Automotive News Canada - June 2022 - F4

FIXED OPS JOURNAL
For retention, the pay's not the only thing
A
s I listened to Gus Hoelscher
talk a few weeks back at a small
gathering of fi xed ops
professionals in Orlando, I
was reminded of Carlisle & Co.'s recent
Automotive Service Manager Survey.
It asked service managers from North
America to share their strategies for
retaining technicians and service advisers.
And while compensation was a big part , it
was not the only thing that mattered.
In fact, the managers shared how
DAN SHINE
dan.shine@crain.com
Fixed Ops Journal editor
factors such as benefi ts, career
development and workplace
environment also were important .
Which brings me back to Hoelscher,
the innovative service director at Austin
Subaru in Texas. We wrote about the fi nancial literacy classes he helped
organize for the service staff in the February issue of Fixed Ops Journal.
He shared with the group in May that he was running a contest for his
service advisers based on who scored highest in customer satisfaction.
One winner per quarter would receive complimentary maid service
once a month for three months.
Hoelscher is not alone in thinking outside the box to keep employees
happy, engaged and motivated , as the Carlisle survey showed.
Service managers said they treat workers to steak lunches for hitting
production goals, hold work anniversary celebrations, pay tenure and
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retention bonuses, or allow technicians to work on personal cars after
hours, off ering parts at a discount.
Several also told Carlisle that benefi ts such as a 401(k) match,
insurance packages and no-interest loans for tools has been successful
in keeping technicians happy. Others found providing no-cost training
and outlining a career progression track also has worked.
" By supporting technicians and encouraging them to grow within
their role, service managers see greater job satisfaction and retention
rates in their staff , " Carlisle wrote.
For advisers, service managers said they try to create a positive and
effi cient workplace by empowering them to make decisions and including
them in bigger organizational discussions. Th ey also try to keep advisers'
responsibilities to a minimum so they can focus on serving customers;
remove obstacles and " busywork " ; and defend them from customer attacks.
One service manager commented that they get to know their workers
personally. " So I either know something is wrong before it gets bad, or
they feel comfortable enough to tell me, " the comment read. " I make
sure to communicate how happy I am with them when they are doing
their best and have frank discussions with them when they are not. "
Th e retention issues for technicians and advisers are similar - better
compensation, for starters. But that's not the whole story.
Technicians want a healthy working environment and clear career
path. Th ey'd also like manufacturers to reconsider warranty labor times.
Advisers want continued training and a healthy work-life balance to
off set the hours they put in and the stress of being on the front lines
with angry customers.
In short, both groups want a place they're happy to come to every day. 
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