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If you want to build a more profitable, successful auto repair business, you’ll need to make sure that every single employee has a clearly defined, written job description. If you’re a shop owner who has a manager in place, then here’s a list of things you will need to include in their job description.

1.  They must know the goals of the company, as well as all of the relative Key Performance indicators. For example, when it comes to the company goals, they’ll need to know the long-term goals, as well as the annual, quarterly, weekly and daily goals.  They will also need to know the goals for car count, sales, ARO, customer retention and satisfaction, gross profit, technician productivity and efficiency, and taxable income. 

2. All shop managers must embrace the mission and culture of the company. The mission is why you do what you do, and the culture is the glue that holds your team together. For example, the mission may be to be to better your community, and the culture of your company may be defined by your shop’s ethics.

3. Shop managers need to ensure that they have a team of superstars, and they need to know how to keep their employees operating at peak performance. This means they’ll need to know the minimum levels of acceptable performance for each position, and all company policies. They will also need to know how to hold effective team meetings and perform reviews, and how to deal with every type of employee issue.

4. Shop managers need to know how to effectively manage customer concerns, and have a firm grasp of the situations that warrant contacting the shop owner, or their designated superior.

5. Shop managers must know how to properly secure the facility, vehicles, cash, checks, credit card information, all customer information and all employee records they have access to.

6. All shop managers must be able to properly maintain equipment, and process both customers and vehicles in a safe and efficient manner. This includes managing the shop’s labor inventory and expenses, properly assigning and dispatching work, and complying with all governmental requirements.

7. All shop managers need to know how to report to the shop owner, or their designated superior. We understand that every shop owner will have different reporting requirements, but at a minimum the manager should be required to provide a daily report on all relative KPI’s, violations of company policies, and customer concerns. This reporting must also include scheduled meetings with the owner (or their superior) to discuss the performance of the business and their recommendations for improvement.

8. At Elite we realize that there will be limitations on the control and authority assigned to the manager, but regardless, they must be held accountable for the overall success of the business. If the manager feels there is something that is holding the company back, or causing harm to the brand in any way, they have an ethical responsibility to advise the owner or their superior immediately.

9. All shop managers must effectively manage their time and tasks. They need to ensure they have a daily plan in place that allows them to remain focused on their goals, roles and responsibilities.

10. Shop managers must accept the fact that it is their responsibility to provide leadership to all the employees. They can fulfill this requirement by remaining focused on the goals of the company, fulfilling the requirements of their job description, treating all others in a professional way, and behaving in a manner that reflects that they will never compromise their ethics, show preferential treatment, or put money ahead of people.

Since 1990, Bob Cooper has been the president of Elite, 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 coaching and training from the industry’s top shop owners, service advisor training, peer groups, along with online and in-class sales, marketing and shop management courses. You can learn more about Elite by visiting www.EliteWorldwide.com, or calling 800-204-3548.


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      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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