With people contributing, the next challenge is keeping them engaged and growing over time.

Some businesses keep people with benefits and bonuses. Others try with titles and perks. For small pet retailers, the budget is tight—and often, so is the path upward. So how do you hold on to your best people when you can’t offer big raises or promotions?

“People don’t stay because they’re trapped. They stay because it’s worth it.”

Build a Culture Worth Staying For

At Alex’s store, being kind, curious, and supportive was part of the job description. The culture wasn’t an afterthought—it was the reason people stayed. When the day-to-day work is grounded in respect, collaboration, and shared values, retention becomes about more than money.

Start With the Truth

They never pretended the job was more than it was. Interviews were honest: “Yes, it’s minimum wage. Yes, growth is limited. But the team is kind. The space is clean. The work matters.”

Everyone knew they weren’t coming to get rich—but they were coming for something else: purpose, warmth, learning, and a job that didn’t drain the life out of them. That honesty set the tone from the very beginning.

Make the Work Feel Good

With the big-ticket incentives off the table, Alex focused on what could be controlled:

• Beautiful, clean stores with thoughtful music and a working coffee machine
• Flexible scheduling, a welcoming kitchen, and private bathrooms
• Freedom to move, engage, learn, and—yes—pet dogs

Small things add up. They signal care, attention, and pride in the workplace—qualities that matter just as much as pay in keeping people happy.

Give People Something to Own

Growth doesn’t always mean a promotion. It can mean ownership over something tangible:

• Managing the expiry check rotation
• Leading a mini floor reset
• Suggesting new products or merchandising ideas

Small tasks can be huge signals: “I trust you. I value your eye. You’re a part of this.”

Know What Motivates Each Person

In hindsight, Alex believes they lost great people simply because they didn’t know what really mattered to them. Regular one-on-ones could have made the difference.

Ask early. Ask often. Not just how they’re doing—but what they want for themselves. What they’re hoping for. What they need to keep showing up with energy. Aligning what matters to them with what matters to the store is the best recipe for long-term, great work together.

Pay attention to each team member because it’s what great leaders do—not only from a human point of view, but also as a smart long-term investment. The stronger your alignment, the longer you can do great work together.

Let People In on the “Why”

One of the simplest ways to build trust and retain good people is to share what’s going on behind the scenes. When team members understand why you made a tough call—why you’re changing the schedule, cutting a product, or holding off on raises—they don’t feel shut out. They feel included.

This kind of transparency builds belonging. It turns staff into teammates. It also shows future leaders what real leadership looks like: decision-making, compromise, and care.

Don’t Wait Until It’s Too Late

Alex always asked team members to talk before making a decision to leave. Sometimes it helped. Sometimes it didn’t. That’s okay. But silence is the enemy of retention. Keep the door open—and when you can’t offer more money, offer more humanity.

And Don’t Be Afraid to Let Go

Finally, don’t drag out the wrong fit. Your gut is usually right. If something feels off, it probably is. Letting go fast protects your good people—and shows them that their time is respected, too.