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Onboarding New Team Members [THA 297]


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Have you ever experienced the butterflies in your stomach when you start a new job? You arrive on the first day and feel lost as surrounding employees are busy at work.  What is your onboarding process for new employees? How do you make their first day efficient, comfortable and welcoming? Listen to learn just one thing and commit to finetuning your onboarding process

AJ Nealey, Nealey Auto Service, Edgewater, MD. Listen to AJ’s previous episodes HERE Sam Craven, The Garagisti, Houston, TX. Listen to Sam’s previous episodes HERE. Edgar Reyes, Service Director, Schertz Auto Service, Schertz, TX.  Listen to Edgar’s previous Episodes HERE Key Talking Points

  • You always want to make sure that your customers have a great experience, especially if it’s the first time that customer is in our shop, so why do we not make sure we do the same with our internal customers?
  • Start the onboarding at the last step of the interview
  • Listen for unsaid things- Why are they leaving? What didn’t they like? “Tell me more” and listen 
  • Create a meaningful connection
  • “Be interested, not interesting” 
  • Trust your existing employees as they collaborate and give feedback on the new employee
  • Try to get them training before they start on day one, so they can be as productive as possible on their first day
  • Set expectations early, hold accountable
  • Multi-step interview process
  • “You want reality to be better than the brochure” Set expectations early, hold accountable
  • Use technology to your advantage- send an offer letter and paperwork ahead of time, email set up, tablet, passwords/logins, accounts google docs, messaging, etc (Gusto)
  • Employees want to know what you do for your team members, culture, 
  • “Culture beats strategy.” 
  • “Do you have any questions for me?” on a phone interview
  • You are not hiring a robot, you are hiring a person. That person has interests, likes, and dislikes, preferences on things that may not matter to you but matter to them. Do you know what they like to be called? Do you know if they are allergic to something or do not like a certain food? If you are looking for successful onboarding, you have to care about the person before anything else. As always, people come first.

 

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Check out today's partners: Shop-Ware: More Time. More Profit. Shop-Ware Shop Management getshopware.com Delphi-Call-to-action.png       Delphi Technologies: Keeping current on the latest vehicle systems and how to repair them is a must for today’s technicians. DelphiAftermarket.com ARN-Website-Banner-July-2022-1200x400-1. Screenshot_340-1.png

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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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