As we’re well into a new school year, it is a reminder that every day can offer learning experiences. For small business owners, there are new lessons that always come with the job, but sharing that knowledge and other crucial insight with employees is also an ongoing process.

Every new employee needs to be trained, as do those climbing the ranks. A promotion typically involves much more than a new title and a bump in salary. So, whether it is an employee’s first day as a tech on the shop floor or the newly promoted manager sitting down behind the counter, there needs to be proper training.

In the quick lube world, there may be on-the-job training, but many positions require specific instruction just to get started. The question: How does the process begin?

“A proprietary training program is one of the most valuable investments an organization can make because it teaches employees not only what to do, but how we do it. Every company has its own culture, service standards, operational expectations, and leadership philosophy,” explains Lisa Drumheller, learning and development director at WLR Automotive Group, which operates the Lube Center and Auto Spa facilities in Maryland, Pennsylvania, and West Virginia.

She tells National Oil and Lube News that a customized program ensures every employee receives a consistent experience and understands what success looks like within WLR.

WLR saw that developing its training program was a priority, as it allowed the company to align every learning experience with its culture, its specific processes, and the expectations it had for its own teams.

“Our leaders bring real-world experience from our own locations, making the training practical, relevant, and immediately applicable. Our internal resources have increased, specifically because the Learning and Development department went from a team of three to five,” adds Drumheller. “Since then, we have been able to significantly increase the frequency of classes offered supporting company growth, use innovative software to advance the training experience, and apply new knowledge gained from learning and development experts.”

Where Should Training Begin?

It should go without saying that training needs to begin with the fundamentals. This is to ensure that customers receive the best experience, that work is done correctly, and that safety is adhered to throughout the process.

“Regardless of position, every employee should understand the fundamentals of delivering an exceptional customer experience. Technical skills can be taught, but creating trust with customers requires consistent communication, professionalism, and genuine care,” says Drumheller.

At WLR, training on the fundamentals is focused on the power of “one-size-fits-one,” meaning that every employee and every customer is treated individually. To accomplish this, WLR focuses on several core training concepts that include teaching customer experience and communication skills; an understanding of the company culture, mission, and values; safety procedures and risk awareness; operational standards and quality expectations; teamwork and accountability; problem-solving and conflict resolution; continuous improvement and personal development; and emotional intelligence.

“When every employee shares these foundational skills, the customer experience and employee experience become more consistent across every location,” says Drumheller, adding that all of WLR’s employees go through a training class known as “The Art of the Customer Experience.”

In that class, the focus is on fundamental objectives: character, expectations, influence, and values. Every employee is instructed on how individual character drives collective actions and results; how the company expectations directly impact the customer experience; how leadership is influence, where everyone is a leader because they influence everyone around them; and that values are the standards that guide all behavior.

“If everyone understands how character influences behavior, then the company can expect excellence as a result,” emphasizes Drumheller.

On the Management Track

For employees who are on a management track, a different set of training is needed. Part of it is to determine that someone who is doing well in their current position won’t be moved to a job where they may struggle. That isn’t fair to the employee, nor to the shop and its customers. Even those who are the right fit for such a new role still need the right level of training to match their potential.

“Leadership requires an entirely different skill set than technical proficiency. Being a great technician or cashier doesn't automatically prepare someone to lead people,” Drumheller explains.

The WLR Management training and development was developed to provide a focus on coaching and developing others; emotional intelligence and self-awareness; effective communication and difficult conversations; hiring and interviewing; performance management and accountability; conflict resolution; time management and prioritization; business and financial acumen; and the ability to build culture and employee engagement.

“At WLR, we have our managers begin their management track with a class called Management JDT (Job Description Training), which basically teaches basic leadership lessons with company policies and procedures,” says Drumheller.

Once the operations have been understood, the next step is leader development. WLR’s managers are then enrolled in “Leadership Programs” consisting of “Managing for Success (Level 1)” and “Growing for Tomorrow (Level 2).” Throughout each of those programs, the managers learn about their role in communication, developing employees, performance coaching, team building, time management, training, interviewing, retaining top talent, and succession planning.

This training is essential in a promote-from-within culture, says Drumheller. Promoting internal talent shows that the company has confidence in the employees, while the subsequent training gives them the confidence and skills to succeed in their new roles.

“Without structured development, promotions often rely on technical ability alone. With a strong learning and development program, employees understand there is a clear career path and that the company is invested in helping them grow and develop,” Drumheller continues. “This not only prepares future leaders but also increases engagement, retention, and succession readiness.”

She adds that a promote-from-within culture thrives when employees know they won’t just receive a new opportunity, but that they’ll also receive the support, tools, and development needed to be a successful leader within the WLR family.

Team Building with Training

The final consideration with in-house training is the team building that it can provide.

“Team building transforms training from an individual learning experience into a shared commitment to excellence.

The best training programs encourage collaboration, discussion, and peer learning,” says Drumheller. “When employees solve problems together, practice scenarios, and celebrate successes as a team, they develop stronger trust and communication. Those relationships carry over into the workplace, where teamwork directly impacts efficiency, safety, and customer satisfaction.”

Team building can further reinforce company culture, making employees more engaged as they feel connected to something bigger than themselves. Such training should develop both competence and connection because organizations perform at their highest level when people grow together.

“At WLR, we integrate different team-building activities into the classroom environment to show employees that learning can be educational and fun,” concludes Drumheller. “The best learning experiences tend to occur when the learner is fully engaged. Whether it is a competitive game or a fun activity, we do everything we can to make training an experience that will not be forgotten.”