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So it's a problem that is good to have but some days our phone rings off the hook while we have a waiting room full of customers and a few people at the counter waiting to drop off or pickup. It is days like this that it is very overwhelming for our 1 service writer. The issue here is that we are not consistently this busy to need to hire another service writer.

 

My question here is what do you all have in place to catch the calls that aren't able to be answered? I am thinking about getting voicemail added to our line through TWC Biz Class. Not sure how beneficial this will be so wanted to get some ideas here.

 

Also, I was reading an article recently that said that you should setup some sort of after hours answering service (ie call forwarding or voicemail) so that you are always available to the customer. Are any of you doing this?

 

Lastly, what is your policy while a service advisor is working on a phone estimate? What I mean here is do you require your advisor to put the customer on hold? We record the calls that come in from our website and I have heard various recordings where the service writer is having to answer a customer question or talk to a tech while working on the estimate and to me it sounds like the caller doesn't have your full attention so I am wondering if I should just have her put the calls on hold while the estimate is being worked up?

 

Any thoughts here?

Posted

I agree with xrac. Getting cust info and question and call them right back with quote. But ALWAYS answer the phone! Maybe if manager helps out during busy hours. Or if you have a swing person that has personable voice and get be good service advisor when needs to step in (if have such a person that isn't your tech).

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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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