Quantcast
Jump to content

Got a bad apple in your Repair Shop? Remove it!

Joe Marconi
 Share

Recommended Posts

  • 4 weeks later...
Jay Huh Rising Star

Jay Huh

Posted
Posted

Very very true. Had to get rid of my best tech at the time because he was bringing everyone else down. I was afraid to do it but ended up never regretting up. Shop production went up after!

  • 1 month later...
UsedTireShop Collaborator

UsedTireShop

Posted
Posted

I am in this predicament right now. This tech is loyal, honest and willing to do what he is told to. I love him as a friend and truly care about his well being but he has to go. 

The issues I have with him is:
Massive procrastinator
Weak production. Under 50%
Messy
Every vehicle aggravates him and is a piece of crap. He will yell and swear when working on cars while stating that he needs to find another career.

So why is he still there? I have put off letting him go because his 18 year old daughter was killed in a car crash 2 weeks before Christmas.

Now that I think about it he has always had the issues I mentioned above and shame on me for being a chicken. He should have been gone years ago.

The lesson to be learned here is. As soon as you know someone is NOT right for your shop then let them go. Nothing is gained by hanging onto the wrong people. Do not let your emotions block the proper decisions for the company.

 

  • Like 2
Jay Huh Rising Star

Jay Huh

Posted
Posted
2 hours ago, UsedTireShop said:

I am in this predicament right now. This tech is loyal, honest and willing to do what he is told to. I love him as a friend and truly care about his well being but he has to go. 

The issues I have with him is:
Massive procrastinator
Weak production. Under 50%
Messy
Every vehicle aggravates him and is a piece of crap. He will yell and swear when working on cars while stating that he needs to find another career.

So why is he still there? I have put off letting him go because his 18 year old daughter was killed in a car crash 2 weeks before Christmas.

Now that I think about it he has always had the issues I mentioned above and shame on me for being a chicken. He should have been gone years ago.

The lesson to be learned here is. As soon as you know someone is NOT right for your shop then let them go. Nothing is gained by hanging onto the wrong people. Do not let your emotions block the proper decisions for the company.

 

After reading your post I thought: "Just let him go!" But I am in the same predicament! It's always easier said then done.

I have a "tech" that is not really good. Probably a C tech-GS level. Have had several comebacks- one being loose caliper bracket bolt (actually missing when he came back) and no oil cap after oil change.  Hanging onto him because he was diagnosed with lung cancer after his wife and 2 yr old son died in a car crash last year and he was the lone survivor.

Jay Huh Rising Star

Jay Huh

Posted
Posted
2 hours ago, xrac said:

Is his name Joe? 1f609.png I have a guy who sounds a lot like that without the deaths. His name is Joe. 

He's a Matt lol

AndersonAuto Community Regular

AndersonAuto

Posted
Posted

I let a tech go that was a consistent 65 hour a week producer. That certainly hurt.

But.... 

He threw temper tantrums. The other techs hated working with him. His diagnostics sucked. He always had an excuse for why his diag was wrong, or why it wasn't his fault.

The shop is better without him.

HarrytheCarGeek Experienced

HarrytheCarGeek

Posted
Posted
2 hours ago, AndersonAuto said:

I let a tech go that was a consistent 65 hour a week producer. That certainly hurt.

But.... 

He threw temper tantrums. The other techs hated working with him. His diagnostics sucked. He always had an excuse for why his diag was wrong, or why it wasn't his fault.

The shop is better without him.

Good for you.

I had a yes man that didn't seem the part, he would mirror my attitude and tell me what I wanted to hear, I thought that he was a damn good employee. Until one day, one of my slackers but extremely loyal guys said to my face, "Boss, he is nothing at all like he shows you he is", needless to say I was baffled. Numbers weren't the best at his shop but they would barely meet my minimum goals. After installing a new security system and auditing the tapes, I found out that he knew what were my acceptable numbers, he was stealing from me by using a parallel copy of the POS program. After finding several recordings of him abusing the techs and bragging about how he knew better how to run the shops I called him in, I made him pay me back what I could find he stole from me and got rid of him.

Very painful experience.

Jay Huh Rising Star

Jay Huh

Posted
Posted
1 minute ago, HarrytheCarGeek said:

Good for you.

I had a yes man that didn't seem the part, he would mirror my attitude and tell me what I wanted to hear, I thought that he was a damn good employee. Until one day, one of my slackers but extremely loyal guys said to my face, "Boss, he is nothing at all like he shows you he is", needless to say I was baffled. Numbers weren't the best at his shop but they would barely meet my minimum goals. After installing a new security system and auditing the tapes, I found out that he knew what were my acceptable numbers, he was stealing from me by using a parallel copy of the POS program. After finding several recordings of him abusing the techs and bragging about how he knew better how to run the shops I called him in, I made him pay me back what I could find he stole from me and got rid of him.

Very painful experience.

Geez! Sorry to hear that. That's got to be a stab in the back feeling. I have 1 of my 8 cameras pointed straight at the cash register/computer monitor. Havent checked the feed in a while.... hoping I won't have too.

AndersonAuto Community Regular

AndersonAuto

Posted
Posted

I'm fortunate enough to have a large enough operation to have checks and balances that most shops don't have. My bookkeeper is on top of the numbers constantly and cracks the whip if anything is off. If an advisor does anything that doesn't make sense she sees it in the morning and calls them on it. Then her and I audit books once a month. My biggest exposure is the bookkeeper, so going over the books monthly limits my exposure as much as possible.

In an accounting class I took many years ago the instructor talked a bit about best practices. The one thing that stuck was that if someone wants to steal $100, three people should need to lose their job for it. It's hard to find three people who are willing to give up their job for $33 a piece. I'm not sure as independent repair shops we'll ever get to that point, but always keep it in mind whenever possible.

  • Like 1
  • 3 weeks later...
totalautocare Enthusiast

totalautocare

Posted
Posted
I'm fortunate enough to have a large enough operation to have checks and balances that most shops don't have. My bookkeeper is on top of the numbers constantly and cracks the whip if anything is off. If an advisor does anything that doesn't make sense she sees it in the morning and calls them on it. Then her and I audit books once a month. My biggest exposure is the bookkeeper, so going over the books monthly limits my exposure as much as possible.

In an accounting class I took many years ago the instructor talked a bit about best practices. The one thing that stuck was that if someone wants to steal $100, three people should need to lose their job for it. It's hard to find three people who are willing to give up their job for $33 a piece. I'm not sure as independent repair shops we'll ever get to that point, but always keep it in mind whenever possible.


I'm falling to understand this. Could you elaborate please?

Sent from my SM-N900P using Tapatalk

AndersonAuto Community Regular

AndersonAuto

Posted
Posted
13 minutes ago, totalautocare said:

 


I'm falling to understand this. Could you elaborate please?

Sent from my SM-N900P using Tapatalk
 

 

Ideally, if someone needed to order a part there would be three people involved. One person needs the part. The second person orders the part. The third person pays for the part.

The person paying for the part doesn't pay for the part until they can see that the person who needed the part got the part, and checks the paperwork from the second person to make sure there was a legitimate reason to have the part.

I don't know anyone who has reached this level of separation, but at my shop we're close, every single part that gets ordered must be input into the shop management system. Even shop supplies that the advisors order from a part store. That data is imported to QB every day by the bookkeeper. If the bookkeeper gets a part bill that doesn't have a corresponding entry into the management system, she raises hell. Same is true with returns. RO Writer has a great built in return system. Any part that needs to be returned gets returned through ROW. A part return slip is printed and ROW keeps track of what parts have been returned. We put the return slip in a bin for each vendor, and require that the drivers check their bin and return any parts immediately. The driver signs our return slip, in addition to filling out the one he does for the parts store. When we get the credit slip, the advisors pull out the stack of return slips and match them to the credits, the mark them as being credited in ROW. The bookkeeper of course sees all of this when she imports the data, and everything better match or there's hell to pay. She really hates it when she has to fix errors in her books.

The bookkeeper has the greatest opportunity to steal from me. She and I go through all the books monthly, and of course I just have a glance at the bank account every few days. Still, she could clean me out and be gone to Mexico before I knew what happened. Good thing I trust her.

Create an account or sign in to comment

You need to be a member in order to leave a comment

Create an account

Sign up for a new account in our community. It's easy!

Register a new account

Sign in

Already have an account? Sign in here.

Sign In Now
 Share
Go to topic listing

  • Available Subscriptions

    See all Subscription Plans

  • Have you checked out Joe's Latest Blog?

    • Joe Marconi
      The Technician Shortage Is Our Fault, And It's Time We Own It
      By Joe Marconi in Joe's Blog
         0 comments
      The Technician Shortage Is Our Fault, And It's Time We Own It
      Nearly every day, I hear shop owners complain: "There's a technician shortage. We can't find qualified people. There's no one out there." If that's true, then who's to blame?
      The industry? The schools? The government? I don't know how you feel, but who promised us an endless supply of qualified technicians?
      Another common complaint is that young people do not want to work in the trades. Well, if that were true, then why are other trades such as HVAC, electrical, and plumbing growing? What are they doing that the automotive industry is not? 
      Here's the reality we need to face: We do have a problem, but we shouldn't look for someone or any entity to rescue us. Not the government. Not the trade schools. Not the recruiting companies. No one owes us a workforce. If we want great people in our industry, it's up to us. At some point, we need to own up to the truth: Building a pipeline of qualified technicians is our responsibility.
      In this blog article, I will break down the key reasons we are in this situation today and what we, as an industry, can do to solve the technician shortage. Are you ready to look in the mirror?
      Have We Pushed Technicians Away?
      Let's take a look at flat-rate pay. True flat rate, which pays a technician only for the hours they produce, is a controversial pay plan that emphasizes high production levels and creates a competitive work environment that, if not properly controlled, can lead to increased mistakes and a decline in morale and team spirit. Additionally, the stress and physical demands placed on technicians as they age are not favorable to long-term employee retention. What do we do with technicians as they grow older into their fifties and begin to slow down? 
      I have heard all the arguments and pros and cons of flat-rate pay, and I am not going to judge any pay plan. Let the facts speak for themselves. True flat rate has changed in most areas around the country and has evolved into a pay plan that gives technicians some pay guarantee.
      Many shop owners have learned that team morale, along with the opportunity to earn income, is important to technicians and to the company's long-term success. But let me ask you: how many technicians have left or been pushed out over the years because of the old flat-rate pay system?
      Another issue is the workplace environment. I remember being grateful to be hired as a young technician at a local repair shop. While very thankful, the work environment was not ideal. The shop owner kept the bay doors open year-round (I am from New York) unless it rained or snowed. He felt that if the bay doors were closed, customers might think we were closed for business. We had no heat and no hot water. Many of the jobs were done outside, year-round,  in all types of weather. The starting pay was minimum wage, with no benefits, sick days, or vacation pay. 
      Now, again, I need to point out that I was truly grateful for the opportunity this shop owner gave me. I learned a lot working there, and the experience was pivotal in my career. But looking back, I wonder how many people were discouraged by these working conditions?
      While the physical demands of the repair workplace are daunting, perhaps even more critical is the culture. Too many of my generation shop owners preached the mindset of "my way or the highway." We were the business owners, after all. We started our companies, took all the risks, and provided jobs. Why shouldn't we be the ones to set the ground rules our way?   
      Many of us found over the years that the "my way or the highway" mentality was a sure way to isolate employees and make them more likely to look over the fence for greener grass. In other words, it led many technicians to seek employment elsewhere, where they felt they could be appreciated and recognized for their hard work. The issue, however, was that there wasn't much green grass around. Disappointment after disappointment, bouncing from repair to repair shop, eventually led to despair. So, I ask you: were workplace conditions a contributing factor in today's technician shortage?
      Another factor that we are all well aware of is the complexity of the modern automobile. When I started, the work was mostly physical, and you were required to master essentially three vehicle models: General Motors, Ford, and Chrysler. Let's fast-forward to today. The evolution of automotive technology, along with the extensive training and tools required, has outpaced the typical technician's pay compensation, with no clear career path. Again, leading to frustration and insecurity about the future.
      Here is the bottom line: people don't leave their job; they leave their experience. We must do a better job. 
      The News Isn't all Bad; Your Next Steps to Fix the Technician Shortage
      To fix the technician shortage, it will take a combined effort from everyone in the automotive industry, particularly automotive shop owners. Shop owners are in the perfect position to make the greatest impact, not only on their businesses but also on the future automotive workforce.
      First, shop owners must become better leaders and understand that their ultimate success is directly dependent on the people they assemble around them. Any shop owner who mistakenly believes they can build an empire solely on their abilities is destined for serious disappointment. Business owners who think like this will eventually plateau. Without the collective contributions from a team of qualified people, your business will stall; it will not continue to grow.
      Create a workplace that attracts top talent: a clean, professional, well-equipped facility designed to support productivity, teamwork, and a career, not just a job. Build a great reputation in your community by getting involved locally. Become the auto repair shop that people take notice of as "the" place to work.
      Next, shop owners must become more financially knowledgeable. Knowing your numbers and what you need to achieve for a strong bottom-line profit is essential to paying technicians the money they need and deserve. Profit will also allow you to compete with other trade industries by providing a benefits package that has real take-home value and security.
      When it comes to culture, this is where the rubber hits the road. People crave recognition, praise, and a sense of purpose. Despite what you hear, people are not just money-motivated. Once people feel secure in their financial situation, retaining and motivating technicians can only be achieved by connecting with them on an emotional level. You cannot show enough appreciation. Give out praise for a job well done as if your business depended on it, because it does.
      As technicians age, we need to have a place for them. Expecting a 58-year-old to perform like a 35-year-old is unrealistic. We need to be more focused on career pathing. Provide training, skill development, and coaching to develop leaders and mentors within our older workforce. While their bodies may have slowed, the knowledge they have gained is priceless. 
      Our future is dependent on young people entering our industry. We need to give more young people opportunities. Every shop owner across the country should consider hiring an apprentice, then build an apprentice training plan and career path for them. If every shop did this, we could solve the technician shortage within five years. Get involved with the trade schools and high schools in your area. Look into the NAPA Apprenticeship Program. Don't sit on your hands with this one. Do it today.
      Lastly, don't get left behind. Commit to ongoing training for all your employees. Keep up to date with tools and equipment tailored to your business model. Don't try to be all things to all people and all vehicles. Identify your core profile customer and the vehicles they drive, and become an expert on those vehicles and the services you offer.

  • Similar Topics

    • Riccardo
      If you had to step away from your shop for 30 days tomorrow, would your business continue operating successfully without you?
      By Riccardo

      Premium Member Content 

      This content is hidden to guests, one of the benefits of a paid membership. Please login or register to view this content.

    • nptrb
      Mid-Year Reset: What Your Auto Shop’s Numbers Are Telling You
      By nptrb

      Premium Member Content 

      This content is hidden to guests, one of the benefits of a paid membership. Please login or register to view this content.

    • carmcapriotto
      Stop Hiring in Panic Mode: Build a Recruiting Pipeline for Your Shop [RR 1094]
      By carmcapriotto
      Thanks to our Partners, NAPA Auto Care and NAPA TRACS Watch Full Video Episode Host Carm Capriotto welcomes Chris Lawson, founder of Technician Find, to discuss one of the biggest challenges facing independent auto repair shops today: finding and keeping great technicians.
      Chris explains why many shop owners fall into what he calls "fire alarm syndrome," waiting until a technician leaves before starting the hiring process. That reactive approach often leads to rushed decisions, poor hires, and ongoing turnover. Instead, he advocates for an "Always Be Recruiting" mindset, where shops continuously build relationships with potential candidates long before they have an opening.
      The conversation explores practical strategies for becoming a destination workplace, creating a recruiting pipeline, and building a culture that attracts top talent in a competitive market.
      What You'll Learn Why reactive hiring creates costly staffing problems How to build a bench of pre-qualified technicians before you need them Why becoming "10-mile famous" can help attract both technicians and customers How culture-focused marketing can outperform traditional help-wanted ads The three things technicians value most: respect, growth, and compensation Why sign-on bonuses often fail and how to structure them more effectively Practical ways to engage passive candidates who are not actively job hunting Resources available through Chris Lawson's free online community for shop owners
      The best time to recruit a technician is before you need one. Shops that continuously market their culture, build relationships with local talent, and maintain a pipeline of qualified candidates are better positioned to grow, avoid staffing emergencies, and create a workplace where top technicians want to stay. Recruiting is no longer an occasional task. It is an ongoing business strategy. Chris Lawson, TechnicianFind.Com Love your shop? Stay, but stay ready. Auto techs join to level up, find good shops, and keep tabs on top indie jobs nationwide. Techs only. No BS. Independent Wrench Jobs: https://www.skool.com/independentwrenchjobs Finding Technicians Part 1- Chris Lawson [RR 803]: https://remarkableresults.biz/remarkable-results-radio-podcast/e803/
      Finding Technicians Part 2 – Chris Lawson [RR 816]: https://remarkableresults.biz/remarkable-results-radio-podcast/e816/
      Technician Attraction Blueprint [RR 921]: https://remarkableresults.biz/remarkable-results-radio-podcast/e921/
      Attract, Develop, and Retain Top Automotive Talent [CC 113]: https://remarkableresults.biz/remarkable-results-radio-podcast/cc113/
      Beyond Babysitters: Developing Strong Managers and Financial Transparency [RR 1076]: https://remarkableresults.biz/remarkable-results-radio-podcast/e1076/
      Thanks to our Partners, NAPA Auto Care and NAPA TRACS
      Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://www.napaonline.com/en/auto-care
      NAPA TRACS will move your shop into the SMS fast lane with onsite training and six days a week of support and local representation. Find NAPA TRACS on the Web at http://napatracs.com/
      Connect with the Podcast:
      Visit the Website: https://remarkableresults.biz/
      Subscribe on YouTube: https://www.youtube.com/carmcapriotto
      Follow on Facebook: https://www.facebook.com/RemarkableResultsRadioPodcast/
      Follow on LinkedIn: https://www.linkedin.com/in/carmcapriotto/ Follow on Instagram: https://www.instagram.com/remarkableresultsradiopodcast/ Join Our Virtual Toastmasters Club: https://remarkableresults.biz/toastmasters Join Our Private Facebook Community: https://www.facebook.com/groups/1734687266778976 Join our Insider List: https://remarkableresults.biz/insider All books mentioned on our podcasts: https://remarkableresults.biz/books Our Classroom page for personal or team learning: https://remarkableresults.biz/classroom Special episode collections: https://remarkableresults.biz/collections Buy Me a Coffee: https://www.buymeacoffee.com/carm   The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/ Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open Discussion. https://remarkableresults.biz/ Diagnosing the Aftermarket A to Z with Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life. https://mattfanslow.captivate.fm/ Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest. https://huntdemarest.captivate.fm/ The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level. https://autorepairmarketing.captivate.fm/ The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching. https://chriscotton.captivate.fm/ Speak Up! Effective Communication with Craig O'Neill: Develop Interpersonal and Professional Communication Skills when Speaking to Audiences of Any Size. https://craigoneill.captivate.fm                                          Click to go to the Podcast on Remarkable Results Radio
    • Joe Marconi
      Why You, an Auto Shop Owner, Should Consider Coaching
      By Joe Marconi

      Premium Member Content 

      This content is hidden to guests, one of the benefits of a paid membership. Please login or register to view this content.

    • Riccardo
      Why Are Modern Vehicles So Expensive to Repair?
      By Riccardo

      Premium Member Content 

      This content is hidden to guests, one of the benefits of a paid membership. Please login or register to view this content.



  • Similar Tagged Content

  •
    Joe Marconi

    Every shop owner tracks gross sales. But is that really the number you should be focused on?

    By Joe Marconi, in Joe Marconi's Tips and Articles,

    0 comments 1 36 views
    nptrb

    Mid-Year Reset: What Your Auto Shop’s Numbers Are Telling You

    By nptrb, in Automotive Management,

    0 comments 9 views
    Joe Marconi

    Marketing Strategies To Attract and Retain Your Ideal Customers

    By Joe Marconi, in Automotive Marketing,

    1 comment 7,924 views

  • Our Sponsors

Main Sections

More Sections

Discussion Forums

×
×
  • Create New...