Human Resources

How many times during the day does a customer stop by or call, and ask to only speak with you, the shop owner? Do you know why? It’s because in general, the experience the customer has when dealing with the owner of a business is much different than when dealing with an employee.

As I look back over my 30-plus years in business, and reflect upon the things our company has done to grow and improve our business, a lot has changed as it relates to the movement (and obtainment) of information.

As with any compensation program, the first thing you’ll need to do is conclude what you want to accomplish with any change in employee behavior. Where most shop owners get into trouble is they’ll immediately say they want to see higher sales when it comes to their service advisors. So they’ll put their advisors on a commission program that’s based on sales, and as you can imagine, their sales typically go up. Unfortunately, so do their expenses and customer complaints.

When your techs come to you and tell you they’re stumped, if you give them a recommendation, you’ll lose regardless of the outcome. If you solve the problem, you’ve sent a message to your techs that you’re more knowledgeable than they are, which is not going to build confidence in your employees. But then it gets worse; you’ve also taught them to come to you when they’re up against a wall. This is a lose-lose situation, in that if your recommendation doesn’t solve the problem, the tech will come back to you looking for your next recommendation because you now own the problem.

It’s only natural that most of your employees would like to take their vacations during the summer. Unfortunately, that’s typically your busiest time, right?

Computer technology may be an earth-shaking breakthrough in gathering information, but it can’t always help with one simple problem common to shop owners everywhere: How to find good employees.

In addition to setting clearly defined goals and deadlines for each position, you also need to establish what we at Elite refer to as Minimum Levels of Acceptable Performance. Your employees need to know how they’ll win by reaching the goals that have been established for them, and they will also need to know the consequences for not meeting the minimum levels of acceptable performance.

After your employees have been with you for a probationary period of time, they should all be given their own business cards. This includes your technicians, shuttle drivers, lot attendants, etc. First of all, just like with your managers and services advisors, this shows that you view them as an important part of your company, too. This will create a greater sense of pride, and will increase the probability that these employees will actively promote your company.

If you’re like me, in the over-50 age bracket, it’s no surprise that you view the world a lot differently than the younger generation. On the other hand, people from the younger generation will struggle with many of the values and ethics of the older generation. When you consider the diverse demographics of today combined with a multi-generational workforce, it’s easy to see how the differences in values and behavior are having a profound impact in the workplace.

The other day, a colleague and I were discussing business strategies for the coming year. He asked me what was my number one priority for the coming year as it related to my business. Without hesitation I responded, “taking care of the financial future of my family.”

Admiral Richard E. Byrd, one of the world’s greatest explorers, once said, “Few men during their lifetime come anywhere near exhausting the resources dwelling within them. There are deep wells of strength that are never used.”

The most profitable shops in America employ technicians and advisors who are superstars. So, it’s no surprise that one of the most common questions we hear from our clients is, “How do you find and hire the stars?”