Recruiting, Development, and Retention Manager

The Recruitment, Development & Retention Manager is a field-based role that owns the employee lifecycle across assigned wash locations: hiring site leadership, building the hourly hiring engine that General Managers run, developing site teams, and driving the retention practices that keep good people at Mojo. This is on-site work in the tunnel, on the lot, and in the break room not a corporate or remote position.

Success depends on being present enough to know teams by name, spot problems before they become vacancies, and coach leaders in the moment. Performance is measured at the site level: turnover, 90-day retention, time-to-fill, and staffing coverage against the labor plan. See Section 3: Performance Measures.

ON-SITE REQUIREMENT

This position requires ideally a minimum of four days per week on-site across the assigned territory. Candidates ideally reside within, or within commuting distance of, the assigned territory. Flexibility is required, as schedules may shift to meet business needs and support scheduled events.

ESSENTIAL DUTIES AND RESPONSIBILITIESRecruitment

• Partner with General Managers to own the end-to-end recruitment of all hourly and site-leadership roles (Assistant General Manager, Supervisor, GEM, and CSAs) across assigned locations, stepping in directly whenever a site is critically understaffed or a leadership seat sits open. Collaborate with the Director of Operations on the interviewing and hiring of all General Managers (GMs). Director of Operations name will be present on all offer letters for their region. Build a local sourcing pipeline via community partners, schools and trade programs, workforce boards, and job fairs; forecast staffing and open requisitions ahead of need. Conduct in-person, on-site interviews and deliver realistic job previews to reduce early separations; maintain accurate records and time-to-fill data in Paylocity.

Development

• Deliver on-site onboarding and orientation; ensure required training is complete before independent work. Coach General Managers and Assistant General Managers on interviewing, onboarding, scheduling, performance conversations, and leadership. Identify high-potential team members and build advancement paths into Supervisor, Assistant General Manager, and General Manager roles; support consistent performance documentation.

Retention and Engagement

• Serve as a visible, trusted contact for team members; surface and resolve concerns before they become resignations. Immediately escalate all issue to the Regional Vice President. Conduct stay and exit interviews, and intervene directly with new hires at 30, 60, and 90 days. Partner with Regional Vice Presidents, Director of Operations, and Site Leadership on recognition, scheduling, and engagement initiatives that target each location’s turnover drivers.

Analytics and Collaboration

• Track recruiting, onboarding, training, and retention metrics in Mission Control; review turnover by site, tenure, and reason, and build targeted action plans. Prioritize on-site time by data highest-turnover, newest, and leaderless sites get the most presence and update the Regional Vice President on staffing health and retention risk. Partner with Regional Vice Presidents, Directors of Operations, General Managers, and People Operations; support acquisitions, openings, and appreciation events.

3. PERFORMANCE MEASURES

• Annualized hourly turnover, overall and by site, against target. Ninety-day new hire retention and time-to-fill, hourly and leadership, against target. Percent of sites fully staffed to labor plan, with no open General Manager or Assistant General Manager seats beyond the fill window. Internal promotion rate. Completion of the stay and exit interview cadence and of retention action plans. Bonus potential may be based on: Field training completion NTO (New Team Member Orientation), Core 8 (Thrive Training), SORs, Mojo Moments, and similar programs. This position is eligible to participate in an annual incentive plan. Metrics may include field training completion of New Team Member Orientation (NTO), Core 8 (Thrive Training), SORs (Site Operational Review), and Mojo Moments along with other measures defined by Executive Leadership. This role is a development track toward Director of Operations. High performers may be prioritized for consideration as those opportunities become available.

4. QUALIFICATIONS PREFERRED

• Three or more years in recruiting, human resources, or multi-unit operations, ideally in a high-volume hourly environment (car wash, quick-service restaurant, convenience retail, hospitality, or logistics). Experience coaching frontline supervisors; working knowledge of employment law fundamentals (at-will employment, wage and hour, and non-discrimination). ATS and HRIS proficiency, Paylocity preferred; valid driver’s license, reliable transportation, and ability to travel the assigned territory.

5. WORK ENVIRONMENT AND PHYSICAL REQUIREMENTS

• Work is performed primarily at car wash locations, across the assigned territory, and while traveling between sites. Extended standing and walking on wet, uneven surfaces. Outdoor weather exposure in varying conditions. Moderate-to-loud noise, moving equipment, water, and cleaning chemicals. Occasional lifting up to 25 pounds. Frequent driving between sites within the assigned territory. Schedule flexibility, including some early mornings, evenings, and weekends.Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions of this role.

Notice of AI Use in Job Application Review

As part of our commitment in creating a fair, efficient, and consistent hiring process we may use artificial intelligence (AI) to help our recruiting teams organize, summarize, and analyze information provided by candidates, including resumes, application responses, and other materials submitted during the application process.AI may be used to identify patterns, highlight relevant skills, and experience, and assist in comparing a candidate’s qualifications with the requirement of a specific role. These tools are to improve efficiency and consistency while supporting more informed hiring decisions, which will ultimately be made by the hiring team.