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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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    • By Joe Marconi

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    • By autorepairuniversity
      I feel the need to say thank you! After reviewing the financials for this past year I was quite depressed. I did $100,000 more business than the year before, but hardly any more profit to show for it. I had personally been stressed out, buisy beyond belief, and just plain beat up this past year, and for what... a small profit??? Yes I did profit more than the year before, but put it this way - not impressive. One night I tuned to Auto Shop Owners for a little help and guidence. Threre was a TON of helpfull posts, and some real eye openers. The one post that was burned into my brain was a post about running a business vs. running a repair shop. I told myself it was time to run a BUSINESS not just a AUTO REPAIR SHOP. I had a BIG meeting with my guys, telling them its time they stepped up there game and helped me "bear" some of weight I was carrying around with this business. I raised prices $5 per hour. I started charging for diagnosis. I started tracking the techs billed hours (I pay hourly) and created a bonus program for them. I actually started "watching and analyzing the numbers" rather just going off of feel.
      The results.... Utterly amazing. This year (Jan and Feb) I have profited almost twice as much as last year. I know!!! that is crazy. Just goes to show what a little "thinking" can do. I remind myself everyday to treat my shop as a business, not a "repair shop". I hope this helps others, it sure helped me. Hopefully this trend continues for me, but again THANK YOU to my fellow shop owners for posting your knowlegde and advise!!!
       
      Sent from my Chromebook 11 Model 3180 using Tapatalk
       
       


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