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Employee Review Process with Bryan Kelley [RR 625]

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Bryan Kelley, owner of Valley Automotive Electric, Covington, WA, and Chairman of ASA Northwest. Brian’s previous episodes HERE.

  • Hiring Practices RR 611  Humble
  • Hungry
  • People Smart
  •  Employee reviewsShould be a win for the business and a win for the internal customer (employees)
  • The corporate review process tends to be about the business covering its backside- a reason to fire an employee with justification, and building an employee database
  • Is your supervisor the person that should be doing employee reviews?- If you’re not around your employee more often than not being around them, then how are you able to do a full review? What is the pulse of the culture inside the business?
  • Owners focus on KPI’s, building the business and building employees- but are you building your employees as a person? Are you making them better people?
  • The more employees know and can do, the more they can do for you. 
  • Review process- you must have trust with all employees and management Schedule one on one informal meeting- listen to your employee and ask questions (Bryan goes to Thai restaurant) and give them a goal sheet- 1 year, 5 years, tomorrow both in work and personally
  • Set peer review during 1 hour Friday lunches together- each employee discusses best and worst 3 things about themselves. 
  • The other employees can only respond by asking for clarification- no prejudging negatives or positives. Also rate themselves 1-3 with “Humble, hungry smart”  
  • Often times the team will rate you higher than you rate yourself
  • When everyone has had their individual turn, everyone can start discussing each other
  • If no one talks, Bryan knows there's a problem 
  • Peer review matters more to an individual person- attitudes can affect business culture 
  • Thanks to Bryan Kelley for his contribution to the aftermarket’s premier podcast.
  • Link to the ‘BOOKS‘ page, highlighting all books discussed in the podcast library HERE. Leaders are readers.
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Gold Certification recognizes top-tier NAPA AutoCares with a high level of participation in the AutoCare program. The program was built by AutoCare Centers for AutoCare Centers to provide a consistent consumer experience, maximize technology leverage, and reward NAPA’s most committed partners. In other words, Gold Certified AutoCare Centers are the standard bearers for the AutoCare brand nationwide. Simply put, the Gold Certified NAPA AutoCare program, powered by your local shop brand, will separate you from the rest helping you boost your bay counts and your average repair orders.

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  • Have you checked out Joe's Latest Blog?

    • Joe Marconi
      The Toolbox is Last to Leave, First is the Heart
      By Joe Marconi in Joe's 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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