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Scheduling Vacation Time During Summer Months


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I don't have employees at this time, but thinking back to being an employee, the best way to make one mad is to deny them vacation time when it works for THEM, not for you. The reason for vacation time is for them to get away, relax and have fun. If you deny them the ability to do that when they want to, it isn't fun anymore and defeats the purpose. Like Frogfinder pointed out, many take their vacations when their spouses or kids have time too, and that is not in October or January. Sure losing the employee's skills and abilities hurts, especially when you are paying them for their time off, but shouldn't that be figured into the year's budget just like warranty come-backs? And since you are dealing with people (humans not just technicians), who are inherently selfish by nature, they will want to take their vacations when they will enjoy them most, not when it is convenient for you, so shouldn't that be factored into the equation too?

 

How do you try to encourage them to take their vacations during off peak months? Do you simply deny them the time off? Do you exhibit an attitude or displeasure? Do you offer them extra time, extra pay or simply just tell them that you want them to wait until November? You might be able to get away with instituting a policy that no one can take vacation during a single month, presumably your busiest month, but I highly doubt you will keep your best people if you encumber them too much. Two years ago my wife wanted me to take a real vacation, a week off. Something I hadn't done in 15 years. So I looked back at my sales for each week over time I was in business and found my slowest week was the beginning of August. So that's when I closed and went on vacation. For you with many employees you may institute some restrictions like only one guy off at a time, no one can go the week of July 4th (or any single week/month you see fit) or you could say gee the first week of each month is pretty busy, so no vacations. Or, depending on your vacation plan, typical of my knowledge is 40 hours for full time regardless of average hours billed (flat-rate) or overtime worked (hourly wage). You could incentivize them to take their vacations during off-months by adding hours, like maybe 5 hours if they take vacation during the winter or $25.00 extra if they go anytime except June/July/August. But if you are going to keep your best techs happy, it must be their idea, their choice and there has to be a tangible incentive to them.

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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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