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Low Technician Production May Not be the Tech's Fault


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We've been starting to use a matrix on our labor times and it seems to be working although it's still a work in progress.

 

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When I was running a shop I needed a replacment tech and found a fellow working at another shop I knew of. In the interview he said he had been at that shop for 5 years and made X per year. I said working here for me you should make at least 15% maybe 20% more the first year, so he came to work with us. At the end of that first year he was well over 30% more than he had been earning, I asked what he felt was the reason he made more with us? He said I'm actually getting paid for what I do. The estimates are much more accurate and even though you expect more from me than the last shop management did, I feel I'm able to give you my best, and make much more money for my family. It was how we estimated and priced the work that we did, trying to make each job pay what it should. Giving away labor or time was not how we advanced. 

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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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