Complimentary Combination
The training approaches at Jared Rutberg’s shops consider an employee’s personality and learning style.
Showing dedication to detailed training efforts
(10)
Bartec USA (12)
BG Products (31) Chevron Lubricants (2, 37 )
Corporate Consultants (4)
Devon Industries (15)
Factory Motor Parts (9) ISI Software (44)
Kafko International (13)
Mighty Distributing System (33, 38)
RelaDyne (26, 39)
Roth North America (32)
Service Pro (28, 40)
EDITORIAL CONTENT DIRECTOR Matt Hudson
EDITOR Hanna Bubser
ASSISTANT EDITOR Kacey Frederick
Adam Tatum, Scott Hempy, Carol Badaracco
Padgett
EDITORIAL ADVISORY BOARD
Lenny Saucier, DIRECTOR OF RETAIL TRAINING, FULLSPEED AUTOMOTIVE
Pete Frey, OPERATOR, TAKE 5 OIL CHANGE
Adam Tatum, DIRECTOR OF OPERATIONS, VIRGINIA GROUP
Bill Floyd, OPERATOR, LUCAS OIL CENTERS SALES
PUBLISHER Greg Smith gsmith@endeavorb2b.com
ASSOCIATE SALES DIRECTOR Mattie Gorman-Greuel mgorman@endeavorb2b.com
DIRECTOR OF BUSINESS DEVELOPMENT Cortni Jones cjones@endeavorb2b.com
ACCOUNT EXECUTIVES
Diane Braden dbraden@endeavorb2b.com
Marianne Dyal mdyal@endeavorb2b.com
Chad Hjellming chjellming@endeavorb2b.com
Lisa Mend lmend@endeavorb2b.com
Martha Severson mseverson@endeavorb2b.com
Kyle Shaw kshaw@endeavorb2b.com
Sean Thornton sthornton@endeavorb2b.com
ART AND PRODUCTION
ART DIRECTOR Rhonda Cousin
PRODUCTION MANAGER Mariah Straub
AD SERVICES MANAGER Jen George
CEO
FullSpeed Automotive has announced that its brand Kwik Kar Oil Change & Auto Care is introducing a nationwide franchise model.
Ron Stilwell, president of FullSpeed Automotive, joins the show for a conversation about this new opportunity and what people should know about Kwik Kar, which was acquired by FullSpeed in 2022 but has been around for decades.
Everyone paves the path of their career in a different way—it’s part of what makes each journey so unique. Bill Snow has long been a self-proclaimed “car guy,” but there is an interesting backstory as to how he got connected with where he is now at Rad Air Complete Car Care.
Bill, who serves as vice president of franchise development and operations at Rad Air, joins the show to share his story and his thoughts on topics like networking, leadership, and more.
Head online to check out NOLN’s library of podcast interviews. Hear from quick lube leaders about new strategies, service stories, and innovative operations that push the industry forward.
Listen to all the episodes and subscribe at: noln.net/podcasts.
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Over the years and well into today, full synthetic and synthetic blend oils have solidified their place in the quick lube industry.
When shop owners evaluate their most frequently used oils, it’s clear that conventional oil is in the lower percentile—at least, that’s what respondents reported in the 2023 NOLN Operator Survey.
As you think about the main bulk oil in your own shop, take a moment to look over these numbers. Full synthetic and synthetic blend oils are extremely close, percentage-wise, in their main bulk oil popularity. In comparison, conventional oil sits at 5%.
What is your main bulk oil (most used)?
5%
Interested in seeing how other aspects of shop operations stack up across the industry? Download your copy of the NOLN survey report at noln.net. Just type “2023 NOLN Operator Survey” in the search bar.
RelaDyne has extended its multi-year agreement with Driven Brands to provide its DuraMAX and Drydene oils to Take 5 Oil Change locations, according to a press release.
DuraMAX is a maintenance product line from RelaDyne that includes full synthetic, high mileage, and synthetic blend motor oils, antifreeze, filters, wiper blades, brake cleaners, and power steering fluids. A survey conducted by NOLN shows that DuraMax has been ranked as the No. 1 best-selling motor oil brand since 2018 by quick lube shop owners.
Following the renewal of an agreement between Driven Brands and RelaDyne, DuraMAX and Drydene oils will be supplied to Take 5 Oil Change’s network of over 1,000 company-operated and franchised locations across the U.S. and Canada.
“Our DuraMAX product line has played a key role in boosting store profitability, particularly though the rise in synthetic sales,” said RelaDyne Executive Vice President of Sales and Marketing, Dan Oehler. “We value the Driven Brands partnership greatly and this extension demonstrates the value RelaDyne delivers with our critical business partners.”
SURVEY REVEALS EMOTIONAL ATTACHMENT DRIVERS HAVE WITH VEHICLE
A recent survey conducted by OnePoll on behalf of Meineke showed the high emotional attachment drivers have with their cars, as well as their thoughts on the emergence of electric vehicles, reports Digital Information World.
Of the 2,000 Americans surveyed, 51% responded that they consider their car as part of their family. This
attachment has led to drivers desiring to hold on to their vehicles for as long as possible, as 53% said they would like to keep their cars forever if possible. Six out of 10 drivers surveyed are particularly fond of their vehicles for their reliability.
Forty-five percent of respondents said they want to keep their cars forever because of its gas mileage, and 80% said that as long as their car is saving them money, they don’t want to part with it.
Forty-six percent of respondents said they plan to continue using their vehicle as they can’t afford a new one—but when asked what car they would purchase if they were able to, 34% said they would want to purchase the same model. Of that group, 47% expressed interest in newer models, with most looking at EVs.
While 45% believe that EVs are the future—most of those being younger individuals—drivers still hold some concerns with EVs, with 66% worrying about high costs and 41% fearing an EV will mean more auto repair needs.
With electric vehicle ownership on the rise, Meineke Car Care Center has launched its first-ever service center for EVs in Indian Land, South Carolina, reports Spectrum News 1.
Mike Baden has owned the Meineke location for over a decade now, but has become more interested in EVs after first learning of the Tesla Roadster almost two decades ago.
“Ultimately, when (Tesla) decided to make a vehicle for the masses, that was when I changed my mind and was like, ‘I’m all in,’” recalled Baden. “I want to know everything about these vehicles, and I want to be able to fix them.”
Baden flew out to Utah to enroll in an EV training program at Weber State University, while also working on EVs owned by his friends in his spare time. With almost 81,000 EVs currently registered in South Carolina, Baden is far from the only one that’s caught the EV bug–but when it comes to service providers, he isn’t joined by many.
EV owners in the region are hardpressed to find shops that can meet their vehicle’s needs, which translates into a lot of business for Meineke EV.
As more drivers transition to driving electric, Baden underscores how crucial it is for more techs entering the industry to be trained in how to work with these vehicles. While existing educational resources can be helpful, EVs are still an emerging technology, making hands-on learning especially useful.
“We need the kids, the young and bright minds, that are ready to learn and be able to adapt,” said Baden.
Lucas Oil has promoted three members of its executive team, according to a recent press release.
Moving up from her role as chief strategy officer, Deidra Colvin will become the company’s chief revenue and strategy officer, where she will be responsible for revenue operations, initiating growth, and guiding the appropriate people into the best position.
Taking the role of senior vice president of global sales is Shane Burns, who will be promoted from his most recent position as vice president of national sales. Following over 15 years of sales experience at Lucas Oil, Burns will use his experience to oversee the company’s international sales
as well as expand its distribution market and product offerings globally.
The company promoted its Vice President of National Sales, Andy McMillian, to national sales director.
McMillian will manage domestic sales operations for the United States and Canada, building Lucas Oil’s market presence in North America, and improving its sales performance and retail partnerships.
“With these promotions we are strategically shifting our internal structure to best leverage each person’s unique strengths and experience to meet the evolving needs of our company and our customers,” said CEO Morgan Lucas. “This realignment of roles underscores our commitment to maximizing the talents of our team so that they and the company grow together.”
In light of a new Government Accountability Office report highlighting the barriers to vehicle repair caused by restrictions on data, the Auto Care Association is calling again for right-to-repair legislation at the federal level in a press release.
In a statement from ACA President and CEO Bill Hanvey, he described the results of the GAO report as evidence that limiting access to data and tools only disadvantages independent repairers and forces vehicle owners to pay more and travel farther. Hanvey continued by urging Congress to advance
the Right to Equitable and Professional Auto Industry Repair (REPAIR) Act (H.R. 906), a piece of legislation that will guarantee access to the data, tools, and software needed to repair modern vehicles.
With 50 bipartisan co-sponsors, the REPAIR Act unanimously passed through the House Energy and Commerce Subcommittee on Innovation, Data, and Commerce this past November.
Recently, ACA commended the Federal Trade Commission and the Department of Justice’s Antitrust Division for expressing support for right-to-repair legislation and has launched a video campaign on how independent shop owners are affected by limitations on vehicle data.
Washington Governor Jay Inslee has signed legislation that will dedicate resources to studying electric vehicle battery fires, the Chronicle reports.
The bill will instruct the Washington State Patrol to look into the risks posed by EV battery fires, what measures can be taken to store and tow EVs, and how to handle the fires if they occur. Sen. Jeff Wilson (R-Longview), the owner of an electric Chevy Bolt, sponsored the bill, following a recall that was issued on his EV’s battery and that sparked concern from him.
He cited the unique risks EV battery fires pose, and how difficult it
can be to manage a fire when it does happen.
“Battery fires pose special hazards, like high voltage, intense heat, toxic fumes and a tendency to reignite,” Wilson said. “To douse a battery fire, you need a dozen times more water than an ordinary fire truck can carry. Quite often, firefighters just stand back and let EVs burn.”
In line with Wilson’s statement,
fire department officials told the Senate Transportation Committee that an average firetruck can hold only 500 gallons of water. To extinguish an EV fire, 12 times that amount is typically needed.
Though EV battery fires are not a common occurrence, with the rise in EV ownership, fire officials said it’s a valid concern. The bill signed by Gov. Inslee will gather input from law enforcement, firefighters, and the towing industry to develop a study on the issue.
Jeff Smith, vice president of key accounts for Service Champ, outlines trends and opportunities with service diversification
BY NOLN STAFF REPORTERSAS A SHOP OWNER, HAVE YOU CONSIDERED diversifying your service offerings?
Perhaps you already have—or maybe you just want to learn more about service diversification overall. Regardless of where you’re at, the topic is something familiar to quick maintenance providers. But how do you know if it’s the right move for you? Where should you start?
For this Quick Lube Q&A, NOLN spoke with Jeff Smith. Smith is the vice president of key accounts for Service Champ. Service Champ is a quick lube distributor, and its portfolio includes multiple brands and a
multitude of product types. Smith shares his thoughts on opportunities for service diversification.
story for Service Champ, given our fill rate is running approximately 98.5% every single day.
NOLN: How do you keep a pulse on trends in the quick lube industry—and what are some that stand out to you?
Jeff Smith: Honestly, you will not know what is going on unless you get out in the field and spend time with the folks in a shop. The shops that aren’t impacted by the slightly lower car counts in certain markets are the ones that are doing additional services. You have to see it firsthand and talk to folks.
NOLN: Service diversification is a topic of interest for some shop owners in today’s industry. What are the ways in which you’re seeing this approached by shops?
Jeff Smith: The shops that can effectively explain the feature and benefits of either an upgraded service or an added-on service are seeing really good growth. Meeting people where they are and helping explain the benefits gives the shop owners a chance to provide more context to customers. Beyond that, the shops that are embracing diversification and willing to consider additional services are reaping the benefits. People want to go to one spot to have as many services done as possible.
NOLN: Jeff, can you tell us about your job and what your daily work looks like?
Jeff Smith: Our customers come first. I start every day by reviewing the results from the previous day, particularly how we did in meeting our customers’ needs. Typically I’m focused on our fill rate, meaning the rate we are getting customers’ orders filled on time, in full. This has been a fantastic
NOLN: What kinds of service diversification options are out there?
Jeff Smith: Everything from tire sales and full A/C service to having the shop team do a full-court press on selling items like cabin filters or a fuel system treatment.
NOLN: How does Service Champ support its customers in service diversification endeavors?
Jeff Smith: This is a great question and one I’m proud to answer! The first thing we do is listen to the needs of what the customer needs and find
out areas that they can use help with. We want to be partners and understand our customers. Sometimes this means helping customers in a shop waiting room have a better experience all the way, equipping the store with new gear, and facilitating training on their new services.
At Service Champ, we have a saying: We never say “no” until we “know.” Our default reply is to say, “Yes, we can help with this,” and that’s why our partners trust us.
NOLN: Have you seen an influx in interest for service diversification? Why or why not do you think that is, and do you think that interest will increase as time goes on?
Jeff Smith: Definitely. We have seen an uptick. Shops are trying to be “stickier.” They want to do more for each customer. And frankly, this
is what many customers want, too. It provides convenience for many customers. I do think this interest will increase given the way of the world and that the shop owners that have adopted service diversification are experiencing growth.
NOLN: What about the perspective of quick lube shop customers? What are you hearing about the kinds of services they’re interested in?
Jeff Smith: Lately, quick lube shop customers are interested in air conditioning service and brake work. Both of these services are relatively quick and generate large tickets.
NOLN: From your perspective, what are some of the biggest challenges for quick lube providers in today’s industry?
Jeff Smith: The challenge I hear about most is having the proper
inventory on the shelf. If a provider is missing a small item and then has to wait for a delivery, it can erode profit margin but also inconveniences a shop’s guest by longer wait times.
People go to quick lubes because they are quick, so having what people want when they want it is important. After all, this is the quick lube industry not the lube industry.
NOLN: What are some opportunities for success?
Jeff Smith: I’d emphasize two areas for success: If a customer has to wait on a service, make it a pleasant wait and visit to your shop.
Beyond that, focus on educating the shop team so they can speak to how the added services can benefit a customer—both of these will help customers have a better experience and create growth opportunities.
Leadership that betters business by putting people first
Scott Hempy leads the team at Oilstop Drive-Thru Oil Change and Happy’s Drive-Thru Car Wash. Oilstop and Happy’s are rapidly growing their footprint of oil change and express car wash locations across the West Coast, combining convenience with an outstanding emphasis on guest experience.
Prior to Oilstop & Happy’s, Scott was the founder and CEO at Filld, a SaaSbased software solution for last-mile oil and gas delivery companies. He was recognized as a member of the Forbes 30 Under 30 class of 2016 for starting Filld. SCOTT
A CULTURE OF SERVANT LEADERSHIP IS one of the most important attitudes you can develop in your team. Servant leadership is one of our core values at Oilstop and began with our founder, Larry Dahl, and his keen focus on leading by serving others. Developing a culture of servant leadership at your quick lube will ensure your team always puts your guests and team first, which will result in growing your business.
Servant leadership is a style of leadership in which you focus on serving your team first. Leading your team by making sure their needs are met allows your team to focus fully on serving the guests in your service center.
Instead of viewing leadership as a system of rank and a structure for decision making, servant leaders see leadership as an opportunity to serve their team and ensure they are heard, empowered, and trusted.
At Oilstop, we have lived by the model of servant leadership for 35 years. We seek to empower our service center managers to “always do the right thing” when faced with decisions and regularly remind our leaders that our job is to serve our team, whose job is to serve our guests.
This model of leadership can transform a culture from one where staff members only do the minimum required work to be satisfactory, to one where team members are looking for ways to go above and beyond.
Servant leadership can seem overwhelming and challenging to put into practice. We have discovered several simple and tactical steps to model servant leadership.
First, start by asking your team questions and then listen to their answers. Ask your team what things your business does well and what things your business needs to improve. Ask
your team what suggestions they might have to improve those needs.
By asking questions and then quietly listening, you are opening up space for your team to voice their opinions and guiding them to be a part of the solution. By involving your team in these strategic conversations and listening to their feedback, you are modeling servant leadership. Servant leaders seek to empower their teams to solve problems, not solve problems for their teams.
One of my favorite questions you will hear asked dozens of times each day at Oilstop is the first words out of our team’s mouth whenever they pick up a phone call: “How may I serve you?”
This is not a subtle way to implement servant leadership. Whenever a staff member or manager calls our leadership team, you’ll hear those words asked. And I’m proud to say they really mean it.
Asking, “How may I serve you?” is simple, but immediately shows humility and aligns the conversation towards serving your team.
Next, seek out ways to support your team as they work to improve problems. This could look like empowering them to order some new tools, equipment, or cleaning supplies.
This could look like letting them try a new task or responsibility or teaching them to take on a new role. By prioritizing the growth and development of your team, you are demonstrating that your greatest priority is serving them.
Finally, invest in systems that will help develop a culture of servant leadership across your business. At Oilstop, this looks like having an entire mission department focused on finding ways to improve and serve our team.
Oilstop’s Mission Department is regularly listening to our team members’ needs and finding ways to empower them.
We provide the solutions your auto service center needs - from the brand your customers trust. Use our product catalog, training resources, and supply chain to better support your business today.
The task: ensure the technicians who work at your shop are well-versed in the services they provide, and all of the details that go along with that. There are many nuances involved, as anyone who has trained someone knows. But the best way to check if your approach to quick lube training works is by putting it to the test. So, let’s take this assignment step by step.
First, you’ll meet The Teachers—two industry representatives who are informed on training techniques. Next, we’ll define The Students (And Their Tutors)—the people who are being trained and the people who should be training them, as well as how that pairing should be determined.
Then, you’ll learn The Study Guide—methods for
laying the groundwork, how to build upon it, and how to detect if it’s working. Lastly, we’ll go over The Final Exam—the ultimate impact of training.
Meet two the two individuals who spoke with NOLN about what works (and what doesn’t) when it comes to training execution:
KEVIN DAVIS
Founder of Quick Lube Expert (an online resource for quick lube owners and operators) and director of leadership and training for Oil Changers
Chief operations officer, chief marketing officer, and president of Kwik Change Complete Automotive and Covington Pro Lube in Covington, Georgia
A new hire could be completely fresh to the industry, or they could have years of experience. Regardless of their background, once they are on your team it’s important to get them on the same page as everyone else.
Kevin Davis says consistency is crucial. If you bring on someone who has worked in another shop and you don’t train them, they may bring in procedures that simply don’t work in your shop—and this could lead to problems with the way services are rendered.
“I think the training program has to be the same program for every team member, regardless of their skill level or their experience, but you can let them kind of move through the trainings faster as they show their proficiency,” Davis says.
This means that some people may progress faster than others, but everyone should essentially start in the same place. Davis says a challenge he sees shops face with training is the lack of a systematic formal approach.
“The essence of any successful quick lube is going to be how effective and how well trained your team is, and your results are going to be a direct relation to your training,” Davis says.
You may be inclined to simply pair up a new hire with your best technician. This may work in some instances, but Davis says you lose consistency because that technician may train a shortcut or miss some steps in procedure, and then that eventually gets passed along to others. Davis sees the manager as the point person for training.
“The manager should be the most educated, most informed, most current, most up-to-date person in that location,” Davis says. “So, I think that the manager should be the main trainer. Now, when I say that, does that mean that they do everything (and) they oversee everything? Absolutely not.”
He says the manager should know who has the best skills for a specific service or product, and they can assign training in those areas to the people who are a good fit. Then, the manager can observe and make sure processes are being followed.
Jared Rutberg says personality is a major consideration when matching a new hire with a trainer, because things may not work if people are not able to get through to each other. It needs to be a relationship that is conducive to progress.
“We find the best personality match because what it comes down to is we want the tech to learn and be able to learn as quickly as possible,” Rutberg says. “And whatever is going to be the best fit for them ... that’s what we’re going to go with.”
Rutberg says this means putting egos aside. If a match is made and it’s not working, team members shouldn’t take it personally. In fact, he says the trainers are often the ones who bring up when something’s not clicking.
“Usually, the trainer will go and raise the flag, ‘Hey, it doesn’t seem like I’m getting through to this person, but I think this other person might be a better fit for them,’ and we’ll swap it out,” Rutberg says.
The two-bay Covington Pro Lube shop sees 1,400 cars a month, so proper training is important to efficiency. That means connecting the right people with each other to get the job done correctly with a communication style that works.
“A lot of that is just feel ... and see how they’re responding (and) how they’re reacting because each personality is different,” Rutberg says. “As I always tell all my managers, every brain’s a lock, you just gotta find the key.”
When you’re training for excellence, no detail can get missed.
Rutberg’s new hires receive a training manual and a policy manual as required reading. In addition to hands-on in-house training, employees can participate in an in-house certification program custom tailored to the shops.
This involves the completion of two in-house exams: one is a 50-question price test in which the employee must score 90% to pass, and the other is a 50-question tech certification test in which the employee must score 92% to pass.
Once completed, they can get their certification, their certificate goes on a wall at the shop, and they get a pay raise. Ultimately, the employees decide if they want to pursue it. But the benefits speak for themselves.
“As far as getting their certification goes, that’s up to the technician. We can’t go and force them
Training standards fuel Covington Pro Lube, which sees around 1,400 cars a month.
... there’s a point where ... we want you to have the certification, and you want the raise. You need to study and take your test,” Rutberg says.
There’s something for everyone, including training for customer service representatives and certification programs for not only technicians but also tires. The certification is a confidence boost. Rutberg says they take a photo of the employee with their certification and post it on social media as a shout-out. Customers will even ask for their technician’s name and look to find them on the wall.
“The techs take great pride in getting their certificates up on the wall. I think they actually take more pride in that than they do the pay raise that comes with getting a certificate,” Rutberg says.
Tests can be offered in a written format or an oral format, depending upon what works best for the individual.
“All I care about is that you know the information,” Rutberg says. “I don’t care whether you know it by being able to write it down on a piece of paper or have to do it orally. That doesn’t matter. I just care that you know the information.”
To ensure retainment, Rutberg says technicians can be retested at any time and there are multiple versions of the test so the material can’t be memorized. If the technician fails a retest, they have 72 hours to pass it—so there is motivation to know your stuff.
When price changes are made, employees are given a week to review the changes and a new price test is issued.
Periodically, the team will have meetings about procedural changes and then have a page for the employees to fill out about the new information to make sure they understand it. Around once a year,
Jared Rutberg's teams use standardized call-out terminology so everyone can stay informed.
they’ll do an after-hours training, order pizzas, and work through overarching changes or trends that are being seen at the shop.
Davis says setting groundwork starts before a new person is even hired.
“First of all, you need to have really good detailed written job descriptions for each position in your shop,” Davis says.
Clear expectations set the standard, and it doesn’t end there. He says having your standard operating procedures (SOPs) written out and detailed makes training smoother.
“Every service or product has a written standard operating procedure that is (a) guideline so they can assign that, but then you can measure that,” Davis says.
Davis finds the “tell, show, do” methodology to be helpful. This approach is a widely applied training tactic that is useful in a shop setting. The first step is setting those clear expectations, which extend from the initial job description to standard operating procedures to any visuals, videos, or things to read required from a trainee.
“After you explain it, you demonstrate that task yourself,” Davis says. “Whether it’s you, the manager, or whether it’s your lead tech, (or) your assistant manager, you allow them to shadow you, watching each step, highlighting the key components, making sure that they see everything.”
The next step is to let them do it.
“You have told them, you have shown them, now let’s give them some hands-on practice,” Davis says. Davis gives an example of safely guiding a vehicle into a bay. Using “tell, show, do,” you can use an SOP to explain the “how” and “why” of correctly guiding a vehicle. Then, you show the trainee how to do it. Next, you have them demonstrate—and
use a checklist with the specific training steps outlined for the task.
To ensure proficiency is reached, Davis says you should have them go through the training task multiple times, signing off on each check box to make sure all the right steps are taken. Communication is key—Davis says you want to make sure the trainee feels comfortable communicating with the trainer throughout the entire process.
“I always tell people, the only dumb question is the question that you don’t ask,” Davis says.
Davis stresses you should never set someone up to fail, and that “you never want to reprimand anybody in front of somebody. You always praise in public and reprimand in private.”
Consistently check in with the trainee to make sure things aren’t going too fast or too slowly. Davis advises correcting their course immediately when they’re about to make a mistake, because if things go uncorrected for too long, they won’t get better.
“All of the sudden, you’re building their trust, you’re building their confidence, and then whenever somebody’s not comfortable with that, if you’ve got that transparency in that open communication policy, they can come to you and say, ‘I’m not really comfortable with this ... would you mind showing me again?’ So, I think you have to give that feedback continually,” Davis says.
THE FINAL EXAM
Knowledge gained from training sets the standard for how a shop operates. This can be exemplified in many ways.
For Rutberg, a well-trained team operates as a cohesive unit. His shops have standardized callouts. During the 17-point inspection, techs will
call out their observations and the customer service rep will enter it into the ticket.
“So, everybody’s clear on it, we actually have a list of standardized terminology so that everybody’s speaking the same language,” Rutberg says.
Everyone understands one another, and the work is done fluidly. This environment fosters some of the customer service reps to even go on to become techs. It’s an example of continued education.
“So, they’ll come out from behind the desk and become a tech. It’s very easy for them to learn. They’ve already known everything that’s in the shop ... they’ve learned all the call outs, they know what the prices are they’ve done all that stuff,” Rutberg says. “All they have to do is learn the hood.”
Effective training procedures don’t just make sure the job is getting done correctly—they inspire continued improvement.
“Training is a never-ending process,” Davis says. He says training begins with getting people comfortable with the company, then getting them comfortable with products and services in the first 30 to 90 days, and then you can start developing them as an employee with a willingness to move someone to what he calls the “next level” when necessary. Davis says this is part of how you “build that bench” of team support.
Davis says with the right training, there is great potential for employee reviews to go up while bay times, warranties, and claims go down. Additionally, revenue and add-on services can go up—and he says it’s all directly linked to that training program.
“So, when you have a good training program, you’re encouraging that culture of continuous learning,” Davis says. “You encourage them to foster innovation and you’re getting them to be creative and (have) problem-solving skills.”
Trainees and trainers are thoughtfully paired at Jared Rutberg's shops, with special attention paid to each individual's personality.
Armond Dowdell (center) gained an interest in automotive early in life, which led to a career.
After owning his own transmission repair business, Armond Dowdell found the next step of his career with Grease Monkey as a district manager
By Kacey FrederickWhen an individual possessing industry knowledge and leadership skills is combined with a company that recognizes and promotes talent, success is sure to follow. Armond
Dowdell, who came out of high school with multiple ASE certifications and a passion for business, found such a path when the company he was with was acquired by FullSpeed Automotive, leading him to being
Grease Monkey’s current district manager for the northwestern quarter of Metro Atlanta.
Dowdell shared with NOLN the story of how he found his place in the quick lube industry and the work
he is doing to help others follow in his footsteps.
Dowdell has lived in the Atlanta, Georgia, area for most of his life.
Having a grandfather who owned an automotive shop, he had an interest in auto work from an early age, and soon realized how useful auto skills would be in everyday life.
After getting his learner’s permit
and going out of town to pick up his first car, Dowdell’s vehicle quit on him on the way home: it needed a new starter. Not knowing what to do, he took it to a nearby service center, and was shocked to see it
was something he could be doing himself.
“They charged me $600 for something that was sitting right in my face, and it took them less than 30 minutes,” remembers Dowdell. “And I said, ‘This will never happen to me again.’”
Indeed, during his high school years, he would join an automotive program that provided him with ASE certifications in four different areas by the time he graduated. Though he sought out further training at a technical school, after two semesters they told him he had already fulfilled what he needed by acquiring ASE certifications during high school.
But Dowdell wasn’t ready to slow down. He set his sights on learning about something else he was interested in: business.
After attending a four-year university to study the subject, Dowdell wanted to pursue the entrepreneurial route and start his own business. Upon graduating, he went out and
opened his own transmission repair shop, which he ran for a couple of years out of a leased building. When the building’s owner sold the facility, Dowdell put the company on the back burner until he could find a new location.
Many of the people working with Dowdell at his transmission repair business had gone to work for a quick lube company, which caught his attention. He first came on with the company part-time, intending to return to his transmission repair shop; but the longer he stayed, the more opportunities for growth he saw for himself there.
Before long, that company was acquired by FullSpeed Automotive, launching Dowdell into the Grease Monkey brand.
Now, as Grease Monkey’s district manager for the northwestern quarter of Metro Atlanta, Dowdell oversees nine stores in the Marietta,
Georgia area, working closely with them on training staff and ensuring they have what they need to thrive.
The primary focus of Dowdell’s job is to drive sales, grow the business, and increase a store’s car count year over year. The best way to achieve that goal is by providing customers with the best possible experience, which is why it’s essential for
Dowdell to stay in touch with all the teams he oversees. He does this by having one-on-one virtual training sessions and regularly communicating with store managers on their KPIs and goals.
“I preach customer service, customer experience: that’s the fastest and easiest way to grow your company,” tells Dowdell. “If you serve the customer and they’re satisfied, they’re gonna leave you a good positive review, and they’re going to refer people to you.”
While some employees may be more outgoing and capable of handling customer service, some are more focused on performing mechanical tasks and fixing machines. Getting in the middle of the store’s daily activities and seeing how everyone works allows him to direct people to positions that best fit their personal strengths.
By cultivating a close relationship with his teams, Dowdell can identify their strengths and weaknesses and devise a strategy that best compliments them.
“I try to create a total experience around that flow system—from the time they pull up to the time they leave—by making sure we’re having the right people in the right places and making sure that they are trained up according to our standards,” says Dowdell.
First impressions matter—not just for a customer, but for a new employee. Dowdell puts a lot of effort into providing fresh staff members with comprehensive, quality training that trains them to confidently perform the jobs they need to.
He teaches in increments, spending four-to-six weeks working with employees on a specific process, ensuring they have mastered it
before moving on. Through Dowdell’s training methods, he has helped several lube technicians throughout the Atlanta market get promoted to store managers.
Dowdell works with his staff to develop a process designed to work for them. As part of this, he welcomes criticism and comments from his teams, believing that doing so is crucial to helping them thrive.
“I welcome any feedback because what works for me may not work for them, and I don’t want to force it on them,” says Dowdell.
While Dowdell held much training in automotive work entering this field, his education in business and prior experience as a manager also equipped him for what he does now. Understanding his employees and knowing how to lead a team of
people are crucial skills that Dowdell had the chance to cultivate prior to joining FullSpeed.
For anyone looking to jumpstart their own automotive career, Dowdell encourages them to immerse themselves in the industry—seek out someone to job shadow, become an apprentice, or look into the wide range of opportunities FullSpeed and its Grease Monkey brand currently offer for entry-level workers, even those that have no previous experience.
“I’ve grown throughout the company, and I’m continuing to grow,” tells Dowdell. “A lot of people that have came in and have been successful, they have grown and have gotten promoted within the ranks of the company. They value meritocracy with this company.”
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would’ve worked just as well? You get frustrated technicians; ones with a sour taste in their mouths. And nobody wants that as part of their overall shop strategy.
So, as an owner or manager, if you’re thinking about holding a team meeting, ask yourself: Do we truly need a meeting about this?
Here’s the expert reasoning behind why shop owners should put on the brakes and consider this simple but important question before they jump into group meeting mode.
“If you’re going to have a meeting, have a solid purpose and let people know the purpose of the meeting,” says Chicago-based psychologist and executive coach Lisa Kaplin, an expert in how to hold meetings that strengthen team unity and operations in any industry.
“If you didn’t truly need the meeting, staff won’t pay attention and they won’t trust you next time if it didn’t truly need to be a meeting,” she notes. “And then next time, they’ll show up with a negative, waste-of-my-time feeling.”
So, what’s a legitimate reason for holding an automotive quick lube or repair shop meeting, in particular?
According to Kaplin, any major change in procedure or any time where you need feedback or input from your team, those are good reasons to hold a meeting.
“Especially if you’re changing something operationally or procedurally, that’s a good time to have a meeting,” she explains. “And then you can walk people through the changes so it’s not confusing.”
But what if, as an owner or manager, you really just want to check in with your team and get everyone all together? Will that fly? And can a simple check-in meeting ever be something more than a bumpy ride for the techs who have to stop what they’re doing and listen to you?
Yes, according to Kaplin, if you first set expectations that it’s that kind of meeting. That way, your employees don’t come in expecting a big deal and leave feeling like it was a waste of their time.
Whether it’s a check-in type of meeting or one about a critical change in shop procedure, though, there is a magic window of time to shoot for: “A half-an-hour or less,” Kaplin states.
“And if you’re going to call the meeting for 10 minutes, don’t go longer,” the executive coach advises.
“Again, properly manage people’s expectations.”
The trouble is, 10 or 15 minutes can whiz by in a blur—so fast you easily lose track of time.
So, Kaplin suggests that a good way to stick to a short meeting time without going over is to hold the meeting with everybody standing up.
“This is actually a very good type of meeting for this audience,” she says of auto and quick lube techs.
Sometimes an owner or manager needs to hold a meeting about something that’s not good news, though. Maybe sales are down or some roles are changing and everybody won’t be happy about it—what then?
Obviously, negative news shows up at every shop sometimes, but Kaplin says to make certain that’s not the only time you hold meetings—when something has gone wrong or is disheartening.
“If you only ever meet to give your employees negative information, then why would anybody want to come?” Kaplin puts it.
“So make sure you share good news and have positive meetings along with the ones where you tell them about changes that have to be made, for instance,” she advises.
Last of all, if you want to make sure your meetings don’t chronically stink, make sure you make a point to focus on wins, when you can.
“Say, ‘Let’s take a moment and talk about our wins,’” Kaplin suggests. “Maybe sales were up, or you can even ask your team members to give a win they can share for somebody else.”
The result on team morale? You will likely steer your team straight into a positive and productive mindset—one that sends them back to the bays with solid information they can use—and that’s sound shop strategy.
Repair and quick maintenance can and do co-exist
BY CAROL BADARACCO PADGETTSHAWN GILFILLAN AND ROB HEERSPINK ARE TWO SHOP OWNERS THAT ARE miles apart in one way and practically side by side in another.
Gilfillan is founder and owner of Automotive Magic/Magic Lube and Rubber, which has a repair component resting in Kenvil, Roxbury Township, New Jersey, with a Lake Hopatcong lube business less than five miles down the road.
Meanwhile, a 43-hour drive across the country in Lynden, Washington, Heerspink owns and operates Lynden Lube, a shop that offers repair alongside a more recent quick lube component, all in one location.
Although far apart in physical distance, the two men are nearly of one mind about what it takes to successfully run businesses that combine automotive repair and quick maintenance functions.
Here are four key observations the owners shared that may help other owners who are thinking about giving it a try.
According to both owners, the decision to offer repair and quick lube came about in response to a need within their geographic areas.
For Heerspink, he says Lynden Lube rests in a rural, agricultural community where there were no quick lubes to be found. And as a result, the notion of quick lube was misunderstood and viewed as being less detailed than the service an auto repair shop could deliver.
“So, we had to build up trust because at first the concept of quick lube was foreign to our community,” Heerspink says. “People did not embrace it right away.”
Today, Lynden Lube has six repair bays and three for quick lube, and the individual services of each are appreciated by the community.
Similarly, Gilfillan’s experience setting up his combination repairquick lube services came about organically, as well.
“We kept bumping up against situations where we were pulling techs off
If a lube tech catches something that’s not right on their vehicle, customers have immediate access to six certified mechanics who can do some things right away or schedule them for later if it’s not a big deal.
– ROB HEERSPINK, OWNER OF LYNDEN LUBE
bigger jobs to service quick oil changes on vehicles,” the Automotive Magic/ Magic Lube and Rubber owner says.
So, as an organization, Gilfillan notes he and his workers had to look at how to serve both needs. Fortunately, there was a maintenance shop just up the street where an elderly owner was looking to get out of the business so Gilfillan and team purchased the business’s space and opened their three-bay lube and tire service.
“We didn’t want to lose the service and have a brake job, for instance, ending up at somebody else’s door,” he notes.
For Heerspink at Lynden Lube, he has kept his experts in the repair side doing what they do best. And then, he has worked in the quick lube side of the business to help build up his workers there.
“It’s important to keep people in key positions,” he notes. “Obviously a general manager, Chad here at my business, helps in terms of leadership. But it’s so important to have long-term employees who contribute to the consistency of services we provide.”
On both sides of his business— quick lube and repair—Heerspink says he feels fortunate for the longterm employees who’ve built strong relationships with the community and who are regular, personable faces representing the business.
He notes, too, that there are unique business advantages to having staff that can piggyback off one another.
“Customers love having both businesses together,” as he puts it. “If a lube tech catches something that’s not right on their vehicle, customers have immediate access to six certified mechanics who can do some things right away or schedule them for later if it’s not a big deal.”
Heerspink adds, “There’s a comfort in having these completely different skill sets in our people and then seeing how they complement each other as a team.”
Gilfillan reports that he, too, keeps his workers on both sides of the business serving to their strengths.
He notes, “At the repair shop, Automotive Magic, I have two highlevel diagnostic technicians, and if you bring it here, it’s going out fixed.”
Then, in his local county he sits on a board for a local apprenticeship program, which is a source for funneling new workers into the business wherever needed.
“We train everybody in the business on how the business works,” Gilfillan adds of his workers, regardless of which side of the business
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We’ve created a family for everybody who works in this organization.– SHAWN GILFILLAN, OWNER OF AUTOMOTIVE MAGIC/MAGIC LUBE AND RUBBER
they work in. “And we have profit sharing too, so the better the business does, the better we all do.”
A family feel and environment is something else Gilfillan says he has cultivated in his businesses, which serves to bind the two nearby locations as one.
“We’ve created a family for everybody who works in this organization—and it’s special because we are glued together and living into our core values, and we have each other’s backs,” he describes.
Gilfillan has enjoyed creating the family environment of his stops so much that he and his uncle have partnered together to build a 20-week program around culture-building.
As part of it, they are coaching others in the auto repair and quick lube industries, touching on topics like assertive listening and tools like DiSC personality analysis, which looks at the personality types of dominance, influence, steadiness, and conscientiousness.
she helps me out on the side,” he describes.
From there, he has people write a blog for Automotive Magic/Magic Lube and Rubber, as well as produce videos he uses on his website.
Both Heerspink and Gilfillan choose to market their dual business offerings jointly to their local communities.
“Our combined marketing efforts are predominantly local news and a bit of social media,” Heerspink shares. “We also support local community events, and we help sponsor and staff a car show each summer at a local festival.”
Gilfillan says he uses his wife’s expertise in marketing to help promote his business’s offerings.
“She works in marketing at a big pharmaceutical company, and
Both shop owners’ last words of wisdom about owning and operating a combo quick lube-repair shop? Always remain in learning mode and, most of all, enjoy the ride.
“Pay attention to what’s going on around you and learn from your experience,” as Gilfillan puts it. “You don’t know what you don’t know until you know it.”
Heerspink adds that the quick lube/repair shop model of the future is ever evolving.
“Look at quick lube from 30 years ago to today, and cars are so much more complex,” he says. “So keep up with training. But in the end, it all comes back to having the key people to run a business well.”
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in small Nevada City, California, customers can knock out just about all their errands in one stop; have the oil changed, grab something to eat at Port of Subs, get the car washed, gas up, and then roll on with the day. Here’s how the multi-tiered business model came about and why the business is as well-traveled today as it ever was.
Back in 1996, the business was a Port of Subs sandwich shop that included
a mini mart with a lube shop, reports Monica Johnson, general manager for Hunt Convenience Stores based in Chico, California.
In October of 2022, Johnson’s boss, Joshua Hunt, bought the business, which was “already an established go-to place in our mountain community,” Johnson says.
Since the business sits on a route many people use when they go camping in Tahoe or Reno, the lube shop, car wash, sub shop, gas, and convenience store combo was a hit—one that put even greater convenience into the convenience store concept.
While Johnson manages the convenience store and another manager handles the Port of Subs, Hunt hired an experienced lube technician, Mario Garcia, to run the lube and car wash aspects of the business.
“I came into the industry when I was 13—my dad taught me everything I know,” Garcia says of his start in the automotive industry.
And still, none of his prior experience prepared him to navigate so many businesses all rolled into one.
“I’d seen a quick lube with a car wash before, but this was the first time I’d seen a sandwich shop in the same location,” he notes.
Of the business’s many functions, the quick lube and the car wash represent
the two balls Garcia must keep in the air each day as shop manager.
When asked what’s the most difficult thing about his job, Garcia says, “It’s the staffing issue, just like it is everywhere.”
The tricky difference for Garcia is that Gold Flat Express Lube & Car Wash requires technicians in both areas—lube shop and car wash—to function.
“Everybody suffers from people not wanting to show up,” he says. “And we must have two people in the car wash because we still scrub each car before it goes through the wash.”
So, if a car wash employee goes MIA, his guys in the shop have to go over and get the cars through the car wash.
“And we don’t always have the manpower to do that,” he adds.
While having multiple business offerings in one location may sound tricky to manage, it also has a tremendous built-in upside: Customers don’t have to take detours around Gold Flat Express Lube & Car Wash to get everything they need.
“It’s cool because customers say they’ll just go eat a quick sandwich while we do their service,” Garcia notes.
In addition, the car wash can be a major plus that gives the team at Gold Flat Express Lube an excellent way to cross market its services. For example, Garcia says that every spring the business offers a free wash to every customer who comes in for an oil change.
“It’s a no-brainer and it keeps the car count high,” the manager finds.
Something else that keeps the car count high is that Hunt, the owner, has deep ties to the local community. People know him. And he has invested heavily in his team at Gold Flat Express Lube and in making the
business the best and most updated that it can be.
“Josh grew up in Nevada City and he has a lot of happy memories with his grandparents here,” Garcia adds.
Johnson chimes in, “We are very excited that the improvements and upgrades to services that the community has grown to expect from this site will only make it more of a one-stop-shop to meet even more of their needs.”
Between all the sites’ offerings, Johnson says the business can offer the local community specials, promotions, and loyalty programs that others with a singular focus cannot. Even the petrol has its perks.
“We are in a unique position at this location since it isn’t a National Fuel brand, (so) Hunt’s is able to supply its own fuel,” Johnson adds, which only adds to the unique combinations of promotions the business can offer its customers.
Johnson and Garcia say another bonus of their business set up is that they can draw on intelligence from the Port of Subs and convenience store managers who also work there.
“They have been in this community and have worked here for many years,” Johnson notes. “So, we have gained invaluable insight into what the community appreciates about the site.”
Looking over the atmosphere at Gold Flat Express Lube & Car Wash today, Garcia says the business is miles ahead of where it was when he came on board not all that long ago.
improvements to the online ordering
bite before they get out on the road—
“Now we’re well organized and have everything a shop needs when a customer comes in,” Garcia says of the express lube, in particular.
“Customers love the business,” he adds. “They think it’s the best of multiple worlds.”
Upgrades to the business have included complete interior remodeling, updated software for the lube shop, new gas pumps, the reestablishment of catering services and improvements to the online ordering mechanism at the Port of Subs, new vacuums at the car wash, and a seating area where customers can have a bite before they get out on the road— just to name a few.
Every oil change is either an opportunity gained to better service today’s vehicles or an opportunity lost as your shop lacks the necessary inventory to get the job done.
Which will you be?
As more rigorous and specific recommendations come from OEM factory floors, the range of new specialized oils has expanded exponentially to meet those needs. If you don’t stock the specialty motor oils—varieties of synthetic, synthetic-blend, high-mileage, and diesel—to service the vehicles rolling through your bays, rest assured your competitors are taking advantage. That’s why NOLN has compiled the annual Specialty Motor Oil Guide, a comprehensive list of the specialty motor oils available.
What is specialty motor oil? It’s anything that falls outside the term conventional oil. Inside, you’ll find a growing list of high-tech synthetic oils as well as synthetic blends. These oils cater to a growing array of SAE grades as required by manufacturers, but they also address driver needs. Varieties of high-mileage, truck oil and even hybrid oils have been developed to help customers choose the right product.
NOLN also lists which engine oil specifications a product meets, be it API, ILSAC, ACEA, dexos or other.
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0W-20, 5W-30
0W-20, 5W-20, 5W-30, 10W-30
Ford WSS-M2C962-A1 (0W-20), Ford WSS-M2C960-A1 (5W-20), Ford WSS-M2C961-A1 (5W-30), Chrysler MS-6395 0W-20, 5W-20, 5W-30
Ford WSS-M2C952-A1, Jaguar Land Rover STJLR.03.5006, Mercedes-Benz MB 229.71, Opel OV0401547
BMW LL-01, MB 226.5 (0W-30), MB 229.3, 229.5, Porsche A40 (0W-40, 5W-40), Renault RN 0700/0710, VW 501.01/502.00/505.00 (0W-30, 5W-40), VW 502.00/505.00 (0W-40)
0W-16
0W-30, 0W-40, 5W-40
Service Pro Euro Full Synthetic Motor Oils
Service Pro Euro dexos Full Synthetic Motor Oils
Service Pro Full Synthetic High Mileage Motor Oils
Service Pro Synthetic Blend High Mileage Motor Oils
Service Pro Synthetic Blend Motor Oils
Service Pro Heavy Duty Diesel Engine Oil
SN PLUS (0W20), SN (0W-20, 0W-40, 5W-30 and 5W-40) and SL (5W-30 VLV)
SP, SN PLUS, SN (0W-20) and SN/ CF (5W-30)
SP Resource Conserving, SN PLUS, SN, SM, SL
SP Resource Conserving, SN PLUS, SN, SM, SL
SP Resource Conserving, SN PLUS, SN, SM, SL
CK-4, CJ-4, CI-4 PLUS, CI-4 CH-4/SN
ACEA A1/B1 (5W-30 VLV), ACEA A3/ B3 (0W-40), ACEA A3/B4 (0W-40, 5W-40), ACEA A5/B5 (5W30 VLV), ACEA C3 (0W-30 and 5W30), and ACEA C5 (0W-20)
ACEA C6 and ACEA C5 (0W20, ) ACEA C3 and ACEA C2 (5W-30) dexosD (0W-20) and dexos2 (5W-30)
ISAC GF-6A
ILSAC GF-6A
ILSAC GF-6A
ACEA E9, E7
Ford WSS-M2C963-A1 (SAE 0W-30)/ Ford WSS-M2C960-A1 and Ford WSS-M2C945-A/B1 (SAE 5W-20)/ Ford WSS-M2C961-A1, Ford WSSM2C946A/B1 (SAE 5W-30) / FCA Chrysler MS 6395 and GM 6094M (0W-20, 5W20, 5W-30, 10W-30)
BMW Longlife-01, MB229.5, MB229.3 and MB226.5, Porsche A40 , Renault 0700/0710 , VW 502 00/505 00 (0W-40 and 5W-40)/ BMW Longlife-04, MB229.51, MB229.31,Porsche C30 and VW 504 00/ 507 00 (0W-30 and 5W-30)/ MB-229.52, VW TL 52545 (0W-30)/ Porsche C20, VW 508 00/509 00 and VW TL 52577 (0W-20 )/MS-12633 (0W-40)/ Ford WSS-M2C913-D, Renault 0700 and STJLR.03.5003 (5W-30 VLV)/ VW TL 52195 (5W-30) VW TL 52545 (0W-30)/ PSA B71 2296 (5W-40)
Ford WSS-M2C952-A1, MB229.71, Opel OVO401547 and STJLR.03.5006 (0W-20)/ BMW Longlife-04 , MB 229.52, MB 229.51, MB 229.31, MB 226.5 and Renault 0700/0710 (5W30)
Ford WSS-M2C962-A1 (0W-20)/ Ford WSS-M2C960-A1 (5W-20)/ Ford WSS-M2C961-A1 (5W-30)/ FCA Chrysler MS 6395 and GM 6094M
0W-20, 0W-30, 5W-20, 5W-30, 10W-30
0W-20,0W-30, 0W-40, 5W-30, 5W-30 VLV, 5W-40
0W-20, 5W-30
0W-20, 5W-20, 5W-30
Ford WSS-M2C960-A1 and WSS-M2C945- A/B1 (5W-20)/ Ford WSSM2C961-A1 and WSS-M2C946-A/B1 (5W-30)/ FCA Chrysler MS 6395 and GM 6094M 5W-20, 5W-30, 10W-30
Ford WSS-M2C960-A1 and WSS-M2C945- A/B1 (5W-20)/ Ford WSSM2C961-A1 and WSS-M2C946-A/B1 (5W-30)/ FCA Chrysler MS 6395 and GM 6094M 5W-20, 5W-30, 10W-30
Ford WSS-M2C171-F1, Cummins CES 20086, Detroit DFS 93K222, Mack EOS-4.5, Volvo VDS-4.5, Renault RLD-4, Caterpillar ECF-3, MAN M3775, Daimler MB 228.31, MTU Cat 2.1, PACCAR PX7, PX-9, MX-11 and MX-13 15W-40
Valvoline
Valvoline
10W-30, 10W-40, 20W-50, 5W-20, 5W-30
Characteristics in lube technician hires
Adam Tatum
is director of operations for the Virginia Group, a Jiffy Lube franchisee with 11 locations.
He has over a decade of experience in the industry with a proven track record of building customer counts and sales, as well as using innovative ways to bring a new look to the automotive field for both the customer and the employee.
Performance comes from growing your business through people.
AS WE ALL STRUGGLE TO FIND THE RIGHT people to add to our teams, we need to look at what it is that we are looking for to begin with. The first step in finding the right people is to know what it is that you are looking for in the position. Since the position that we are always in the most need of is the lube technician, then that should be the focus of this article. I will go over a few things that might make it easier to understand or change what you are looking for.
The one thing that I needed to get my own teams to realize is that a lube technician position is an entry-level position into the automotive maintenance industry. What this means is that you are still going to be likely to lose more than you keep on the roster.
This could be from the technicians moving on to another opportunity, realizing that this is not the right job for them, or just not being able to keep up with the speed of our service centers. Putting together a list of things that you are looking for will help you minimize these losses by hiring the right candidate to begin.
Some of the things that my guys now look for in a technician can be answered by a few simple questions: Why do you want to work for us?
Where do you see yourself in three-to-five years? Are you looking to be a technician, or do you want to be a manager someday? Three simple questions can get you a yes or no to hiring quickly.
Why do you want to work for us? “I just need a job” is a red flag for someone that may not stick around. The only motivation is to work somewhere. Not a big red flag, but still a red flag.
Where do you see yourself in three-tofive years? How many times do you hear, “I hope to be working in a dealership or own my own shop”? Their motivation is great to make themselves better, but not for long-term employment, if that is what you are looking for.
Third question: technician or manager? If someone is motivated to learn this business, they will say manager one day. This opens more questions for you to go into on leadership and training and long-term motivations.
If they are just looking to be a technician, they are probably that guy looking to do something else in three-to-five years. The choice is yours on this one, but I want people who are motivated to move forward in their career.
Based on surveys, many of the next generation of employees have been taught the opposite of what the previous generations have when it comes to careers and working in general. You are used to people willing to put in the work, learn, and work their way up. Those applicants are fewer and fewer today.
The new generation is taught to be a jack-ofall-trades, not a master of one. They will use each jump to make more and more per hour, so don’t be surprised when this comes up. You will either get it right off the bat looking to make more and more before they even start or training on the job or you will get it soon after they start—be prepared for this. We will all face this eventually and the issue will become rising labor costs. I say this only to prepare you and help you decide which ones you give that money to hire.
In my case, I try to look for one of two things: I look for experience in the business or a highly motivated individual. We would all pay a little more for trained employees. Who would not?
When I look at their skill sets, I give them a path to promotion from just being a tech. The reason that they are coming to me for a job opportunity is likely that they saw no way forward where they were.
This leads right into my highly motivated applicant. You can be as green as grass, with no experience, if you exhibit a clear positive attitude. If I can see that you want to be more, do more and be more, I will give you a path. Sometimes, it is as simple as showing a technician a way to move up to keep them around.
We all talk about training programs and hands-on experience in our locations. It is a very important skill and knowledge to put into practice. None of that matters if you do not have the right people in place.
At ISI, we define success through the quality of our relationships. Integrity and connection are at the core of our commitment to industry-leading point-of-sale software.
Thirty-five years of history and leadership in the industry, technical expertise, and unwavering dedication to quality ensures that every product meets the unique needs of your business.
ISI is dedicated to facilitating the growth of your business by maintaining high standards and fostering a foundation built on trust and reliability.
Our products undergo rigorous testing, providing excellence in every solution we provide.
ISI’s technical support team is committed to delivering real solutions and fostering lasting relationships with every customer.
WHEN YOU CHOOSE ISI, YOU’RE NOT JUST A CUSTOMER; YOU’RE A VALUED PARTNER.
