Retailers are investing more heavily into training and workplace culture, which in turn has led to increased retention.

In 2024, c-store retailers reported that turnover is flat to down, largely due to increased efforts on the retention front, proof that strategic investments in employee engagement, training and workplace culture can and do pay off.

At Family Express, which operates 81 locations in Indiana, turnover "dramatically decreased" in the last year, which Alex Olympidis, president of operations for the company, attributed to "a soup-to-nuts upgrade of all things HR," including a more structured career development program as well as "a clear and achievable path to high wages based on tenure."

"We've found that many employees leave when they feel there are limited growth opportunities, so providing clearer career paths and staff dedicated to nothing but mentorship programs has been critical," Olympidis said. "Additionally, we've enhanced our employee recognition programs to highlight spectacular effort through an internal social media network based on public recognition."

Turnover was also lower at Country Fair in 2024, which operates 73 store locations in Pennsylvania, New York and Ohio.

"It was a year where we put emphasis on the first 90 days of employment," said Steve Seymour, director of personnel for Country Fair, noting that approximately half of the c-store chain's turnover comes from employees with less than 90 days of service.

The chain introduced an employee referral program, which rewards the referring employee after the new hire completes 90 days of service. What's more, the new employees have their first evaluation and raise after 120 days of service. Seymour believes these changes have helped to boost retention. "At 90 days, new employees begin to anticipate that 120 review," he added.

At Englefield Oil, which operates 117 Duchess c-stores in Ohio and West Virginia, turnover has remained "relatively flat with periods of reduction," said Nathan Arnold, director of marketing for Englefield Oil. "The chain leverages wage increases, paid time off and other benefits, along with its loyalty program, to support retention.

"Years ago, we were one of the first convenience store chains to implement an employee tier to our loyalty program. This provides extra benefits, discounts, giveaways and more that only current employees can enjoy," Arnold said. "This is also a selling tool to candidates because they can see additional benefits to working for Duchess."

Its efforts have paid off: some 50% of Duchess team members have been with the chain for more than a year with a significant percentage having worked there for over five years. Recently, several team members have celebrated 35-, 39-, 42- and 45-year anniversaries with the chain.

"Retention is key to our business," Arnold said. "We're focusing on onboarding and retention in 2025 and beyond to continue to cultivate a culture of longevity and quality team members."

However, Arnold noted that research shows generational trends are shifting, with younger workers less inclined to stay with one company for decades. "But we still strive to provide an atmosphere that all generations feel connected to in hopes to continue the tenure we have seen since being founded in 1961," he said.

Turnover was also flat for Calloway Oil Co. in 2024, which operates 24 EZ Stop c-stores in Tennessee.

"We still face challenges with what has become known as the job-hopping culture with workers that won't hesitate to change jobs for any number of reasons," said Melanie Disney, head of human resources (HR) for Calloway Oil and H&L Transport Inc.

Like most retailers, EZ stop sees the highest rate of turnover within an employee's first 30 days. To combat this trend, EZ Stop slowed down the onboarding and training process to give hires more time to familiarize themselves with the business and acclimate to their new role. This includes more time to shadow team members, learn and connect before being placed at the register, Disney explained.

To further aid retention, EZ Stop provides reviews and raises after an employee is on the job for six months and then annually after that, and it also offers flexible scheduling and career growth opportunities.

EZ Stop "recognizes that life outside of work comes with challenges that can impact employees daily," Disney said. "To provide support, we have introduced the Corporate Chaplains Program, offering our teams 24/7 access to chaplains and resources to help navigate personal struggles."

The chaplains regularly visit all EZ Stop locations so they can meet with employees one-on-one to provide "guidance, encouragement and a compassionate presence," Disney said.

The chain is also set to roll out a new retention and recognition program in the second quarter of 2025 called the Pillars of N-I-C-E Recognition Program. "It aligns with our mission of "Nice People, Good Stuff," Disney said.

Turnover has also decreased at RaceTrac, which operates more than 800 stores across 13 states, as the chain has been been focused on enhancing employee retention, a move that has strengthened the organization, said Linda Sutton, director of recruitment for RaceTrac. "This positive trend reflects our holistic approach to creating a workplace where employees feel supported and valued," she added.

In 2025, the chain plans to build on this foundation "by prioritizing employee engagement initiatives designed to cultivate a collaborative and connected work environment," Sutton said.