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We are a small rural shop; my guys are on salary and average 55-60 hours a week. Between the salary & bonus plan I think we are fair on our pay. We only charge 65.00/hour for mech work but our main shop is a tire shop, so we don't get into much other stop besides brakes or light mech work. The shop stays very busy that we some nights must stay late to get everyone taken care of. 1 employee focuses on the mech. part & helps with tires, the other is mainly tire & office sales & paperwork. There are a few times a month that the tire guy will need to do an afterhours call from anything from a jump start to a tractor tire repair. I want to compensate him for his extra work but not sure how to figure something simple & fair. I also don't want to make it something that they will start running more after ours because they will get more pay then if they were able to go out & do during reg business hours. Anyone with idea what they do hate to give profit away we still need to pay for the truck & fuel?

Posted

First, I would caution you that I do not believe your people qualify to be paid salary, to read the rules which were revised last year CLICK HERE. This rule change exists because of situations just like yours (no offense). Here is what you are risking by skirting the rules. let's say you have a disgruntled employee who goes to the labor board and they determine that you were paying your people on a salary yet they did not qualify AND they were working more than 40 hours per week. The DOL goes back three years, determines the employees average rate of pay per hour and charges you with a fine and you now have to pay all employees time and a half for all overtime they worked. 

All of our shops operate differently, and sometimes convenience is really important but it can be abused. Another thing to consider is that we are are always training our customers what to expect, by being too convenient it is possible that your customers are abusing your graciousness and expecting too much from you and your people, possibly jeopardizing your most valuable asset; your employees. 

Only you can determine what is best for you. Protect yourself from being sued or atleast research the risk so you aren't surprised if it happens. 

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Posted

65 an hour? When is the last time you called around to see average hourly shop rates? I know each market is different, but we are at 127 an hour and I think we could do another bump.

I second on the salary thing. Make sure they are commission in your accounting software, then you can pay a base plus commission. 

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  • Have you checked out Joe's Latest Blog?

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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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