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What is Lifecycle Management?                                              

Organizational (either Auto Group, Dealership, or Department) lifecycle management is sometimes referred to as "talent management." Successful retail automotive organizations have focused their talent management activities — recruiting, hiring, onboarding, compensation, performance management, employee development, team building, and succession planning —into a tight-knit “strategic workforce plan,” which seeks to optimize business processes, people development, and productivity via robust employee assessments and an ever-growing field of professional lifecycle management consultants. Garry House & Associates is a trusted advisor in helping dealership executives understand and implement sound talent management strategies.


To any business, lifecycle management consulting means the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. It also means assisting these executives in maintaining — via performance management and leadership development — a deep pool of talent, and building a workforce succession plan from the absolute highest of performers. Finally, it also means assisting these executives to install and instill these principles into the very DNA of the organization itself, assuring that its leaders will continue developing both themselves and the organization’s future high potentials in perpetuity.

Just as the term “talent management” involves more than simply managing talent, talent management consulting involves much more than simply advising a dealership organization’s human resources department. We consultants in the talent management space focus our efforts on strategic workforce planning, helping organizations identify and understand the talent they need to reach their goals, and evaluating the numerous aspects of a comprehensive business structure, such as:

  • Reviewing organizational strategy

  • Researching the internal labor market

  • Assessing existing and planned resources

  • Identifying future skills needs, demands, and gaps for succession planning

  • Modeling an existing workforce against a hypothesis

  • Developing results-oriented compensation plans to match best-practice guidelines

  • Defining workforce requirements and expectations of employees

  • Integrating a "performance management culture"

  • Developing a resourcing strategy

  • Assisting with recruiting, onboarding, and career path planning

  • Planning and implementing leadership development programs

  • Creating a culture of "employee engagement"

  • Implementing, measuring, and integrating the plan with other processes


Ultimately, the definition of “strategic workforce planning” — from identifying and implementing organizational strategies and culture, to forecasting future demands and workforce requirements — functions as a comprehensive “job description” for the role of the lifecycle management consultant. Even the largest and most successful companies need expert assistance. An effective talent management consultant should help an organization align with their mission, evaluate their goals, and formulate a strategic plan to achieve said goals.

As stated above, talent management and strategic workforce planning are no longer simply parts of a loosely-defined “employee lifecycle.” Today, they are the primary focus of the total organizational lifecycle. Career management, work-life balance, and workforce planning play an instrumental role in determining organizational success. Talent strategy and business alignment are key. Because many organizations are not equipped to evaluate and implement these processes, the popularity of organizational lifecycle management and strategic workforce consulting has grown significantly in recent years.


Generally speaking, a consultant is an individual with vast knowledge and experience in a specific professional field, hired to lend their expertise to clients in need of insight. In the talent management space, the expertise of Garry House & Associates is also focused on the areas of organizational development, succession planning, and overall business performance.

In the 21st century, developing leaders to successfully lead will be a major differentiator in a dealership organization’s future success. Study after study proves that companies who take leadership development seriously consistently outperform their competition. There is also a difference that should be kept in mind between “leader” development and “leadership” development: the former focuses entirely on the individual, while the latter concerns human capital, and plays a much larger role in a dealership organization’s leadership pipeline and talent management. Most strategic workforce plans developed by Garry house & Associates include a detailed succession plan, which offers specialized insights into creating and maintaining a deep talent pool. Overall, clear, and relevant evaluation plans, evaluation designs, and baseline metrics are the keys to conducting a successful leadership development-impact evaluation. The biggest benefit of measuring the impact of leadership development is that it enables learning and development practitioners to justify the program. Garry House & Associates encourages its client-dealers to measure the impact of leadership development by conducting 360° feedback programs.

Here's How Garry House & Associates Can Help You Develop Yourself:


We help leaders examine and understand themselves, their organizations, their culture, and their people. We do this through focus groups, interviews, talent management solutions (in the form of assessments), and team development initiatives.

  1. We challenge organizational paradigms by leading organizations in a strategic planning process to clarify their business direction and develop action steps. We foster cultural intelligence and encourage an environment of transparency, diversity, expressiveness, and accountability.

  2. We produce and sustain performance improvements. One of the core reasons that businesses invest in hiring a talent management or workforce consultant is for results. Garry House & Associates will help you to identify inefficiencies, process gaps, and structural frameworks to improve business performance.

  3. We train leaders to optimize teams and build performance models. We evaluate and effect change. Establishing measures and methodologies for determining goals is a key action of Garry House & Associates. We act as an agent of change to enhance the organization's mission, vision, and values. Garry House has had extensive experience in managing change at more than 300 dealerships. Please contact him and explain your current issues with talent management. We're certain that he can help you more effectively deal with your challenges.

Below are examples of tools developed and utilized by Garry House & Associates to assist with certain client consulting engagements in dealership lifecycle management. Unless you are currently on our mobile-friendly web site, you are welcome to access, review, and print the following PDF files. These applications may help you better understand the importance of, and encourage you to develop your own plan for, Lifecycle Management.







                              Headcount &                                                                                               Career Path

                             Compensation                                                                                                 Planning

                                  Review                                                                                                      - Variable -


If you would like help understanding these applications, or in developing a Lifecycle Management Plan for your dealership (or department), please refer to the "Contact Us" Tab beneath the Connect with Garry button on the main menu. You'll be glad you did! There will be no charge for our initial conference. Remember, GH&A always provides Value First!

Graphic of People Standing on Puzzle Pieces, Questioning their Organizational Positioning.
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