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Hey all Auto shop owners,

 

Got a question and need all the input and advise I can get.

 

A little history, I am Alan and I am a proud owner of a small Automotive shop. We only have 3 bays and 1 tech. I have been the service advisor/manager of the previous company for the last 5 years.

 

About a year ago, the previous owner called it quits and closed the place down due to financial difficulties.

 

Long story short, I kept the same locations address, changed the business name due to logistic reasons and kept the best technician for the shop.

 

He is currently and has always been a flat rate techician, meaning that he is paid according to what he produces/completes.

 

I am coming into a possible problem where I am in need of more production. He was much more assertive in the beginning and now he is not producing as much as he use to. He used to take 20 minutes lunches and now he is taking 1 hour lunches everyday.

 

I have tried to motivate him by giving him raises, bonuses, and positive reinforcement as much as possible.

 

I am inclined to bring another tech in. Flat rate or hourly? My tech is pretty sensitive and if I were to bring another tech in flat rate, he may be offended and possibly complain about a lost of hours for him.

 

On the other hand, if I brought in a hourly, I don't want him to use him as a personal assistant and try to take extra hours for what the hourly guy completes.

 

I have been straight up with him and tried to motivate him and would not want to lose him as my lead tech.

 

Any opinions and suggestions would be appreciated.

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Thank you so much for your response. One of my other concern is also whether I have enough work to satisfy a new hire (hourly or flat rate).

 

At this point, my lead tech knows that anything coming through the door is for him to earn. But it would be a problem if I hired another flat rater and not have enough work for both of them.

 

And if I hired an hourly tech, would I send the hourly home early if it is slow?

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I think you need to talk to your technician. If his work performance has drastically reduced find out why. There is something going on in his personal life. There is a reason he lost motivation. If this doesn't help, find someone who is money motivated, or find out what motivates the tech you have now. Good luck and never let an employee be the fall of your business.

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  • 3 weeks later...

You may have made the same mistake I did. I am paying my flat rate tech too much on the hour and that is was is slowing his production. It seems nice to pay them well but if they are comfortable with say $1,000 a week in pay, they will work really hard for that 1k at $20 am hour or not very hard at all for $30 an hour. You would think that everyone is as money motivated as you are but I've come to find out that is just not true.

 

 

Sent from my iPhone using Tapatalk

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  • Have you checked out Joe's Latest Blog?

         0 comments
      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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