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Shop Foreman/lead Tech

Jon

By Jon
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Jon Apprentice

Jon

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I have never worked at a shop that had a shop foreman or lead technician. I am now in the postition where I need a shop foreman to help releive some of my duites in the shop for solving hard problems, training the younger technicians etc. so I can spend more time with customers and growing the business. I feel my current master tech is quailfied for this postion and very capable, he also on board with the idea. My issue is trying to find a way to compensate him for the time he spends on the other technicians but I still need him to be a producer in the shop to be able to afford it. I assume they way to handle this would be with a base salary (with expected number of hours to be produced) plus a fag hour rate for anything over x amount of hours. Any idea of how other shops set this up would be greatly appreciated.

 

 

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    • 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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