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I was wondering if any of the fine folks of autoshopowner might be willing to share their format for written procedures in their employee handbook?

 

We are putting ours together and would like to nail down a consistent format to use.

 

 

 



Posted

Ours is a simple bullet point type list tracking procedure from the time the customer first calls to make an appointment until the car is delivered all the way to follow up. It bounces back and forth from the advisor to the tech as necessary. I can pm you an actual copy Monday if you would like

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Posted

In a previous life, I used the template by Jian for general employee policies and added ones that was particular to my industry (health care). Works well. My problem has been policies pertinent to this industry. I have been just writing them as I see problems. Don't get caught up in the format. Just put it on paper and make sure everyone signs a copy and they get a copy. The hardest problem is sticking with the policy and not make a bunch of exceptions.

 

http://www.jian.com/

  • Like 1
Posted

Ours is a simple bullet point type list tracking procedure from the time the customer first calls to make an appointment until the car is delivered all the way to follow up. It bounces back and forth from the advisor to the tech as necessary. I can pm you an actual copy Monday if you would like

In the same boat. I would be glad to receieve a copy.

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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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