| In order to figure out how to keep the right | | | | information can be taught. Having excellent |
| employee, we must first understand that | | | | customer service skills, on the other hand, can't |
| attitudes have completely changed in today's | | | | be taught as easily. |
| world. An HR director for a very large, well-known | | | | I meant what I said about hiring people with no |
| computer manufacturing firm told me a while ago | | | | automotive experience though...it works. Case and |
| that when she sees more than three years at | | | | point: in the past, I hired some of my best |
| the same job on a resume, she immediately | | | | service advisors away from their jobs as a gas |
| assumes that the person is complacent and that | | | | station attendant, a Burger King Assistant |
| their resume gets stuck at the wrong end of the | | | | Manager, and a Grocery Store Produce Manager. |
| list. | | | | I've also found that when I hire for customer |
| What?! | | | | service specialists over seasoned automotive |
| Could it be? Is this the end of loyalty and | | | | industry advisors, they're much less likely to "burn |
| longevity being viewed as a good thing? | | | | out" quickly because they're used to providing |
| The average resume I see today has a new job | | | | great service to even the most unpleasant |
| for every 1½ to 2 years! It is unbelievable | | | | customers. |
| to me that these people ever get hired! Yet, here | | | | When You're Hiring Technicians |
| was my insider at the computer firm telling me | | | | When you're thinking about hiring a new technician, |
| that HR personnel are being trained to view | | | | however, make sure you're getting the most |
| people who stay longer than three years at a | | | | highly qualified tech you can find. For example, the |
| company as complacent and lacking in ambition! | | | | first question we ask in an interview is "Are you |
| I personally say, "BALONEY!" | | | | ASE certified?" If they're not, they won't become |
| But if you've been reviewing resumes lately, you'll | | | | a tech in our shop. The following are the 22 |
| see that the trend is certainly toward a more | | | | questions we ask in every technician interview: |
| "transient" attitude, and that many skilled people | | | | |
| are moving around frequently from job to job. | | | | 1. Are you ASE Certified? |
| So what does this mean to you? | | | | 2. Are you presently employed? |
| First of all, you should know that according to | | | | 3. How long have you been at your current job? |
| many studies I've seen, the average cost of | | | | 4. How long were you at your last job? |
| replacing an employee is upwards of $35,000 PER | | | | 5. How many hours can you bill per week? |
| position, every time you do it! This includes | | | | 6. What type of work are you best at? |
| advertising for the position, loss of sales and | | | | 7. What type of work is toughest for you? |
| productivity while the position is empty, and | | | | 8. How much $$ do you have invested in tools? |
| further loss of sales and productivity while the | | | | 9. If I offered you a chance to work here, when |
| new trainee is trying to get up to speed - which | | | | could you start? |
| sometimes can take a year! | | | | 10. Are you a happy person? |
| Add to that the cost of uniforms, taxes, | | | | 11. Are you from around here? |
| insurance, the typically expensive "new guy" | | | | 12. Are you a family kind of guy? |
| mistakes, and the administration time required to | | | | 13. Which job have you had that you enjoyed the |
| get everything in line, and you have a big | | | | most? |
| investment in each of your team members. | | | | 14. Why did you enjoy it the most? |
| Even though this trend is unfortunately real, I | | | | 15. Which job have you had that was the worst? |
| recommend you consider fighting it! First of all, | | | | 16. Why was it the worst? |
| don't give in to hiring the "professional basketballs" | | | | 17. Have you ever had a good manager? |
| or "job hoppers!" | | | | 18. What was good about him? |
| Once you've made that commitment to yourself, | | | | 19. Have you ever had a bad manager? |
| staff, and business, there are many ways to | | | | 20. What made him bad? |
| increase the odds of a particular new hire lasting | | | | 21. What makes a shop successful? |
| longer, and becoming a more permanent | | | | 22. How could you help us become that shop? |
| employee. | | | | The idea here is to get the interviewee to open |
| Putting Out the "Feelers" | | | | up and talk. So do not just read through he |
| Does your ad look like all the others out there? | | | | question and accept a "yes" or "no" answer; it's |
| Be more specific and seek a personality that fits! | | | | important that you use these to open up a |
| Think about your offer and compensation: does it | | | | dialogue so you may begin to get a "feel" for who |
| speak to the personality that you're looking for? | | | | this person sitting across from you might truly be, |
| For instance, I offer insurance benefits that are | | | | and how they might fit within your organization. If |
| paid for a percentage of the entire family. I find | | | | you just coldly ask questions and record answers, |
| family types are more stable, so I want to | | | | you might as well not ask them at all. |
| attract them! | | | | Remember also that some people interview very |
| When you screen (on the phone or internet) | | | | well, but are not nearly so cooperative and helpful |
| before the interview, ask questions related to the | | | | once they are hired. One of the ways I avoid |
| person's values. Try to determine if they are | | | | being caught up in that is to make certain that |
| more or less like the best employees you | | | | every reference is checked, and that all |
| currently have on the team! | | | | references are from previous employers, not |
| Make sure to project the culture of your | | | | "guys they worked with in the past." Who CARES |
| HEALTHY workplace: make it clear and verbalize | | | | how many other techs or service writers a guy |
| to the new potential hire, that we do not allow | | | | can convince to say nice things about him? I am |
| in-fighting, gossip, or game-playing; set an example | | | | ONLY interested in what the previous bosses |
| of enthusiasm, dedication, and positivity; recognize | | | | have to say. |
| individuals and teams within the organization when | | | | We all know that the previous employers are not |
| they achieve; pay them well and offer great | | | | supposed to reveal anything in the reference call, |
| benefits; test your own policies to make certain | | | | but there's a KEY to getting the truth out of |
| they help protect the culture you wish to develop | | | | them! It's all in how you ask, and it's up to you |
| and don't conflict with it! | | | | being able to read between the lines. For instance, |
| And when you do make an offer, make sure to | | | | I don't ask if the candidate is eligible for rehire, I |
| get a commitment! As we all know, depending | | | | ask "If you could only have one [technician |
| upon the time of year that a person comes | | | | service writer/bookkeeper] would this person be |
| on-board, they may experience the first few | | | | likely to make it into the position?" |
| weeks or even a month or so of a seasonally | | | | The hesitation -- or outright laughter -- is often all |
| slow time, and if they don't stick around long | | | | the answer I need to know that there was |
| enough, they may never realize how good it can | | | | something much less than perfect about this |
| be when the entire year is over, and the dust | | | | supervisor's experience with their former |
| settle over their total income picture. I always ask | | | | employee. Many times it's possible to get the |
| each candidate if he can give me a minimum of a | | | | previous employer to open up if you do a good |
| 1 YEAR commitment, and I never hire anyone | | | | job of building rapport with them over the |
| who will not look me in the eye and give me that | | | | telephone before asking the key questions |
| promise. | | | | anyway. |
| Superior Service Advising (TM) | | | | Hiring the right people doesn't have to be difficult |
| One of the easiest ways that you can make a | | | | -- and it goes a long way towards making your |
| big difference in your shop is to change your | | | | shop successful. As long as you begin the process |
| notion about what makes a good service advisor, | | | | knowing exactly the type of person that will help |
| because it's not their knowledge of cars. No, | | | | make your shop successful, you can help prevent |
| some of the best service advisors in my shop I | | | | staff turnaround and save thousands of dollars in |
| hired with absolutely no automotive experience at | | | | the long run. |
| all because their primary job isn't to know how a | | | | IF you'd like to learn more about hiring the right |
| car works. | | | | people, I invite you to contact me anytime. My |
| In our shop, anyway, their job is to provide | | | | shop does upwards of $3 million every year with |
| excellent customer service, and to take the time | | | | 6 techs and an apprentice, and the people that |
| with every customer so that they can make an | | | | I've hired are a big reason why we're able to |
| informed decision about a recommended repair. | | | | sustain those kinds of numbers. |
| Yes, knowing about cars is important, but that | | | | |