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By Joe Marconi in Joe's Blog4 commentsA recent study, done by Harvard Business School, concluded that the real problem with attracting and retaining employees has more to do with the workplace environment, not pay or benefits. While the study did find that an adequate pay plan and offering an attractive benefits package did help with recruiting and retention, it’s not enough to satisfy the needs of employees, especially those of front-line workers.
The study also stated that in 2021, many companies were convinced that giving raises, sign-on bonuses, and other perks would solve the worker shortage problem and prevent people from quitting. However, this strategy did not work. So, what does work regarding attracting quality people and keeping them employed?
Essentially, it all comes down to the culture of your company. Management: do all it can to consider the individual needs of your employees. Your employees want to feel that they have a voice, that their opinion counts, and that their role in your company is both respected and recognized. Yes, pay and a great benefits package will go a long way toward making your employees feel secure, but that’s only financial security. People want more than money.
To attract and keep top talent requires creating a company that people feel proud to work for. You need to reach the hearts and minds of your employees. Become a leader that people are enthusiastic about working for. You want your employees bragging to their friends and family that your shop is a great place to work!
Step one to attracting and retaining quality employees: Create an amazing workplace environment for your employees! Trust me, happy employees make happy shop owners too!
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By Joe Marconi
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By carmcapriotto
Recorded Live at the TST Big Event 2023, with Aaron Becker, President of AirSept and Peter Coll, President and COO of the Mobile Air Climate Systems Association (MACS). They discuss the government's involvement in the automotive industry, the importance of having a mentor, the development of new products, the challenges of complying with EPA regulations, and the impact of COVID-19 on the industry.
Peter Coll, President and COO, Mobile Air Climate Systems Association (MACS). Peter's previous episodes HERE
Aaron Becker, President, AirSept. Aaron's previous episodes HERE
Show Notes
(00:03:47) The American Innovation and Manufacturing (AIM) Act, signed in December 2020, and how it affects Section 609, which deals with recovering and recycling refrigerant onsite at the point of service. (00:04:53) Discussion of government regulations on refrigerants and compliance challenges. (00:08:08) The impact and passing of Myron Stein, AirSept cofounder (00:11:08) The history of AirSept (00:12:26) Myron was recognized for his contributions to the industry with a Pioneer Award, and how he mentored and pushed others. (00:13:52) The importance of having mentors and bouncing ideas off of trusted individuals. (00:14:24) The importance of listening to learn and learning to listen is discussed, as well as the need to interpret what someone is saying in order to move the conversation forward. (00:17:42) The importance of innovation and respectful debates in moving the industry forward, and the need for mutual respect in these conversations. (00:20:40) Aaron and Peter discuss how they develop innovative products by listening and learning from the problems people are having in the industry. (00:22:35) Peter talks about how the COVID-19 pandemic affected the supply chain and how they overcame the supply chain issues. (00:27:12) The importance of inventing and developing in the automotive industry, including the use of existing materials and tools to prove a concept. (00:28:30) HVAC in the automotive industry and the expanded role of thermal management in electric vehicles. (00:32:21)The challenges of cooling electric vehicles and the need for more efficient technology. (00:32:53) The potential for new technologies and opportunities in the electric vehicle market.
Thanks to our Partner, NAPA AUTO CARE
Learn more about NAPA AUTO CARE and the benefits of being part of the NAPA family by visiting www.NAPAAutoCare.com
Connect with the Podcast:
-Join our Insider List: https://remarkableresults.biz/insider
-All books mentioned on our podcasts: https://remarkableresults.biz/books
-Our Classroom page for personal or team learning: https://remarkableresults.biz/classroom
-Buy Me a Coffee: https://www.buymeacoffee.com/carm
-The Aftermarket Radio Network: https://aftermarketradionetwork.com
-Special episode collections: https://remarkableresults.biz/collections
Click to go to the Podcast on Remarkable Results Radio
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By carmcapriotto
AJ Nealey, Jennifer Hulbert, and Carl Hutchinson discuss their experiences with implementing EOS (Entrepreneurial Operating System) in their businesses. They highlight the benefits of EOS, such as increased accountability, better communication, and improved productivity. AJ Nealey, Nealey Auto Service, Edgewater, MD. AJ’s previous episodes HERE
Jennifer Hulbert, Service Plus Automotive, Calcium, NY. Facilitator for the Institute for Automotive Business Excellence. Carl Hutchinson, Complete Automotive, Springfield, MO. Listen to Carl’s previous episodes HERE
Show Notes:
Watch Video Episode HERE (00:00:33 - 00:04:54) Experiences with implementing EOS in business and the benefits it has brought (00:02:27 - 00:03:15) Creating a classroom page on the website with modules that can be used for team training in the EOS Classroom Modules (00:04:55 - 00:05:16) The challenges of implementing EOS, including the need to change the whole mindset of how businesses are run (00:05:48) The key components of EOS, including vision, people, data, issues, process, and traction in the key components of EOS (00:07:18) The importance of the people component of EOS, including core values, expected behaviors, and the people analyzer tool (00:10:02) The benefits of networking with other industries at the EOS conference and how it helps to sharpen their tools in the toolbox (00:13:43) How EOS can be implemented on a smaller scale without the need for an implementer (00:15:35) Experiences with implementing EOS in businesses and how it has led to significant growth (00:18:09) The importance of identifying and addressing the five dysfunctions of a team, including trust, fear of conflict, commitment, and accountability (00:24:10) The speakers discuss the relationship between the visionary and integrator roles in a business, as outlined in the book "Rocket Fuel" (00:25:36) The importance of encouraging the free flow of information and ideas within a company, and how to address issues and frustrations (00:27:20) The use of software, such as Traction Tools and EOS One (00:28:51) The different types of meetings, including leadership and departmental meetings (00:29:57) The L10 meetings (00:32:10) The importance of transparency and avoiding silos in businesses (00:33:43) The importance of empowering employees to make decisions and share knowledge within the organization (00:34:32) The importance of creating a safe environment for employees to share their frustrations and ideas (00:35:18) The concept of "rocks" or goals in EOS, and how they are used to set targets for the company and individual positions (00:39:20) The importance of quarterly conversations with employees All books mentioned on our podcasts: https://remarkableresults.biz/books EOS Podcast Collection Thanks to our Partners Shop-Ware and Delphi Technologies Shop-Ware: More Time. More Profit. Shop-Ware Shop Management getshopware.com Delphi Technologies: Keeping current on the latest vehicle systems and how to repair them is a must for today’s technicians. DelphiAftermarket.com
Connect with the Podcast
-Join our Insider List: https://remarkableresults.biz/insider -All books mentioned on our podcasts: https://remarkableresults.biz/books -Our Classroom page for personal or team learning: https://remarkableresults.biz/classroom -Buy Me a Coffee: https://www.buymeacoffee.com/carm -The Aftermarket Radio Network: https://aftermarketradionetwork.com -Special episode collections: https://remarkableresults.biz/collections
Click to go to the Podcast on Remarkable Results Radio
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By bi0h4z4rd
Hey guys,
I have always appreciated this forum and not sure how I didn't think to ask this question here to begin with!
I received an unexpected phone call from a gentleman whom I've never spoken to or met before the day after Christmasz but he was aware of me and my recent achievements while managing an independent franchise of a national auto repair chain (honestly doesn't make a difference to me if you know where u can msg me if u want. Just didn't know the rules on it)
In less than 60 seconds he was able to explain who he was, where he was from, and that he would like to move me out there for the purpose of taking over his shop and running it for him until he retires at which time I could buy it if I wanted it and I told him it is certainly a discussion we can have and would get back to him the following day.
Our next conversation I had the chance to interview him about the shop and a little about himself to which I have no objections and went on to inform him that picking up my life and moving out of state would not be a quick decision and would require a process in which 3 things would need to take place.
1. We would need to meet in person obviously, but also spend a decent amount of time in an environment outside of the work setting to get to know a little more of each other and assuming no red flags (very doubtful there are any to find) move forward
2. I would need to see the shop and be able to shadow how it's currently operated for a day or 2 and if no issues were to come up that within a few days at most I woulr let him know what it would take and the cost needed in order for me to commit to this and move.
3. We would both have to mutually agree to or re negotiate a deal to be out in writing and signed and any upfront requirements fulfilled.
Until late May I had spent the last 3 1/2 years as general manager for another franchise of the same chain that was nearly bankrupt when I started and lead it on to achieve new reocrds parts and labor sales . I wrote out a business plan outlining all new policies, procedures, products, and pay structure that changed everything from the ground up.
The first year reflected an increase in more than 150k of gross sales at just shy of 1m and the second was the highest gross sales recorded at 1.29m, and I parted ways respectably in late May on track to exceed 1.5m. (sadly, they did not make this mark)
During this time my compensation was a base salary of $1000/week, 1% of gross sales, and a weekly kicker of $250 per week gross sales ended over $20k, and an additional $250 for each $5k after for that week. 2021 I grossed $109k and this year was on track to end at $150k if I had remained.
There was nothing negative involved or that created the reason my departure. The regional manager for the 166 stores or whatever it is in the NW asked me long ago if I would ever be willing to relocate and run another "franchise store" and I had a couple people email me that I couldnt even take seriously, but never let them go any further.
I am scheduled to leave by train this Monday 1/9 where he has provided me with a hotel and rental car for a 3 day stay to complete the other steps needed to move forward.
Below is a general idea of what I have in my head as far as what I expect out of a relocation package, but I've never had to hire or been hired this way before. Needless to say I could use and would appreciate any insight from anyone that has experience or any history with this process and reasonable expectations.
1. Move in costs including first and last months rent, security deposit, and any application fees.
(I was going to put a cap on the amounts, but the cost of living there is ridiculously higher than here and I don't feel like moving from a nice 3 bdrm house that I have here to go live in some cheap 1 bdrm apartment there is the right direction lol)
2. All personal property will be prepared and packed by myself and then loaded and delivered at owners expense.
3. Pay structure to remain the same as previous Midas employer with a $250 increase to weekly salary.
4. Employee discount will be all products and parts at cost.
5. One time payment of $15,000 as incentive to ease the complications that come with relocating.
(,Thought of splitting up? 1/2 up front and other half dispersed with regular pay over next 6 mos?)
Any feedback or thoughts is welcomed and appreciated.
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