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Posted

I am trying to get a grip on the positions I need to fill at my shop. I am thinking of getting a person to answer the phone. Not to sell anything but just to answer the phone and greet the customer, give directions and take their name and number so the SA's can call them back.

I would hate to hire a person only to let them go because its not a position I really need to fill.

 

How many phone calls can 1 Service Adviser handle?

How many calls does your shop get per week?

How do you handle it when a customer wants to check in and another wants to check out and the phone will not stop ringing.? Do you take a message, Let voicemail do its job or just pull your hair out?

 

Posted

I'm in the same boat. It seems like the front door is connected to the phone and the street; as soon as a customer walks in the phone rings. Someone wants free air at the same time, then sure enough a family will want to test drive a used car, then a guy will want to look at tread designs of every tire in stock. All at the same time. Then the parts guy shows up along with a solicitor. I dont have any hair left to pull out. Then an hour will go by with no calls no walk ins. My wife helps out when she can, it makes a big difference for someone to be permanently attached to the phone. We get at least 20-30 calls a day, most are status updates, tire prices and appointment scheduling - all things a secretary can handle easily.

  • Like 1
Posted

In my humble opinion it really makes sense to have a trained service advisor manning the phones. It makes your shop look professional and serves the needs of the customers immediately. Think about whenever you call up a business and a secretary or receptionist that knows absolutely nothing answers the phone. You get annoyed and frustrated sometimes even and they do not serve any of your needs. Also if you never receive that call back it will further cause you as the customer to possibly look elsewhere.

 

Of course the draw backs are it is harder to find a capable person. If they are not already trained you will have to train them and of course they will command a higher salary. I am in the same boat as all of you guys. I can probably easily hire a receptionist to answer phones however I do not believe it will further my business. Sure I won't have to filter phone calls personally however I will still have to call customers back and handle everything all the while possibly getting wrong information filtered through another person.

 

My suggestion is to build your business up to a point where you can afford to hire the proper help and also make sure they are properly trained. Even if they have NO knowledge of the automotive business hire for attitude. Anyone who loves to talk to people, has a GREAT positive attitude and the desire to learn can be taught all the skills needed.

  • Like 1
Posted

Somewhat same boat... I hired a guy with a GREAT attitude from the local parts store to run my front desk, answer phones, build quotes/estimates, etc when I first opened. Took him probably 2-3 months to really hit full stride, but he ultimately wanted to turn wrenches with me. I DREADED pulling him from the front desk and hiring someone new to replace him (have to train the new person and now train a new tech at the same time). The phone rings non stop, customers schedule appts, special order parts, waiter drive-ups... I can't imagine doing without someone to at least answer phones and collect payments.

 

I hired a girl who has an AMAZING personality and I know will be a rockstar if she sticks with it till she gets the hang of it (and if she can figure out how to show up on time). It's just tough getting through the training period.

 

Worst part is, I haven't done any advertising in 6 months and we are getting busier and busier... It's tough keeping up the customer service levels with the increased workload

Posted

mmotley, I am so happy for you and your shop with the increasing workload. Keep up the good work.

 

What exactly does the girl do? Does she sell anything or just re-directs the call?

 

I swear to God that there is a hidden camera somewhere in my waiting room that watches me. As soon as I have a customer in front of me 2 of these stalkers will call me. As soon as they dial my number they email their telemarketing friend to call me and try to sell me credit card processing. As soon as the 3rd line rings HP activates the virus they planted in my printer and it begins to jam the paper tray. :D

 

I am starting to agree with this legalized marijuana law.

 

There has to be a written rule on how to professionally handle this. Anyone know what it is?

Posted

Just a few ideas that may help. I agree with Mspecperformance, I want the person that answers the phone to be the one I deal with as much as possible. I want the person who answers the phone to speak slow and clearly enough to be heard and offer to help. It costs ALOT of money to get the phone to ring. The next item is to get the folks that set an appointment pre-written. Get the contact info, problem statement, all the particulars BEFORE they come in, then its real easy to do the hand off of the car. Also, call customers with regular progress reports on work in the shop, so they dont have to call at what will be the worst possible time. These are proactive, instead of reactive strategies that give you control at the counter and more professionalism with out adding any payroll, and giving better service all at once.

Posted

I am good after I get the car in the shop. I was taught a very good lesson from Dave Dickson that works like a dream.

 

When the customers leaves the car I simple explain the we offer same day service in most cases and that their car will be ready at 5:30 unless we have a parts problem. I then go on and say: If we have a parts problem I will call you. so if you do not hear from us that is good news and simply pick up your car at 5:30. No need to call.

 

Explaining it to the customer in simple terms really works well and avoids most lunch time calls.

Posted

Each of our two shops has a pro service advisor. Each is assisted by a junior trainee SA who is responsible for answering the phone, greeting customers and doing the initial entry of the data into RO Writer. We want our senior SAs to spend as much time as possible selling work, estimating, and interfacing with our techs.

  • Like 1
Posted

Each of our two shops has a pro service advisor. Each is assisted by a junior trainee SA who is responsible for answering the phone, greeting customers and doing the initial entry of the data into RO Writer. We want our senior SAs to spend as much time as possible selling work, estimating, and interfacing with our techs.

Posted

Either I or my service adviser (assistant manager) answer the phones. I found that an unknowing (little to no automotive experience) assistant answering the phone was like this: 1) answer phone 2) "I'm not sure....I don't know....not really....uhhhh....let me get Steve for you." So you see, I was answering the phone anyway. I was paying her $550 per week and she had been with me for 10 months. It was "re-train every day!!!" So I now save $550 per week and Ronnie or I answer the phone. I would rather the phone not get answered (doesn't happen often) than for my client or potential client to get a dumb ass on the phone. How many of you have called a company and gotten dumb asses on the phone when you really wanted to talk with someone that could count to 10? I would rather be busy and aggravated on my own without worrying about what a newbie is saying or not saying.

Posted

mmotley, I am so happy for you and your shop with the increasing workload. Keep up the good work.

 

What exactly does the girl do? Does she sell anything or just re-directs the call?

 

I swear to God that there is a hidden camera somewhere in my waiting room that watches me. As soon as I have a customer in front of me 2 of these stalkers will call me. As soon as they dial my number they email their telemarketing friend to call me and try to sell me credit card processing. As soon as the 3rd line rings HP activates the virus they planted in my printer and it begins to jam the paper tray. :D

 

I am starting to agree with this legalized marijuana law.

 

There has to be a written rule on how to professionally handle this. Anyone know what it is?

 

She makes sales, schedules work, collects payment, answers phones, etc.

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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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