture rather than compensation alone. 

Younger employees expect structured onboarding, regular feedback, mentorship, and opportunities for professional growth. Organizations that continue to rely on outdated management styles or “pay your dues” workplace cultures risk losing talent at an accelerating pace. 

The businesses that retain younger professionals most successfully are investing in leadership development, creating stronger onboarding experiences, and building clearer growth pathways early in employees’ careers. 

Modernizing leadership does not mean lowering standards. It means recognizing that workforce expectations have evolved, and that strong workplace cultures are now a competitive advantage. 

Positioning the industry for the next generation 

AIA Canada’s Outlook Study, 2024-2025 edition, highlights how the future of the auto care sector is being shaped by technology, evolving mobility trends, and digital transformation. From electric vehicles and advanced vehicle systems to digital commerce and changing consumer expectations, the industry is evolving rapidly, creating new opportunities across both technical and corporate career paths. 

Today’s young professionals are increasingly drawn to industries they view as innovative, forward-looking, and adaptable. Canada’s auto care sector already sits at the intersection of technology, mobility, and customer experience, offering dynamic careers that extend far beyond traditional perceptions of the industry. 

As businesses continue to modernize operations and embrace new technologies, there is an opportunity to better communicate the breadth of career growth, innovation, and leadership opportunities available within the sector. 

Ultimately, attracting and retaining the next generation will require companies to evolve not only how they recruit, but also how they develop talent, foster workplace culture, and present the industry to future professionals. 

Because today’s workforce is looking for more than a job—it seeks an industry where they can see a meaningful, long-term future.