Dayna Kleve, Director of Diversity, Engagement, and Foundation at Walser Automotive Group, is helping embed inclusion into the company’s culture to drive stronger employee engagement, retention, and customer experience. Kleve joins us in the latest episode of Diversity in Automotive to share her role, which spans diversity strategy, corporate communications, and philanthropic efforts, positioning culture as a core business function rather than a standalone initiative.
Although Kleve didn’t start her career in the automotive industry, she began in broadcast journalism before ultimately transitioning into the industry through a marketing role focused on reputation management. That position gave her direct exposure to customer feedback and dealership operations, helping her build a foundational understanding of the retail business. Over time, her responsibilities expanded into corporate communications and eventually human resources, where she now leads the organization’s diversity and engagement strategy.
At the center of Walser’s approach are employee resource groups, which have become a key driver of engagement across the organization. The company currently operates four active groups with more than 500 participants, with plans to expand further. These groups are employee-led, open to all staff, and designed to foster connection, professional development, and a sense of belonging.
Key groups include:
- Women of Walser, focused on recruiting, retaining, and advancing women in the industry
- Drive With Pride, supporting LGBTQ+ employees
- An Asian Hmong-focused group, reflecting the local community
- Veterans at Walser, focused on building hiring pathways for service members and their families
“The roots of these groups were formed because of our customers.”
Notably, the company has strengthened its veteran hiring pipeline and earned recognition as a veteran-supportive employer at the state level. Internally, the groups have also influenced company culture in visible ways, including branded apparel that promotes group participation and sparks conversations among employees and customers.
Walser’s focus on inclusion began with customer feedback. Early research revealed that while customers appreciated the dealership experience, many did not feel represented on the showroom floor. The company identified a gap between its diverse customer base and its workforce, prompting leadership to view diversity as a business opportunity rather than a compliance exercise. By addressing that gap, the organization aimed to build greater trust and improve the overall customer experience.
Kleve emphasizes that the automotive industry still has a significant opportunity to rethink its approach to diversity and inclusion. Rather than treating it as a standalone initiative, she encourages dealers to integrate it into their broader workplace culture. Focusing on authentic connections with employees and aligning initiatives with real needs can deliver more sustainable results than traditional top-down programs.
“I think, often, what is good for women is also great for men.”
At Walser, leaders actively engage employees by asking for feedback and listening to their concerns. This approach builds trust and ensures that cultural initiatives reflect the needs of the workforce. Even small changes, such as improved career coaching or more inclusive workplace policies, can have a meaningful impact on employee satisfaction.
For dealers looking to improve their own culture, Kleve points to a straightforward starting point: ask employees what matters most. By identifying key priorities, such as career growth, family support, or workplace flexibility, dealerships can build an employee value proposition that aligns with their workforce. From there, leaders can design benefits, training programs, and policies that directly support those priorities.
Walser has applied this strategy by aligning its offerings with employee values, including expanded family benefits, career development opportunities, and programs that support long-term growth. This alignment strengthens both recruitment and retention while reinforcing a positive workplace environment.
