motavation

[jaworks]

after being a tech for more then 10 years like 2 of mine are it seems to be harder to motivate these fellows to work and turn the hours I need them to I certanly don't want to fire them but how am I going to get them going after 40+ hours a week when money don't seem to be an issue with them

[This message has been edited by jaworks (edited 04-22-2002).]

[scotstrong]

First of all, how many total flat rate techs do you have? The two techs are out of how many? It sounds like individual production objectives might help you with your problem here. First, at your next tech meeting, you can announce that the shop has a goal of a ten percent increase in flat rate hours produced. That means that each technician will be responsible for a ten percent increase in his own hours produced. Advise each tech on a DAILY basis what his hours for the previous day and total so far for the week are. Obviously, you want to move them initially from 40 hours a week to 45 hours a week. Daily goal goes from 8 hours to 9 hours. This only means one more vehicle looked at or one more thing sold on one of the vehicles they already get. Create some type of reward for all techs who achieve the ten percent increase. Also, create a group award to be received when the whole group achieves the goal. Nothing like a little peer pressure to bring the laggers along. Run this program for 90 days, then if the increase has been realized by all, bump the goal ten percent again. Keep doing this until you are satisfied that they have just about maxed their potential.
One of the elements of the presentation of the program should be a bit of a pep-talk type of coaching session. "We would like to purchase some newer equipment for you guys and be able to provide more benefits for you guys; and here is how you can help us do that AND put more money in your pocket at the same time."
If, after 90 days, your original problem still exists, you at least have the necessary documentation of failure to meet production goals to use as justification to no longer continue their employment. We all know that it is increasingly difficult to find good techs, but the "poision attitude" tends to drag the rest of the group down, too. You might only have to let one of them go to get the attention of the other one. The rest of the group will certainly respect management more than just accepting mediocrity.

[robc]

This has always been the toughest to me. How do you motivate the unmotivated?

Everyone has their hot button and sometimes it isn't money. For slackers like me it is probably an extra day off.

The reason that money isn't much of a motivator for me is because I never see it. My wife has it spent usually the day it is deposited and she hasn't raised my allowance in years.

Something else I want might be. It could be an XBox, a gift card to Blockbuster, $100 Snap-on purchase, who knows... Maybe just the ability to dispatch and pick their own work for a day.

I like scotstrong's idea of rewarding all who hit goals. I've seen mixed results with all or nothing shop wide contests/incentives.
For some and the sheer competition can be motivation. For others it means nothing, especially the middle performer because they feel they could never win.


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** Rob, Editor WD&S **
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