Tech-First HR Driving Employee Excellence

Robert Hamer, Chief Human Resources Officer, Ron Marhofer Auto Family

Robert Hamer is the Chief Human Resources Officer at Ron Marhofer Auto Family, a role he assumed in 2023 after joining as HR Director in 2019. He oversees HR strategy for more than 400 employees and leads initiatives that combine technology with people-focused leadership to build a culture of inclusion, growth, and high performance.

Hamer believes empowered employees create exceptional customer experiences. He has introduced advanced HR systems, automation tools, and digital platforms that place employees in control of their work journey while driving engagement and innovation.

His career spans over two decades, including HR leadership at Vista Windows and 20 years at Home Depot in human resources and operations management. This experience shaped his expertise in aligning workforce development with organizational strategy at scale.

Beyond his corporate role, Hamer serves on Ashland University’s engineering leadership board and the board of advisors for Opportunities for Ohioans with disabilities. He has chaired fundraising initiatives for nonprofit organizations and frequently shares his expertise as a guest lecturer and commencement speaker.

Following is the conversation that we had with him.

A CENTURY-OLD, FAMILY-OWNED BUSINESS

Ron Marhofer Auto Family has been part of northeast Ohio for over a century. What started as a small service garage in 1919 has grown into a multi-location automotive retailer led today by the third generation of the Marhofer family. Few family businesses make it this far, statistics show only about 12 percent do, but our longevity proves that putting people first creates staying power. We’re not just selling cars but building trust and long-term relationships with employees, customers, and the communities around us.

This legacy runs deep. Many of our team members are second, third, and even fourth-generation employees. My family is part of that story, my daughter, son, niece, and nephew have all worked here at different times. That continuity creates something unique: a workplace where tradition and innovation meet and people know they’re part of something bigger than themselves.

BUILDING A CULTURE OF BELONGING

When I think about employee well-being, I don’t start with benefits packages or policies. For me, well-being begins with trust. From day one, I have made it a priority to create open dialogue with our team members. I want them to know that leadership is here to support them, that their families matter, and that every decision we make is grounded in what’s best for people. That commitment has shaped a culture where employees feel valued, safe, and comfortable bringing their whole selves to work.

“We have five generations working side by side, from young employees just entering the industry to seasoned veterans with decades of experience”

Our workforce is incredibly diverse. We have five generations working side by side, from young employees just entering the industry to seasoned veterans with decades of experience. We also draw from a wide range of cultural and socioeconomic backgrounds. In northeast Ohio, we have a significant Hispanic population and a large Nepalese refugee community; both groups are strongly represented in our workforce. Embracing that diversity has enriched our company in countless ways. For example, we sponsor a local radio program hosted by one of our employees, delivered in Nepalese, which connects us directly with the community. Inside the workplace, we hold cultural celebrations—employees bring traditional foods from their home countries, recognize different holidays, and host events that bring people and their families together, from trunk-or-treats to company picnics to baseball games.

SUPPORTING EMPLOYEES THROUGH HARDSHIP

Inclusivity also means supporting people with disabilities. After hiring a deaf employee, we realized the importance of equipping managers and coworkers with the tools to communicate effectively. We partnered with Opportunities for Ohioans with Disabilities to provide training and resources, ensuring every employee feels seen and supported. Inclusivity isn’t a program—it’s a mindset, and I try to reinforce it every day.

Recognition is another part of belonging. People want to know that their efforts matter, so we recognize employees who live our values. From formal programs to casual shoutouts, we publicly acknowledge the people who go above and beyond, and that simple act goes a long way toward building pride and morale.

The true strength of our culture shows during the most challenging times. Over the years, I’ve witnessed employees rally around colleagues who were facing crises—a house fire, an injury, even the devastating impacts of gun violence during protests in 2023. In each case, the company didn’t just offer resources; the employees themselves stepped in to help, proving that our workplace is a community in the truest sense. Those moments remind me we’re not just managing a business but caring for a family.

HARNESSING TECHNOLOGY TO EMPOWER EMPLOYEES

Even with a strong culture, I know people need tools to make their work lives easier. That’s why one of my first major initiatives as CHRO was implementing a full-scale human capital management (HCM) system. This platform centralizes payroll, training, performance documentation, and retirement planning. Instead of HR being a back-office function employees had to chase down, everything became available in one digital hub. That shift gave employees control over their career journey.

Automation has played a considerable role. Through our partnership with Paycom, employees can manage their schedules, request time off and get real-time responses, and preview their paychecks before payday to make necessary corrections. They can model financial scenarios like what happens if they change benefits or take extra shifts and access critical information anytime. These tools take away the frustration of paperwork and delays, giving employees more time and peace of mind.

We’ve even integrated AI-driven tools that allow employees to ask natural-language questions and get instant answers. For example, someone can ask, “What am I scheduled for next Tuesday?” or “Can you show me my last two pay stubs?” and get the information immediately. This level of convenience reflects the digital experiences people are used to outside of work and sets the tone for how modern workplaces should operate.

REINVENTING COMMUNICATION

One of the biggest lessons I’ve learned is that employees crave communication. When Ohio approved digital posting of compliance materials, we saw an opportunity to go further. We created digital communication boards at every location, which started as a compliance tool but quickly evolved into interactive platforms. Now, they highlight employee spotlights, new hires, contests, newsletters, and even lighthearted features like “Pet of the Month.”

We didn’t stop there. We digitized newsletters, created real-time news tickers, built interactive handbooks, added two-way text alerts, and launched HR chat groups. These tools ensure employees have 24/7 access to information and a way to share feedback. Instead of top-down communication, we now have dialogue. That shift has created ownership and deeper engagement.

FROM EMPLOYEE SUCCESS TO CUSTOMER LOYALTY

All of this—trust, inclusivity, recognition, support, and technology—has a clear outcome: employees who feel engaged and empowered. In an industry with a 46 percent turnover rate, we’ve managed to maintain remarkably low attrition. Many of our employees stay for decades, and families continue to choose Ron Marhofer generation after generation.

That loyalty directly impacts our customers. I often say, “The customer experience will never exceed the employee experience.” If we want our customers to feel valued, respected, and supported, we must first create the same conditions for our employees.

As automotive retail continues to change, this principle remains constant. New technology, electric vehicles, and digital transformations are reshaping our industry. But no matter what comes, our responsibility is to ensure employees are ready, engaged, and excited.

Younger generations who grew up with social media, AI, and instant digital access expect the same tools at work. If we meet and exceed those expectations, we create a resilient, adaptable workforce committed to excellence.

A PEOPLE BUSINESS AT ITS CORE

Looking back on my career which has taken me through retail, service, and manufacturing, in union and non-union environments, I’ve learned that every business is ultimately a people business. Processes, systems, and technologies are essential but only effective if they serve people.

At Ron Marhofer Auto Family, that belief drives every decision we make. Whether adopting advanced HR technology, sponsoring a cultural radio program, or simply asking an employee about their kids, the message is the same: when our employees thrive, our customers and communities thrive too.

That’s the story I’m proud to share, and it’s the philosophy that guides me every day as CHRO. We may be in the automotive business, but at our core, we’re in the people business which will never change.

Automotive

Retail

AI

Financial

Customer Experience

HR Technology

HR systems