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Interesting. I don't want my techs to have a personal relationship with customers. It's not part of their skill set. Our Service Advisors are hired and trained to do customer service. When too many folks are interacting with a broad array of customer personalities there is too much chance of misunderstanding or just botched communication. The next problem is the customer who says "I want Joe to work on my car." No - you don't get to pick your tech. You don't ask who built your new Ford pickup, you just trust in the processes and materials that went into building it. Finally, when that tech moves on, do you want him/her taking a following of customers with him/her? Customers should be loyal to your shop and the value it provides, not to a tech.

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Having your team members have personal cards gives them a feeling of investment into your company. How it plays out when they actually hand cards out and such would be up to the company culture and what you are teaching your staff.

Posted

What skill set Flacvabeach? Human interaction is a basic function. If properly managed, your techs should be bringing business INTO your shop. When you hire a tech, you are not only recruiting him/her to join your company, you are bringing along 8-10 FAMILIES of people they know who are going to have their vehicles serviced at your shop.

 

No you don't ask who built your new Ford Pickup, but people do often request a particular barber/cosmetologist, dentist, doctor, waitress/waiter, employee at a landscaping business, etc...

 

Your tech with a business card doesn't have to give a quote. If they are somewhere and somebody mentions they need a vehicle serviced or repaired, it doesn't hurt to say "Hello, I am a technician at (insert business name). Why don't you stop by or give us a call, we can help you with that".

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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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