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I'm curious to hear about pay structures out there that are successful.  We pay all of our techs hourly, regardless of what is billed, and then offer a bonus program based on productivity each week.  Ie, they bill 60% of the time they were paid for, they get $xx additional dollars per hour, bill 70%, get $x, bill 80%, get $x etc etc.

Anyone have any pay structures that are working well for them that they would want to share?  I've debated flat rate, but not sure how other non-billable tasks would get handled - ie unloading tire deliveries, cleaning up the shop, shuttling customers, etc.  

Our current structure seems difficult for the techs to track, so I'm hoping to simplify as well as motivate them.  

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I would be happy to share my program but it is similar to yours in the fact we pay hourly and an efficiency bonus on top. I have 2 lead techs and they are paid hourly only.

Bigger question is what do you wish to accomplish by changing pay plans? The first thing that stood out about your post is the question about non billable tasks. Imagine your tech as a tool for a moment. Your company is not making money if the tool is not working. I would bet the average tech bills out $180 an hour in parts and labor. That's $3 a minute. They say when you take a tech off a job is takes a minimum of .2 to get his mind back to the task at hand. Thats 12 MINUTES. 12 x $3 = $36 of unrealized billable time. That would pay a helper 3 1/2 hours to unload a truck, empty garbages, clean floors and or anything else that needs doing. This frees up the techs to MAKE money for the company.

I would take a day and sit out in the shop, analyze everything the techs do that is not billable and figure out how to have helpers/porters anyone else but the techs do. The fastest way to true profitability is through tech efficiency and productivity. If you focus on this you will crush the numbers AND have very happy techs because they will finally be making what they should as techs, not garbagemen....truck unloaders, floor sweepers, shuttle drivers, etc.

Dont pay a $30 broom to sweep the floor when a $10 one will do the job just as well....

 

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Thanks for your reply, and definitely need to consider your comments.  I'm ultimately looking for a motivating pay structure, where the employees are involved in tracking their performance and are aware as the week unfolds how they are tracking.  I'm not sure if our structure is too confusing, maybe... I don't feel the employees have a sense of where they are at, as I see them missing bonuses sometimes by a half hour give or take.  I will contact you for more info - thank you!

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My guys are all paid hourly plus spiffs plus monthly percentage of labor turned. These guys get paid on Friday and again on Monday when they receive their spiff money. They work very, very hard and are super productive, and are doing high-quality work and are not trying to beat the clock. When broken bolts and/or other situations arise, they take care of them knowing that they are getting paid. One reason this works for me is because I have built a very dedicated, capable, and talented team who absolutely love their jobs, our environment, and our work ethic.

 

Hi-Gear

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  • 2 weeks later...

I pay my A tech a salary and a % of upsold services.

My question is about the quick service tech.  I normally start around $15/hr for that position but want to find a way to incentivize that role as well for the upsells.  In the past, I tried to pay a % of the upsells the tech made but that became hard to track because each checklist had to be held out and it was cross referenced with the customer request to verify it was an upsell and given the car count for that position it became a logistical nightmare on payroll night. 

When I don't have the incentive there I find that the guys start off strong then continue to go through the motions with little end result.  

How are you all handling the bonuses for quick service? 

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  • 2 years later...

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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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