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Posted

I pay for all the training costs but not the time they spend there. I figure they should have a little skin in the game as it benefits us both the same. I have never had any push back on this.

Posted

What about events like vision & aste? We're already paying for everyone's plane tickets, rooms, rental car and a good bit of the food. Not to mention one is taking the following week of the explore KC!

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Posted

Guys you better check state laws because most states will require you to pay them an hourly wage for attending classes, it can get really ugly if the state gets involved

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  • 1 month later...
Posted

I will second checking your laws. If it is mandatory to attend I MUST pay them. I pay for classes. They know I want them to attend but it is not mandatory. I know if they don’t attend they are not serious about there career and act appropriately 

Posted

We pay for their time at the class and for the class, but not drive time.  Training is taken into consideration when it is time for reviews and raises.  

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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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