Fixed Operations
Shortage of Qualified Body Shop Technicians?
By Dave Dunn
The question body shop consultants are most often asked. "How do I get qualified managers and technicians?"
I believe that continuous recruiting is a key component to the success of any body shop. When a manager or owner complains to me that they can't get good help I always reply, "Tell me about your recruitment program." Usually we get nothing more than a blank stare at that point. The collision repair industry has not typically thought about a formal recruitment program. In fact the average collision repairer doesn't think about recruitment until the body man, painter or estimator walks out. At that point the manager usually puts an ad in the newspaper and waits. Because the manager was not prepared he usually is not in a position to be too selective when someone does finally apply. The new candidate typically has all the leverage knowing that the manager is desperate to hire someone. Sound familiar?
Here is a recruitment program that any dealership body shop manager can adopt.
Accept that recruiting is ongoing. Because of the shrinking workforce you must be prepared for turnover. If you develop a year round recruitment program you will not likely be caught in a pinch when turnover happens.
Develop a Recruitment Brochure. We believe that a recruitment brochure is a necessity today. This is not the same as an advertising brochure. I am talking about a brochure dedicated to the recruitment of future staff. This brochure would focus on at least 5 reasons why someone would want to work for your company. These reasons would be points of differentiation. In other words what makes working for you different than working for the competitor? This may sound simple but can you clearly quantify the differences between the employment situation you offer verses what your competition offers? You will find that there is a tendency to offer "the same as" everybody else. Remember money is just one factor. What else about your business would be attractive to a future employee? What you will find is that by simply being forced to list your real points of differentiation you will most likely have to develop some new ones. Ask yourself, why would I want to work here instead of down the street? If pay is your only answer you need to re-think your approach. A few things that are attractive to today's worker are:
- A. The physical environment. How nice is the shop and office?
- B. Safety: What about this company helps protect my health?
- C. Appreciation. Will the new employee be just another worker or will he be loved?
- D. Esteem. How will working for you enhance my self-image and the view others have of me? Will people validate my decision to work for you or will they question it?
- E. Will it be interesting? In other words will the new employee be bored or will he get to actually find meaning in his employment? Actually according to Maslow's Hierarchy of Needs, these are the things all humans need and are motivated by. Unfortunately we too often only appeal to the first level of motivation (physiological) rather than the higher levels of need and motivation.
Build a database: Always greet prospective employees in a positive fashion. (even if you are not presently looking for anyone) What I find is that most companies have no system in place for accepting applications unless they actually need someone right then. My advice is to treat every potential employee with great respect so as to be able to build a credible number of potential employees. Develop a potential employee contact form that gets filled out with every inquiry. Make sure everyone in your office takes every inquiry seriously. Do not let your receptionist do the screening of potential applicants. Many times the people who apply for jobs in the collision repair industry have not had training on how to present themselves. Consequently the "first impression" may be wrong. Keep track of these applicants in a database (computer or manual) and you will be amazed at how many people apply in a year.
Send recruitment letters. Every 6 months send recruitment letters to previous applicants, even if you don't have a job for them at present. A letter that says essentially that you haven't forgotten them goes a long way with a future employee. You might even target competitor's people. Send general letters that commend them with respects to their standing in the industry with no direct job offer. Enclose a recruiting brochure that they can look at or possibly pass on to someone they know who may be looking for employment.
As you can see recruitment takes several hours per month. However at Masters we teach that it is one of the highest leverage activities you can engage in.
So you say you can't get good help? Tell me about your recruitment program.
Dave Dunn is the most respected consultant in the field of collision repair management. Dave owns and operates Masters School of Autobody Management in Santa Barbara, California. He also owns DaveÕs Auto Body in Galesburg, Illinois. ddunn@dealeronline.com
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