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I have a tech whose been with me a year. He's been written up twice in the last 90 days. He is currently on a 90 day probation For not following shop policies and procedures such as cell phone use and not performing his duties as assigned in the employee handbook. He had eight years experience with Mazda and I was aware when I hired him there would be a slight were learning curve coming from the dealership to independent. Well were year into it and we seem to still be at point a. He has only run 40 hours one week of the 52 weeks he's been with us. He lacks at diagnosing even the simplest things such as a noise or coolant leak are difficult for him to diagnose. Last week he wrote a vehicle up to replace the transmission. He replaced the transmission and the vehicle is still doing the same thing. My lead technician had to step in and show him the proper steps to diagnosing the vehicle . It very well could have needed the transmission but it needs a pcm as well. Now I'm stuck holding the bill. My dilemma is my lead tech will be leaving in April I'm very concerned that this technician will not be able to handle diagnosing without direction from my lead tech. Question to all of you is do I cut my losses now or continue on with trying to lead the tech in the right direction?

Edited by spencersauto
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Pros and Cons.

 

get a piece of paper and draw a line down the center.

 

on the left write the pros

 

on the right the cons.

 

whichever adds up more then that is your answer. Seems simple but it is a good way to judge what you should do. This, from what you have said, seems he needs to go. Make the decision to keep him or replace him first, if to replace, then do like Xrac suggested, find the replacement before you let him go.

 

Why is your lead tech leaving?

Edited by lmcca
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Thank you all for your replies. To top it off this morning his inspector license was revoked for not handling a ticket he was issued earlier this year. The scales are about even when I weigh risk vs reward. It's very hard to find good techs in the town were in. My lead tech is leaving in April due to his wife's job relocating.

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  • 2 weeks later...

Just my .02. It seems like every time I am on the fence about letting someone go it eventually happens. It is down the road that I can see more clearly that they were terrible and that they screwed everything up. Things work better and you end up being happy they are gone. It is a hard decision to make because what you are really worried about is your workload and trying to figure out how you are going to do it without them. The truth is things end up working out in ways you can't see. Every time I have fired someone I have wished later on that I had done it sooner. However I haven't painted myself into a corner with large overhead.

 

I have been fired before and it was hard on my ego. I have decided that it is irresponsible for me to hire someone who I will need to fire. If I can foresee problems then I don't hire. This keeps you out of the place of keeping someone because you feel bad for them. I also try to decide if they need to be kept or fired, then decide how to do it; those are two decisions. How I am going to fire them or what I am going to say or how they are going to react cannot play a role in the decision to keep them or not.

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  • Have you checked out Joe's Latest Blog?

         0 comments
      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.
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