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Posted

What's the going hourly pay rate for a 10 year tech with an inspectors license but no ASE certifications? I'm trying to get a feel for the rates for this type of tech. I'm curious to see what the rates are compared to our area.

Posted

This is totally area dependent. I pay $8/hour base with $10/hour incentive for a tech with those credentials.

That seems a little low. Not questioning you just curious why so low.(please dont take that offensively)

I'm a 7 year tech/shop owner with 150k in tools but no certifications...i'd hate to think im just worth $8 an hour lol

In my opinion its about the quality of work, and their talents.

I'm very interested however how the 8 base and 10 incentive works. I'd like to implement a similar plan!

 

Sent from my SCH-I605 using Tapatalk 2

 

 

Posted

That seems a little low. Not questioning you just curious why so low.(please dont take that offensively)

I'm a 7 year tech/shop owner with 150k in tools but no certifications...i'd hate to think im just worth $8 an hour lol

In my opinion its about the quality of work, and their talents.

I'm very interested however how the 8 base and 10 incentive works. I'd like to implement a similar plan!

 

Sent from my SCH-I605 using Tapatalk 2

Can't compare apples to rice. It's all in what the market will allow. A shop with a labor rate of $70/hour can't pay as much as a $95/hour rate. A town with an average income of 30k vs 50k can't charge the same.

 

So without any further information your comment and this whole topic is as useless as a football bat :).

Posted

Can't compare apples to rice. It's all in what the market will allow. A shop with a labor rate of $70/hour can't pay as much as a $95/hour rate. A town with an average income of 30k vs 50k can't charge the same.

 

So without any further information your comment and this whole topic is as useless as a football bat :).

Hey! I've got a football bat! Gave snap on 500.00 for it lol.

We're stuck in the dark age of shops around here. Takes 50k a year to live here but 4 out of 10 shops is at 40 an hour with no parts markup.

 

Sent from my SCH-I605 using Tapatalk 2

 

 

Posted

PHYNY, I would be interested in how your hourly/incentive pay plan works as well. Here at our shop, our hourly labor rate is $80. Estimated median household income in our area is $45,032. Its sometimes difficult to identify what the pay rate should be for new techs that we hire based on their experience. I want to obviously pay the tech what their worth but also not overpay them. We currently pay an hourly rate plus a commission. We do not pay flat rate currently. All responses greatly appreciated!

Posted

Hey! I've got a football bat! Gave snap on 500.00 for it lol.

We're stuck in the dark age of shops around here. Takes 50k a year to live here but 4 out of 10 shops is at 40 an hour with no parts markup.

 

Hahahaha, that's hilarious.

 

This topic is going to get very interesting. I can already see the difference between urban and rural, and I can only speak for urban. The average labor rate in our metro is $95/hr. Techs typically earn the following:

  • No ASE's, tire tech: $12/hr
  • No ASE's, diag tech: $16/hr
  • No ASE's, dealer tech: $22/hr
  • All ASE's, master tech, independent: $28 - $40/hr

Our area has a median household income around $80k/year. Hope this helps a bit.

Posted (edited)

It's amazing how different all of our areas are.

 

So here's how we work things, I'll give you an example of one of our techs.

 

Guaranteed base salary of $8/hour and $10/hour of every billed hour. On large times jobs IE engines or transmissions he gets a $50 bonus per every $500 in labor. I also will challenge the techs often by way of betting them. Example, a job calls for 4.5 hours and I'll Bet the tech a new battery powered snap-on wratchet that he can't do it in 4 hours. I also don't use Mitchell time, I normally add 40% to the suggested time. This does 2 things;

 

Makes the workplace fun yet challenging and gives the techs a great sense of pride.

 

Gets them the newest and best tools so they can do better and more efficient work. And I get to write it off :).

Edited by phynny
Posted

It's amazing how different all of our areas are. So here's how we work things, I'll give you an example of one of our techs. Guaranteed base salary of $8/hour and $10/hour of every billed hour. On large times jobs IE engines or transmissions he gets a $50 bonus per every $500 in labor. I also will challenge the techs often by way of betting them. Example, a job calls for 4.5 hours and I'll Bet the tech a new battery powered snap-on wratchet that he can't do it in 4 hours. I also don't use Mitchell time, I normally add 40% to the suggested time. This does 2 things;Makes the workplace fun yet challenging and gives the techs a great sense of pride. Gets them the newest and best tools so they can do better and more efficient work. And I get to write it off :).

This gives me clarity that ive never had on this subject! I really appreciate the input from veteran shop owners on here! I read this and a light bulb thats never lit up before lit up!

 

Sent from my SCH-I605 using Tapatalk 2

 

 

Posted

I think our rate is as follows:

 

  • No ASE Tire Tech - $9
  • No ASE Diag Tech - $14
  • No ASE Dealer Tech - $18
  • All ASE Master Tech, Independent - $20

Just to clarify, this is an hourly rate and NOT flat rate hours. We also offer an incentive program based on recommendations that are made and sold to customers by the technicians. The recommendation is made by the tech but sold by the service writer. If sold, the tech receives 3% of parts and labor off of the recommendation.

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  • Have you checked out Joe's Latest Blog?

         0 comments
      The Technician Shortage Is Our Fault, And It's Time We Own It
      Nearly every day, I hear shop owners complain: "There's a technician shortage. We can't find qualified people. There's no one out there." If that's true, then who's to blame?
      The industry? The schools? The government? I don't know how you feel, but who promised us an endless supply of qualified technicians?
      Another common complaint is that young people do not want to work in the trades. Well, if that were true, then why are other trades such as HVAC, electrical, and plumbing growing? What are they doing that the automotive industry is not? 
      Here's the reality we need to face: We do have a problem, but we shouldn't look for someone or any entity to rescue us. Not the government. Not the trade schools. Not the recruiting companies. No one owes us a workforce. If we want great people in our industry, it's up to us. At some point, we need to own up to the truth: Building a pipeline of qualified technicians is our responsibility.
      In this blog article, I will break down the key reasons we are in this situation today and what we, as an industry, can do to solve the technician shortage. Are you ready to look in the mirror?
      Have We Pushed Technicians Away?
      Let's take a look at flat-rate pay. True flat rate, which pays a technician only for the hours they produce, is a controversial pay plan that emphasizes high production levels and creates a competitive work environment that, if not properly controlled, can lead to increased mistakes and a decline in morale and team spirit. Additionally, the stress and physical demands placed on technicians as they age are not favorable to long-term employee retention. What do we do with technicians as they grow older into their fifties and begin to slow down? 
      I have heard all the arguments and pros and cons of flat-rate pay, and I am not going to judge any pay plan. Let the facts speak for themselves. True flat rate has changed in most areas around the country and has evolved into a pay plan that gives technicians some pay guarantee.
      Many shop owners have learned that team morale, along with the opportunity to earn income, is important to technicians and to the company's long-term success. But let me ask you: how many technicians have left or been pushed out over the years because of the old flat-rate pay system?
      Another issue is the workplace environment. I remember being grateful to be hired as a young technician at a local repair shop. While very thankful, the work environment was not ideal. The shop owner kept the bay doors open year-round (I am from New York) unless it rained or snowed. He felt that if the bay doors were closed, customers might think we were closed for business. We had no heat and no hot water. Many of the jobs were done outside, year-round,  in all types of weather. The starting pay was minimum wage, with no benefits, sick days, or vacation pay. 
      Now, again, I need to point out that I was truly grateful for the opportunity this shop owner gave me. I learned a lot working there, and the experience was pivotal in my career. But looking back, I wonder how many people were discouraged by these working conditions?
      While the physical demands of the repair workplace are daunting, perhaps even more critical is the culture. Too many of my generation shop owners preached the mindset of "my way or the highway." We were the business owners, after all. We started our companies, took all the risks, and provided jobs. Why shouldn't we be the ones to set the ground rules our way?   
      Many of us found over the years that the "my way or the highway" mentality was a sure way to isolate employees and make them more likely to look over the fence for greener grass. In other words, it led many technicians to seek employment elsewhere, where they felt they could be appreciated and recognized for their hard work. The issue, however, was that there wasn't much green grass around. Disappointment after disappointment, bouncing from repair to repair shop, eventually led to despair. So, I ask you: were workplace conditions a contributing factor in today's technician shortage?
      Another factor that we are all well aware of is the complexity of the modern automobile. When I started, the work was mostly physical, and you were required to master essentially three vehicle models: General Motors, Ford, and Chrysler. Let's fast-forward to today. The evolution of automotive technology, along with the extensive training and tools required, has outpaced the typical technician's pay compensation, with no clear career path. Again, leading to frustration and insecurity about the future.
      Here is the bottom line: people don't leave their job; they leave their experience. We must do a better job. 
      The News Isn't all Bad; Your Next Steps to Fix the Technician Shortage
      To fix the technician shortage, it will take a combined effort from everyone in the automotive industry, particularly automotive shop owners. Shop owners are in the perfect position to make the greatest impact, not only on their businesses but also on the future automotive workforce.
      First, shop owners must become better leaders and understand that their ultimate success is directly dependent on the people they assemble around them. Any shop owner who mistakenly believes they can build an empire solely on their abilities is destined for serious disappointment. Business owners who think like this will eventually plateau. Without the collective contributions from a team of qualified people, your business will stall; it will not continue to grow.
      Create a workplace that attracts top talent: a clean, professional, well-equipped facility designed to support productivity, teamwork, and a career, not just a job. Build a great reputation in your community by getting involved locally. Become the auto repair shop that people take notice of as "the" place to work.
      Next, shop owners must become more financially knowledgeable. Knowing your numbers and what you need to achieve for a strong bottom-line profit is essential to paying technicians the money they need and deserve. Profit will also allow you to compete with other trade industries by providing a benefits package that has real take-home value and security.
      When it comes to culture, this is where the rubber hits the road. People crave recognition, praise, and a sense of purpose. Despite what you hear, people are not just money-motivated. Once people feel secure in their financial situation, retaining and motivating technicians can only be achieved by connecting with them on an emotional level. You cannot show enough appreciation. Give out praise for a job well done as if your business depended on it, because it does.
      As technicians age, we need to have a place for them. Expecting a 58-year-old to perform like a 35-year-old is unrealistic. We need to be more focused on career pathing. Provide training, skill development, and coaching to develop leaders and mentors within our older workforce. While their bodies may have slowed, the knowledge they have gained is priceless. 
      Our future is dependent on young people entering our industry. We need to give more young people opportunities. Every shop owner across the country should consider hiring an apprentice, then build an apprentice training plan and career path for them. If every shop did this, we could solve the technician shortage within five years. Get involved with the trade schools and high schools in your area. Look into the NAPA Apprenticeship Program. Don't sit on your hands with this one. Do it today.
      Lastly, don't get left behind. Commit to ongoing training for all your employees. Keep up to date with tools and equipment tailored to your business model. Don't try to be all things to all people and all vehicles. Identify your core profile customer and the vehicles they drive, and become an expert on those vehicles and the services you offer.
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