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Evaluating Service Advisors


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What metrics are you all using to evaluate your service advisors? Are you able to obtain these metrics from software within a report? If so, what software are you using to obtain this information? Trying to figure out the easiest way to obtain the necessary metrics used to correctly evaluate an automotive service advisor.

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Our advisors are paid based on a matrix that increases their base pay based on sales and gross profit. They are evaluated on ARO, parts margin, and labor margin, which is a factor of how effectively they are using the labor resources available to them. They are expected to adhere to a fairly strict routine on the phone, including getting the customer's name and phone number up front and addressing the customer by name while addressing their issues. We monitor phone calls and listen to recordings of them as a group. They are expected to go the the vehicle with the customer at the drop to look the car over and develop a relationship. We are not perfect at any of this, but we work with them to get buy-in and establish goals and, to a large degree, it's working.

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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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