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How Do You KEEP Your Employees?

Joe Marconi
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weighit Enthusiast

weighit

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Years ago I learned how expensive it was to hire a new emp;oyee without any experiance in the field of our business. With the maistakes and costly errors in learning it didn't take very long to realize it was much cheaper to keep the guys I had without having a big turnover. Making them feel wanted, thanked them for their work and desire to do a good job. Then came pay, I paid the fellows I had dollars more than any of the competition paid. That ensured that my guys would not be leaving to go to the other guys and lose money. I made sure the benifits were way above the competition too. In the 10 years i owned that business, one fellow was there 3 week short of 10 years, the newest employee had 6 years seniority. the other guys fell in between 6 years and 10.  Turn over was nil and over the years I felt paying them more made me more, Not all business owners feel the same way, But I had a very comfortable living and actually enjoyed going into work with a crew that also liked being there. Worked for me.

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Transmission Repair Experienced

Transmission Repair

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On 7/5/2022 at 9:53 AM, xrac said:

Recently I lost a young guy that I invested a lot of extra time and money into because he and his wife had a complicated pregnancy and birth. Then surgery on the baby and then they lost her through tragic circumstances that they probably partially blamed themselves for.  Needless to say his productivity was through the toliet.  He then eventually went completely off the rail and disappeared and eventually quit.  I guess he easily cost me at least $6,000 or more with all the drama, extra things I did for them, come backs, and lost productivity. Then I had to bring someone new in and start all over.   

That's too bad.  I don't know what to say other than lick your wounds and move on.  Sounds like you and your shop are great people to work for.  Good luck on your next hire.

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Transmission Repair Experienced

Transmission Repair

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1 hour ago, Joe Marconi said:

The last two years have been emotional times for workers in general, and priorities are all over the place.  Personally, I think it is due to too many entitlements, or the perception of entitlements.  

It use to be, "Let me work hard, show my boss and/or manager what I am worth, and then we can sit and discuss my future."

Build the best pay package you can.  Include all the benefits you can offer.  Look for quality people and don't give up.

Also, consider growing your own through apprenticeships. As a business coach, I have given this advice through the years, with success. I know this may not meet your immediate needs, but it will pay off in the long term. 

Look for techs leaving dealerships too. 

Stay positive. I know it's a tough road, but mindset is everything. 

Good luck! 

 

While it's easy to hire techs away from dealerships due to the flat rate nature of payroll, they have limited knowledge/experience in only 1 or 2 car lines.  Apprenticeship training will be needed.

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  • Have you checked out Joe's Latest Blog?

    • Joe Marconi
      The Toolbox is Last to Leave, First is the Heart
      By Joe Marconi in Joe's 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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