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Posted

I hired a new guy out of tech school. Nice kid, arrives on time, is polite. I understand he's green but willing to learn, and that's OK with me. Here's my issue; he's slow. It takes him 5x longer than normal to do anything. I'm not sure if hes nervous or what so I have been giving him basic jobs like used car prepping so hes not hurting the customers. Even basic detailing takes him way too long, like 4 hours to wash and wax a car with no buffing or any kind of paint restoration. Tires - forget it, 45 minutes each. How long do I wait before giving up? He does the job right but minimum wage is too much at his speed. I set reasonable goals he can't meet them. Frustrating.

Posted

put him on flat rate and watch him move his ass lol

 

I'm dealing with EXACTLY the same issue. New guy, great attitude, good at his job. However, extremely slow. He is also on salary (hourly). I'm contemplating doing the same thing ... moving him to flat rate.

Posted

 

I'm dealing with EXACTLY the same issue. New guy, great attitude, good at his job. However, extremely slow. He is also on salary (hourly). I'm contemplating doing the same thing ... moving him to flat rate.

 

 

I'd certainly have a conversation with him about it. It may be the spark he needs OR it could push him out of the shop fast. Either way, I would suggest to have someone quality check his work until he is up to standard.

Posted (edited)

You don't even have to put him on 100% commission. You could do 50/50 or just set a weekly goal. I also recommend getting a dry erase board and posting his weekly/daily goal. This makes it easy for him to remember his goal and he'll likely start to track his hours on his own. This really works well if you have 2 or more people, since they naturally will try to compete with each other. If you have 2 or more people, it would also be a good idea to set a 'group goal' or a goal for everyone to hit their expectation. This will allow the group to push each other to hit their individual marks/goals. I've started to implement this in my shop with just 2 employees (1 service advisor and 1 helper) with great success. I can easily say the whiteboard with goals on it has been a great ROI.

 

I also forgot to mention, the reason I asked how much experience he had was because he might not really know what it means to hustle. If you stick him with a guy putting 80 hours out a week and let him just watch, then he might get a better understanding of what you expect. My helper was slow at first, but did a great job. I finally told him to just watch me do a few oil changes, tire rotations, etc and follow behind me. Simply just explaining to him that you can visually check brakes through the wheels as your are raising the car up, check wiper blades and turns signals on the test drive instead of in the stall, eyeball for oil leaks while you are draining the oil and get your oil filter before it's done, etc. Once he saw some of the shortcuts, he picked up the pace. Things like setting rotors to turn and then going to do something else while it cuts might seem obvious to veterans, but a new guy might think he has to stand next to the lathe the whole time the rotor is cutting in case something happens. Or they might think they have to watch the oil drain into the bucket the whole time until it's done. Gotta remember, he doesn't want to screw up and make the boss mad. I've been there, my helper has been there. Try to teach him, but if he just can't seem to get it after a few months, I'd say let him go.

Edited by mmotley
  • Like 2
Posted

Remember, we all started somewhere. Flat Rate mentality is learned. Someone right out of tech school will not be quick. They are taught to do it right, not fast and check it over and over again to make sure it is right. He will be nervous for a while. He will need to be taught how a technician in the real world needs to hustle. Good luck.

  • Like 1
Posted

Someone right out of tech school will not be quick. They are taught to do it right, not fast and check it over and over again to make sure it is right. He will be nervous for a while. He will need to be taught how a technician in the real world needs to hustle.

^^^Agreed

 

All throughout tech school we were told about the idiot who didn't torque down the drain plug and blew up an engine! Or the guy who forgot to tighten lug nuts and caused a customer to have an accident. Or the guy who didn't tighten down a fuel rail and caused an engine fire. And they all ended up in small claims court! Etc, etc, etc. KMS is right, they have been taught to do things correctly and to thoroughly check their work.

Posted

Thanks for the advice, I'm going to have him just shadow me for a week to get the hang of things. He just finished his 2nd part time week, no mistakes except for taking home a set of car keys in his pocket. Its been the busiest February on record which is good but not good for training. I was figuring February would be a good month to start a new guy so I could spend some time breaking him in, but Its been balls to the wall 12 hours a day.

  • 3 weeks later...
Posted (edited)

Bad news update, his slow but acceptable work progressed into very, very slow sloppy work. Showed up late a couple times. I can't afford 10% productivity. Back to square 1.

 

I feel bad like its my fault somehow, but I wouldn't apply for a job I couldn't do. I'm to blame for not performing a proper interview. I'd like to assume all applicants are truthful, but its not the case. This guy wanted a paycheck, not a career.

Edited by alfredauto
Posted

Sadly, It seems like the work ethic of our generation ( mid 30's and older) has not transferred to younger generation(s). I have friends that are auto instructors and they say the students get less motivated every year. Finding anyone that is a reasonable tech is a challenge, let alone a great tech!

 

And it is not just auto repair, Heavy Equipment is hurting, Alot of auto techs are going that way, easy to understand why.. Starting pay is $20 an hour plus,time and a half over 40 clock hours, Hiring bonuses are $2000-$3000.

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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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