O'Connor: Letter to a Future Employer

What are employees looking for? Check out this letter from a prospective employee to a prospective boss:

"Dear Future Boss, I hope you don’t mind me writing candidly. I’ve been thinking a great deal about what it would mean to join your team — not just as another entry-level hire, but as someone who intends to build a career, contribute meaningfully and grow into greater responsibility over time. I’m genuinely excited about the possibility of working under your leadership and I want to share both my enthusiasm and my honest perspective on what it would take for me to be invested in and succeed in your organization.

"There’s a common standard in our industry: $15 or $16 an hour for an entry-level sales or technician position. On paper, it seems straightforward. But in practice, it sets a tone. If that’s what we put out there, that’s often what we get back: an entry-level effort, entry-level engagement and entry-level results. I don’t believe that’s what you want for your business, especially if your goal is to build something customers are loyal to and proud to recommend.

"When I look at that wage practically — $15 an hour at even 50 hours a week — the math tells a tough story. It’s break-even living, at best. It’s survival, not growth. It’s hard to imagine someone pouring their heart into a job, taking ownership of responsibly servicing customers’ vehicles, building customer relationships or pushing themselves to learn new skills when they’re simply trying to stay afloat. I’m not saying that money is everything. It isn’t. But compensation communicates value. It signals whether someone is seen as temporary labor or as a future leader.

"I’ve also seen the lifecycle of spiffs and commission programs. They start with energy and good intentions, but they often fade. They can become short-term motivators instead of long-term development tools. They reward specific metrics, often at the expense of broader growth. If I’m going to commit to a company and trust it with my time, effort and loyalty, I’d be hoping for something more sustainable than a bonus structure that may or may not last.

"What excites me most about the possibility of joining your team is the idea that we could do things differently. Instead of viewing an entry-level role as a placeholder, what if it were the beginning of a structured path? If you identify someone capable and trustworthy — someone whose work directly affects customers’ safety, satisfaction and loyalty — why not bring that person into the fold in a serious way from day one?

"If I were to join you, I would want my role to include more than a basic job description. I would want education and a visible future — formal training, clear benchmarks and access to mentorship. I want to understand the numbers, the strategy, the customer journey and the standards you expect. The more I understand, the more ownership I can take. I don’t want to feel like I’m just clocking hours. I want to feel like I’m helping build something —  for you and for me.

"What I would need from you to succeed is clarity, consistency and belief. Clarity about what success looks like in the first 90 days, six months and year. Consistency in feedback, both when I’m doing well and when I need correction. And belief that investing in me is worthwhile. I also need room to fail safely. If I’m stretching into new responsibilities, there will be mistakes. Knowing that those mistakes are part of training — not grounds for dismissal — would allow me to push myself harder and develop faster. Constructive coaching instead of silent disappointment makes all the difference in whether someone plateaus or progresses.

"In the long term, my career goals include stepping into leadership, mentoring others, helping shape processes and maybe even managing a team. I don’t expect that to happen overnight. I’m prepared to earn it. But I want to know there’s a path. If the only future is ‘stay at this level and hope commissions are good,’ then it’s difficult to see how I can build a sustainable future at your business. If instead the path includes education, increasing responsibility and financial growth aligned with contribution, then I’m all-in. But I need your partnership and commitment, too.

"I believe customers can feel the difference between a team that’s just working for a paycheck and a team that feels invested. If you choose to elevate the standard, both in pay and in development, you won’t just get better output. You’ll get loyalty. You’ll get pride. You’ll get people who think twice before cutting corners because they see themselves as part of something meaningful.

"I want to be that kind of team member. I want to learn the trade thoroughly, represent your company with integrity and grow into someone you can trust with bigger responsibilities. If you’re willing to build an environment that treats entry-level talent as future partners rather than temporary labor, I would be honored to be part of it. Thank you for considering my perspective. I’m eager for the opportunity to contribute — and to grow — under your leadership.”

Sincerely, Your Prospective Employee