You asked for it and we listened. In this column, we ask operators of all sizes and from all walks of the industry a question about their business and report their answers so you can assess how your own company compares to your peers. If you would like to participate, please email Rob Smentek at
TOPIC: With employee retention always a challenge, what benefits and perks do you offer to keep your best staff on board?
We don’t do anything particularly out of the ordinary. We offer paid time off (PTO) and health insurance. We also give our reliable chauffeurs the best trips and finish the year with a nice holiday party. This has worked well for us.
Nick Boccio, General Manager
KLS Worldwide in Los Angeles, Calif.
One initiative we recently introduced is complimentary dry cleaning for our chauffeurs’ uniforms. This may appear to be a small benefit, but it can save each chauffeur as much as $80 per month while also helping them maintain the professional appearance expected in our industry. More importantly, it shows our employees that we understand the everyday expenses connected to their jobs and are willing to help.
We have also introduced an optional four-day work schedule for eligible employees. They can still work their full 40 hours, maintain their benefits, and earn the same weekly pay while receiving three days off. This gives employees more time with their families, more time for personal interests, and more opportunities to rest and recover. This has been well received and has helped improve morale while also giving employees greater control over their work-life balance.
The work environment matters just as much. Employees should have the proper tools, vehicles, technology, uniforms, and equipment needed to perform their jobs safely and efficiently. Asking employees to work with outdated or unreliable equipment creates frustration, reduces productivity, and sends the message that their time and comfort are not important.
Employees today are looking for more than a paycheck. They want to feel safe, respected, comfortable, and connected to the organization they work for. They want to know that management understands the challenges they face and is willing to make reasonable changes to support them.
Alex Darbahani, Founder & CEO
KLS Worldwide in Los Angeles, Calif.
As the owner of a boutique transportation company, I don’t have hundreds of employees or an unlimited budget for extravagant retention perks. That has forced me to focus on what I believe matters most: building relationships with trust.
Our chauffeurs have flexibility in choosing their own schedules and time off whenever operationally possible. We encourage them to complete additional licenses and endorsements so they can increase their earning potential. We keep compensation competitive, recognize strong performance, and look for small ways to reduce the financial pressures many working families face. For example, we allow limited personal use of company vehicles, with GPS monitoring and clear guidelines. The cost to the company is relatively small, but it can save an employee the expense of operating their own personal vehicle and make a meaningful difference in their monthly budget.
At the end of the day, retention isn’t about one benefit. When employees believe you’re invested in their success—not just their productivity—they’re much more likely to stay and grow with your company.
Harry Dhillon, President
Ecko Worldwide Transportation in Santa Clara, Calif.
We believe employee retention starts with creating an environment where people feel valued, respected, and part of something meaningful. Beyond competitive compensation, we focus on recognizing hard work, creating opportunities for growth, maintaining open communication, and building a strong team culture.
We also invest in team-building experiences and make time to connect outside of daily operations. For me, the best “perk” is creating a workplace where employees know their contributions matter and where success is shared as a team. When you take care of your people, they take care of your clients and your business.
Lenin Fraga, Founder & CEO
American Transportation & Limo Services in Miami, Fla.
We focus on creating a culture where every team member knows their contributions matter. We encourage open, two-way communication between our chauffeurs and office staff, actively listen to their ideas and concerns, and involve them in the company’s growth whenever possible. Our management philosophy is built on respect, appreciation for professionalism, and teamwork rather than a top-down approach.
That culture has paid dividends. It has helped us maintain exceptionally low employee turnover while consistently delivering the high level of service our clients expect. When employees feel respected, heard, and invested in the company’s success, they are far more likely to stay and take pride in the experience they provide every day.
Thomas Halsnik, CEO & Owner
Walsh Chauffeured Transportation in Tampa, Fla.
We offer benefits that support both the financial well-being and work-life balance of our employees. Our retirement benefits include a 401(k) plan with a 3% employer contribution, whether or not the employee contributes, as well as a cash balance retirement plan and discretionary bonuses.
Flexible scheduling is also an important part of our retention strategy, especially for our chauffeurs. Allowing employees to balance their work schedules with their personal lives helps keep them happy, engaged, and committed to the company.
We also make a point of recognizing employees who go above and beyond. This can include a gift card for coffee, lunch, or dinner. These may be small gestures, but they let employees know that their extra effort is noticed and appreciated.
Paul Hartnett, President
Axis Coach Transportation in Manchester, N.H.
We’ve been very fortunate to have an outstanding retention rate here. We achieve this through very competitive salaries for all our full-time employees, which include both office and chauffeur staff. After a probationary period, we also extend a health benefits package and an increase in pay. We’ve found that the Big Beautiful Bill’s No Tax on Tips has been a powerful recruiting tool for chauffeurs. Also, upon onboarding a potential employee, their responsibilities, uniform requirements, and the like are made very clear in the company handbook and during the interview process. We tend to avoid candidates who hop around from job to job. We target those that are qualified and are looking for a home.
Bill Kerr, President
Camryn Executive Transportation and Limousine in Barboursville, Va.
We offer a competitive benefits package that includes health insurance, company-paid life insurance, a 401(k) with a 4% company match, competitive pay, safety and performance bonuses, and recognition for outstanding customer compliments. We also provide flexible scheduling whenever possible by working with our employees’ availability. We believe that investing in our team, recognizing their hard work, and supporting a healthy work-life balance are key to retaining great employees.
Stefan Kisiov, Managing Partner
K&G Coach Line in Park Ridge, Ill.
I have often been asked how I have managed to keep employees for so long. I have several employees who have been with me for more than 15 years. For me, the answer has always been very simple: treat everyone like family. Whether it is the person cleaning the shop, one of my chauffeurs, someone experiencing homelessness on the side of the road, or someone in a high-level executive position, I believe every person deserves the exact same level of respect, compassion, kindness, and dignity.
I have always told my employees that no one is above anyone else. We are all one team, and every person plays an important role in our success. I truly believe that creating a culture built on respect, appreciation, love, and compassion is what has allowed us to retain so many great people over the years.
Since we are primarily a retail transportation company, approximately 90 percent of our chauffeurs are part-time. Even with that, we have experienced very little turnover. Most of the employees who have left over the years did so because they found opportunities to pursue full-time careers elsewhere, and I have always supported them in taking that next step.
Moses Koktsidis, Founder
Second Nature Limousine in Wheeler, Ind.
We take pride in our employee retention, with an average of 14 years for all staff and 13 years for chauffeurs. These high retention rates (and feedback from our employee satisfaction surveys) tell us that we are doing something right! But what exactly is our secret formula?
At the heart of our employee retention is a culture of appreciation, safety, and flexibility. Our Above & Beyond Employee Recognition Program empowers employees to nominate one another at every level, celebrating exceptional contributions across the organization. We also reward our chauffeurs through a Safety Bonus program; safe driving miles turns into cash!
Additionally, we support work-life balance by offering generous flexibility and additional PTO with tenure. Our employee satisfaction survey also scores high in team dynamics and management/leadership.
These initiatives help create an environment where employees feel valued, supported and motivated to build long-term careers with us.
Carrie Mongiori, Vice President, Human Resources
Dav El/BostonCoach in Everett, Mass.
While competitive compensation is always essential, we’ve found that empathy and respect are what truly build long-term loyalty. Even team members who eventually move on often stay in touch, and many ultimately return to work with us either full- or part-time.
Creating a welcoming environment is key. Twenty years ago, I visited a couple of transportation companies where drivers were confined to a tiny standing area with a sign reading, “No chauffeurs allowed beyond this point.” I found that degrading. In contrast, I maintain an open-door policy with a comfortable chair right next to my desk. Drivers can come in, relax for a few minutes, and chat about their days, city news, or personal lives. That personal connection with management makes all the difference.
Transparent communication is also crucial during high-stress periods. For example, ahead of busy events like FIFA, we briefed our team early on to prepare them for the heavy workload while framing it as a rare, monumental opportunity to be part of something special.
Jess Sandhu, Director of Operations
A&A Limousine & Bus Service in Kenmore, Wash.
I always like to say this about the luxury transportation industry, “We technically do the same thing every day, but it’s never exactly the same.” Wichita is a smaller market; therefore, our workload is what it is, and sometimes that is all or nothing. However, despite the day-to-day inconsistencies, our drivers like the flexibility, which is a big draw to work for us. It gives people options for appointments, childcare, and life, etc. Along with that, we believe we pay well, especially compared to other jobs. We do not have a benefits program, but our people can also use our services for next to nothing. We also offer free airport transportation for personal trips.
Quentin Shackelford, Owner
AllClassLimo.com in Wichita, Kansas
We’ve loved hearing your answers to our benchmarking questions—but we always welcome suggestions for future topics, too!
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