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[Podcast] Automotive Management Institute: Looking Ahead with Chuck Searles [RR 585]


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Chuck Searles has played an active role in the automotive service and training community for 28 years. He is a proud supporter of the National Institute for Automotive Service Excellence (ASE) and is a member of the ASE Training Managers Council (ATMC).

He was born in Alaska and spent childhood years on the North Slope in small rural villages. After his Fathers retirement from the Alaska educational system, the Searles family relocated to the Big Island of Hawaii, where Chuck attended high school. After high school, he attended post-secondary technical school in Phoenix, Arizona, and then moved back to Alaska to begin a career in the automotive industry.

Chuck served as a Line Technician, Service Advisor, and eventually Shop Foreman at Nissan Dealerships in Fairbanks, Alaska, and Phoenix, Arizona. He was then hired by Nissan North America as a Technical Support Specialist in Los Angeles, CA. Over the next 19 years, he served several Sales and Technical Training roles, including Sales Training Senior Planner, Technical Training Operations Manager, and Instructional Design Manager.

He is currently the President of the Automotive Management Institute (AMi). AMi’s mission is to identify, provide, and promote qualified business education for the success of automotive service repair professionals.

Chuck resides in a quiet suburb outside of Nashville, TN with his wife of 23 years and 2 daughters. Time away from work is spent in the outdoors with the family on hikes or kayaking.

Key talking Points:

  • Career pathDidn’t know what to do after high school, did not want to become a teacher or educator 
  • Attended Universal Technical Institute- focus on heavy diesel industry but ended up working at a dealership in Alaska then hired by Nissan as technical trainer.
  • Two things you will always remember in your career- best boss and worst boss. Training will help you be the best boss you can be.
  • AMI valuable for succession planning with learning management systems 
  • The current president of AMIWants to increase the presence of the service side of the industry- the value of designations. Networking with former contacts and making new relationships as well. 
  • Working on new designations- service advisor and shop foreman
  • You can pay by courses at AMI or a yearly subscription    
  • AAM/AMAM- prestigious titles  
  • Looking aheadRecruiting new trainers- AMI has an audience of over 100,000 and is an ideal platform for any trainer. Head to the website and contact them.
  • If you’re not involved with AMI you need to be- training is ongoing no matter what stage you are at in your career, even as a shop owner.
  • Employee retention is based on the owner- is the owner offering training to employees and getting training themselves? Invest in your employees.
  • Look for AMI elective credit courses/classes because you can use it towards a certification/accreditation

amionline.com

Resources:

  • Thanks to Chuck Searles for his contribution to the aftermarket’s premier podcast.
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Learn more about The NAPA Smart Sign and the hundreds of other benefits NAPA offers. visit the NAPA Benefits Center at www.napabenefitscenter.com or call the NAPA Benefits Center at 844-627-2123.

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  • Have you checked out Joe's Latest Blog?

         5 comments
      I recently spoke with a friend of mine who owns a large general repair shop in the Midwest. His father founded the business in 1975. He was telling me that although he’s busy, he’s also very frustrated. When I probed him more about his frustrations, he said that it’s hard to find qualified technicians. My friend employs four technicians and is looking to hire two more. I then asked him, “How long does a technician last working for you.” He looked puzzled and replied, “I never really thought about that, but I can tell that except for one tech, most technicians don’t last working for me longer than a few years.”
      Judging from personal experience as a shop owner and from what I know about the auto repair industry, I can tell you that other than a few exceptions, the turnover rate for technicians in our industry is too high. This makes me think, do we have a technician shortage or a retention problem? Have we done the best we can over the decades to provide great pay plans, benefits packages, great work environments, and the right culture to ensure that the techs we have stay with us?
      Finding and hiring qualified automotive technicians is not a new phenomenon. This problem has been around for as long as I can remember. While we do need to attract people to our industry and provide the necessary training and mentorship, we also need to focus on retention. Having a revolving door and needing to hire techs every few years or so costs your company money. Big money! And that revolving door may be a sign of an even bigger issue: poor leadership, and poor employee management skills.
      Here’s one more thing to consider, for the most part, technicians don’t leave one job to start a new career, they leave one shop as a technician to become a technician at another shop. The reasons why they leave can be debated, but there is one fact that we cannot deny, people don’t quit the company they work for, they usually leave because of the boss or manager they work for.
      Put yourselves in the shoes of your employees. Do you have a workplace that communicates, “We appreciate you and want you to stay!”
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