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I believe we need to rethink the route entry level techs are expected to be on. If you're a very large operation a trade school tech can be brought up through the ranks by having plenty of meaningful repair tasks. Training, mentoring and experience will advance a bright and eager apprentice tech. A lot of Indy shops end up being the school and mentor at quite a great cost over the first couple of years. Economy of scale is against them. A small be all do all shop is really at a disadvantage. Perhaps an industry wide grass roots apprentice type program could be developed.

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Wow Jeff,

 

I'm in the last stages of opening up my own shop and your experience has me wondering if this has been the experience of most techs? I've done my research and it seems your experience is not typical. Anyone chime in.

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I don't understand how those tech schools can qualify their students as "graduates" if they have very little hands on experience.

Training apprentices is one area that Canada actually does very well in.

 

You become an apprentice (and can have zero skills), then you need 1500 hours per year for 4 years of hands on experience, plus each year you go to 2 months of technical training.

Each year, you earn a minimum percentage of your shop's journeyman pay rate (55% for 1st year, then 70%, 80%, 90% in the 4th year)

Once you finish your 4 years, you become a journeyman technician, which I would correspond to a step or two below an ASE master tech.

 

We don't have a master tech program up here, you just become a better journeyman technician with more experience.

I'd honestly like to see Canada do a master program for techs with maybe 10 years of experience.

 

As you can see though, the real key is the 1500 hours per year of hands on training.

I don't know how you could expect someone with very little hands on training to be certified by a tech school like UTI etc.

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There are some standards being promoted by AYES - https://www.ayes.org/Home.aspx

ASE is also promoting a maintenance and light repair certification with its G1 test. This allows young techs to be profitable for shops to employ as they gain experience in the trade by being able to perform these services. As shop owners we will have to invest in these young kids getting into the trade, it's a cost of doing business.

 

 

You can continue to complain about the lack of talent coming into the trade or you can get involved in the local training programs to help mold some of the young kids getting into the trade. We also need to realistically look at compensation for all techs and make sure we are charging for the talent needed to repair todays vehicles.

Edited by Tires Too
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My problem was I worked at Dealers mostly until I opened my own shop. From 93-04 I worked for Chrysler dealers. I had the mindset the more I learned the more I could make. The problems started when I got to the Chrysler "Gold" level. When you are the best trained tech in the shop you 1) get all the problem cars no one else could do 2) My morals would not allow me to plunder the customers 3) I would work on the problem cars...upsell the easy work and have it shipped off to the next tech so I could deal with the next problem car. I finally got fed up and opened my own place..in 2004. 2005 we got tore up with hurricanes...folks houses tore up, no money to fix car. About the time we started gettin over that the "recession" hit. This area is still tryin to get over that. My locale still leads the country in foreclosures. Then on top of all that I have 4-5 unlicensed "repair" shops within a stones throw that work for 20-30 an hour and sell parts at cost or have the customers supply their parts. Like I said if I had known I would stayed in that old Freightliner I was herdin down down the road!

As far as typical...I have more friends that have quit this trade than I know have joined! One fella got into real estate, another cashed out everything and took early retirement, another got a 9-5 working in a machine shop. I am just waiting for Mcdonalds to start payin 15 an hour! :wacko:

 

 

Wow sounds terrible Jeff! I think your more of a product of your area unfortunately. For the kind of pay you were receiving I should have probably shipped you up here to work for me!

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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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