By Joe Marconi
Technicians have been working very hard during tough times the past few months. And I am not just referring to maintaining production levels. The emotional strain is also a factor. They have been true heroes and have not let up with their commitment to their jobs, the companies they work for and the people they help each day.
We need to recognize what they do and say thank you to our techs and let them know how much we appreciate what they do each and every day.
USA Today article (Friday September 27, 2019 by Nathan Borney - USA Today) shows that “the average age of cars and light trucks on U.S. roads reached an all time high of 11.8 years in 2018.”
The article goes on to claim... “By 2023, there will be about 84 million vehicles on the road that are at least 16 years old, reflecting a 240% increase from 35 million in 2002, according to IHS.”
Are you getting your share?
There’s only 90 days left in 2019 and the market is changing. Sorry, it HAS changed. Are you ready? Do you have your plans laid out for marketing your shop in 2020?
Auto Service Marketing - Fix Your Car Count FAST!
Hope this helps!
"The Car Count FIxer"
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By Elite Worldwide Inc.
Let’s say you’re looking to hire a superstar technician. You find one who has a proven track record of success, and put them through a well-constructed interview process. You decide that the person sitting in front of you is the perfect fit, and you make them a formal job offer in hopes that they will agree to join your team. They agree, and for the first time in a while you’re able to sleep throughout the night, because you know you’ve done your due diligence, and have finally found the top tech you’ve so desperately been needing. All good so far, right?
Your new hire comes to work on Monday, and you’re off to a great start. And then…. it happens. Within the first few weeks you start to get the sinking feeling that you may have hired the wrong person. There’s no question that they can fix cars the right way, and they do it quickly. They also show up every day on time, and they keep their workplace clean. The problem is, they don’t follow your procedures very well. Your key employees are telling you that the new guy seems to complain quite a bit about meaningless things, and they’re sad to report that he’s not very social either.
You start to hope that he’ll either “adjust or come around”, or that he’s just dealing with some personal issues that will soon pass. But after a month or two you reach the inevitable conclusion – this guy doesn’t like to follow rules, he has an attitude that doesn’t fit well in your shop, and your other employees are not very pleased that he’s working with you. After many sleepless nights, you decide to let him go, and you start the process all over again.
Unfortunately, many shop owners live in this world of high employee turnover, or end up telling themselves that they’d rather keep someone who’s not a good fit than run the risk of simply swapping out one bad employee for another. If this sounds all too familiar to you, then consider this:
The trap most shop owners fall into is they hire people for what they know, and they end up firing them… for who they are.
To put it another way, shop owners often hire people for their skills, and they fire them for their behavior. So, the best-kept secret to hiring superstar techs and advisors? It’s going a step beyond learning about their skills and experience, and learning more about who they are as a person. As someone who has grown some of the most successful shops in America, I’ve learned over the years that in order to hire top employees that my entire team will really enjoy working with, I have to pay very close attention to their personalities and behaviors during the interview process. I do that to this day with Elite, and it’s been one of the most important keys to my hiring success. However, I also know that my perception of someone’s personality will only take me so far, so I have every applicant complete a 45-minute online behavioral assessment before the first interview. Here’s why.
An assessment can tell us whether an applicant has the propensity to follow rules, how social they are, their level of optimism, how open they are to constructive feedback, and a whole lot more. Not only do these assessments help us conclude whether the applicant is even someone we should interview, but they also give us direction on where we should dig deeper, and the questions we should ask during the interviews. For example, if the assessment suggests they are not very social, then you know you need to ask questions about how they worked with others in the past so you can discover if there were personality conflicts, ego issues, etc. If the assessment suggests they have a propensity to ignore rules and procedures, you can ask them specific questions about how they inspected and repaired cars, and how they interacted with the advisors.
So here’s what I’m going to ask you to do. First, think about the people you’ve fired. Hopefully it hasn’t been many, but I suspect you will discover that with rare exception, the reason you fired them had little to do with their skills, but was because of who they were as a person or how they behaved. Secondly, I’m going to ask that you accept the fact that there are many behaviors (and propensities) that will show up on behavioral assessments that you or I would never be able to detect during an interview, no matter how thorough we may be. And lastly, consider that if you do the math, hiring the wrong person is going to cost you at least $5,000.
If you now agree that you need to dig deep and learn more about who the person really is before you hire them, you need to do what Fortune 500 companies and the top shop owners in America do, and have every applicant complete a behavioral assessment before the first interview. There are many companies that provide such services, such as Predictive Index, Berke, and Myers-Briggs, to name a few. We use Berke, and have been quite pleased.
If you do begin assessing the people you may hire, then you have my promise: You’ll have a much higher probability of hiring the techs and advisors that your other employees will enjoy working with, they’ll follow your rules, and you’ll be able to go to sleep at night knowing you have an incredible team…of superstars.
“Since 1990, Bob Cooper has been the president of Elite (www.EliteWorldwide.com), a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers the industry’s #1 peer group of 90 successful shop owners, training and coaching from top shop owners, service advisor training, along with online and in-class sales, marketing and shop management courses. You can contact Elite at [email protected], or by calling 800-204-3548."
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I am new to the service side of the retail auto industry having worked in sales for 5 years. I am now the mechanical department manager of a Carstar collision repair shop. In addition to the usual insurance work, I am starting to take on more customer pay repairs. An issue I keep running into is that because I am located in Canada (South Ontario not far from Detroit) many of the vehicles we work on are severely rusted underneath and many bolts have siezed in place. Many require torches, cutting, drilling, and other unusual disassembly of adjacent components to remove. For example right now I am having a starter replaced on a caravan, and the lower engine mount needs to be removed but is siezed. We needed to apply heat but because it is so close to the rad fan shroud, ended up having to remove the shroud and other items nearby just to attempt to heat and remove the bolt. This ultimately didn't work, and we are now cutting it and drilling it out. Often times using heat causes damage to components. We needed to use heat to cut into a suspension knuckle to remove it after it was damaged from a curb, and ended up destroying a wheel bearing. Abs sensors also commonly need to be snapped off and drilled out because they are just so fused in place. Obviously this gets expensive.
This happens all the time, and as a result the times I am using from shopkey pro and mitchell are not reflective of how long these jobs actually take. On one hand I don't feel it is fair to the customer to charge 2.6 hours for the starter replacement, and another 3 hours to attempting multiple ways to get a bolt out, heating, removing adjacent components, fan shroud R+I... turning a 2.6 hour job into 5.6 hours. On the other hand I understand that this is just the reality of working on vehicles older than a couple years in this part of the country and the customer should be paying for it.
What would you consider standard practice in this situation? I don't want to be eating all this extra time, but I also don't want to have to charge customer hours upon hours additionally because we have to figure out how to unsieze everything.
I was wondering how many shops charge for everything that goes into a repair? For example, zip ties, dielectric grease, clamps, bulbs, fuses, heat shrink , butt connectors, etc. It seems to me some shops have a "shop supplies" charge and let it go at that. Other shops do a great job of getting everything on the invoice and then also have a "job supplies" ( not shop supplies, because it is for the job, not shop ) to cover consumables. Of the shops that are getting everything on the invoice, what is your advice on making that happen? How do you do it?