AUSTIN, Texas – Oct. 27, 2025 – Amid a year of shifting tariffs, vehicle inventory challenges, and evolving EV incentives, dealership employees remain invested in their roles and optimistic about their future in automotive retail. Yet, new research from CDK, the leading automotive retail software provider, shows that while job satisfaction is on the rise, economic stress and a lingering lack of enthusiasm for the industry as a career path continue to challenge workforce stability.
The CDK 2025 Dealership Workplace Study offers a comprehensive look at the changing dynamics of the dealership workforce. Based on insights from more than 400 dealership employees across the U.S., the study reveals a workforce that is increasingly content and stable. Yet dealers are still navigating key challenges around compensation and a mixed perception of the industry, each contributing to broader trends in retention, engagement, and overall workplace sentiment.
Top takeaways from the study:
1. Job Satisfaction Is On The Rise
- Dealership employee satisfaction has increased to 82%, up from 74% in 2024.
- Turnover intent has dropped significantly, with only 22% planning to leave within six months—down from 31%.
2. Workplace Stress and Compensation Remain Major Challenges
- Economic uncertainty is the top stressor for dealership staff (40%), surpassing customer interactions and industry outlook.
- 54% of employees feel their pay is competitive – with the average compensation between $50K-$100K, falling within range of the U.S. median salary of $62K1. But compensation concerns continue to impact retention long-term. A Gen X (45-60) respondent said, “If I got a better paying job or a reasonably better benefits at another dealership or job, I’m jumping.”
3. Industry Perception Is Mixed Between Generations
- Just 26% of employees would recommend automotive retail as a career, with Gen X topping the list to dissuade colleagues and friends from their line of work.
- Gen Z (18-28) is the most likely to promote the industry (35%) despite lagging in pay, with one employee sharing that they value “having a flexible schedule to work when I need to, working around my other responsibilities, and working from home.”
“While the rise in job satisfaction is encouraging, it’s not a signal to relax. Leadership responsiveness and team dynamics are now just as critical as pay,” said Bruce Johnson, Vice President of Product Marketing and Enablement at CDK. “Dealerships that thrive will be the ones that listen, adapt, and lead with empathy, while aligning compensation strategies with retention goals and employee expectations.”
Refueling the talent pipeline should remain a priority
Short-term employee retention at the dealership has improved, with 78% of employees not planning to leave in the next six months. However, long-term commitment is less assured – only 49% expect to stay over the next 5-10 years, with Baby Boomers (61-79) leading this group. As one Boomer respondent noted, “It’s a job that I think is better for the younger people with no commitment, time on their hands, and can hustle out. It can be tougher when you have family, but it’s good money. Never boring.”
“Store leadership often focuses on the controllables, not letting outside forces like the state of the economy or politics impact their strategies. But employees signal loud and clear that the economy and the health of the auto industry are top stressors,” said David Thomas, CDK Director of Content Marketing and author of the study. “Our research team uncovers unique truths like this across the dealership ecosystem and there’s no more important touchpoint to cover than the state of the workforce.”
To uncover deeper insights and actional strategies for improving dealership workforce stability, please visit: CDK 2025 Dealership Workplace Study.
