Page 28 - On The Move - Volume 18, Issue 3

iven the opportunity, nearly every dealership I’ve worked with would hire a qualified
Gtechnician on the spot. The problem? These techs just aren’t lining up outside
eagerly looking for a new place to work. This being the case, it is imperative that dealer
leadership teams take matters into their own hands to ensure shop capacity meets the
needs of the store.

My recommendation – plant for the future. Be a farmer. Farmers know it takes time for
By Adam Wright things to grow. If you want potatoes, you’ve got to plant, water, fertilize and give them
M5 Management time. A typical crop of potatoes takes around 3 months from planting to harvest time.
Services The whole process is well documented, and following the necessary steps leads to a
predictable outcome. Let’s look at a few of the best practices for farming technicians in
this competitive market.

Farmers can get crop insurance in the event things go haywire. Unfortunately, in the
dealership world, there isn’t an insurance policy to cover the multitude of issues that
can strike the service department. Pitfalls are inevitable but planning for rough times
well ahead of time will help ease the pain when trouble comes. How would you respond
if a key tech crushes his shoulder in a 4-wheel accident and is out of commission for
the next year? Or a master tech decides to take a job with the city because he wants a
cushy schedule with no weekends? Get a Plan B together to limit fallout when trouble
comes your way.

This rule says that 80% of results come from 20% of activities. Farming is incredibly
hard work, but much of the end result comes from time spent during the planting
season. The same is true in the car business. Setting priorities is key. Managers in all
departments need to rise above the daily grind. Push past your comfort zone and go
beyond doing what you know. Learn to delegate. Set aside time each week to work on
hiring and development. Make time to benchmark high-performing stores. Become a
student of the business. Stay up on industry trends. Review past decisions that may not
have turned out as expected to avoid making the same mistakes in the future.

Just as farmers can benefit from locking in crop prices by forward contracting, give
your apprentice technicians a very clear idea of what to expect in terms of pay as they
grow. As an example, I’ve developed progression plans for some of my clients that
outline apprentice pay rate increases quarterly as their learning and skills develop. This
approach lessens uncertainty on both sides. It incentivizes the new tech to stay focused
on picking up new skills. And for many managers and mentor technicians, having a plan
in writing holds them accountable to a timetable.

Just like seedlings, young techs need feedback, attention, patience, and appreciation.
Make a point to praise them for progress and demonstrating new abilities. Protect your
new crop by keeping them from trying to move too fast and provide a safety net when
they take on new tasks and make mistakes.

The best part of being a farmer is enjoying the harvest. Having a shop of strong young
techs that have been developed in-house will pay dividends for years to come.
26 www .maad a. com
26 www.maada.com