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I guess it all depends Joe. I was one of those entry level techs giving an opportunity 10 years ago. I graduated from UTI with no experience in the field I was in the army for 4 years but not as a mechanic. I was hired by Ford as a MLR tech just doing oil changes and brakes. What helped me succeed was my willingness to learn and not afraid to ask for help. I was fortunate to have a old timer master tech that took me under his wings and teach me a lot within a year I was comfortable working on my own. No body starts knowing but I feel as long as the person likes his trade and is willing to listen they can become great techs.

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As a newer tech in the industry, my foundation was working on my own car and family cars, but that was mostly maintenance work and part swapping. Now-a-days in this "right now" world, most people will not allow a family member to take some time to try to figure out a complicated problem, which I don't necessarily blame them. Add to the fact that most job listings, even GST listings, are asking for 2-5 years of experience for entry level positions, and it makes it even harder for a young tech to build on those fundamentals.

Even in my new dealer job, where I was hired as a n hourly tech to fill the gaps, I am most often used to pick up the lube tech's slack and then when I wander over in down time to help and observe the A tech on a diag issue, I am often pulled away for an oil change, or to clean up the shop equipment area. I understand paying your dues and this work needs to be done, but where would I build on these fundamentals in these working situations? I don't expect a shop to fully train you from no experience or knowledge on, but the shop has to be responsible for building the techs foundation as well, to ensure future techs will be available. This career is unique in that you need thousands of dollars invested into tools to get the experience you need, and that there is no substitution for that experience.

I would be willing to assume that you are seeing a lot of these young guys coming fresh out of school or after a brief stint in a dealership. The school can only teach theory and the dealership is not interested in building a tech, they prefer the revolving door method. I am glad to know guys like you, Joe, are interested in young techs and the desire to plant the seeds and water them. It's just very hard, more today than ever, to get those foundations as a young tech.

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I have two "young" techs in my shop. One grew up working on a farm and has a very high mechanical ability and the other one is learning while we go. I like you Joe searched out the younger guys as I was one (about the same times these guys were born. LOL). I enjoy training guys who are willing to learn to the way "i" want things done in my shop.

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  • 3 months later...

Back in the day a lot of us worked pumping gas, fixing flats, changing oil, belts, hoses etc. at real service stations. These days one would assume quick lubes would fill that gap, not so much it seems.

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  • Have you checked out Joe's Latest Blog?

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      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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