WE ARE A LARGE FORD STORE IN NORTHERN CALIFORNIA. AFTER A RECENT EMPLOYEE SATISFACTION SURVEY WE NOTICED OUR EMPLOYEE'S
FELT THAT THIS WAS JUST AN AVERAGE PLACE TO WORK. WE ARE INTERESTED IN SEEING WHAT OTHER
DEALERS ARE DOING IN THE WAY OF EMPLOYEE
SATISFACTION, ANY IDEAS?
THANKS
EMPLOYEE BUY IN
5 posts
• Page 1 of 1
EMPLOYEE BUY IN
by robc » Tue Dec 10, 2002 10:58 am
I am just going to respond off the top of head and my impressions are based half off my experiences from a decade ago and then the past decade of visiting 20-30 shops a year.
1. Employer indifference. Loyalty is a two way street. If the employee doesn't feel that the company is loyal to them, they won't be likewise. Does the dealer or GM know everyones name in shop? Do they know their family? Familiarity shows that people are honestly interested in the person. I struggle with this the most because I think work is work and life is life. But you have to try to mix the two together every now and again.
2. Absolute significance. If employees feel they are dispensable and easily replaced then they take less to heart. Unfortunately, the way you prove how you feel about your employees is when one leaves, is fired or laid-off. The survivors see how much you really think of co-workers. Ive been in too many shops where they act like good riddance instead of saying something like, Rob was a good guy and worker, and well miss his efforts but someone we have to get through this time of transition.
3. Siege mentality you know that common trauma syndrome where a group of people grow close because they share a stressful moment. What always seems to breed a close knit dealership are those that see their efforts as us vs. the world or they are struggling to survive. These environments do add stress, but they offer tremendous rewards as well.
4. Employee mandated changes some people just hate to be told this what we are going to do. They need to feel a part of the direction of the business. I recently wrote story about a service manager that hardly ever made what might be considered smaller decisions. For example, they needed a new battery booster instead of just picking one and buying it he gave the tool catalogue to the two porters and told them to pick one. He got samples of a dozen hand soaps so the techs could decide what they liked the best, his alignment tech was really the one who decide what rack to buy (after he was educated a bit about making a business case and ROI decision). Me, I like this philosophy because I am lazy and like others to do this work.
Those are just a few things on my mind now.
------------------
** Rob, Editor WD&S **
Help is only a message post away!
robc@dealersedge.com
1. Employer indifference. Loyalty is a two way street. If the employee doesn't feel that the company is loyal to them, they won't be likewise. Does the dealer or GM know everyones name in shop? Do they know their family? Familiarity shows that people are honestly interested in the person. I struggle with this the most because I think work is work and life is life. But you have to try to mix the two together every now and again.
2. Absolute significance. If employees feel they are dispensable and easily replaced then they take less to heart. Unfortunately, the way you prove how you feel about your employees is when one leaves, is fired or laid-off. The survivors see how much you really think of co-workers. Ive been in too many shops where they act like good riddance instead of saying something like, Rob was a good guy and worker, and well miss his efforts but someone we have to get through this time of transition.
3. Siege mentality you know that common trauma syndrome where a group of people grow close because they share a stressful moment. What always seems to breed a close knit dealership are those that see their efforts as us vs. the world or they are struggling to survive. These environments do add stress, but they offer tremendous rewards as well.
4. Employee mandated changes some people just hate to be told this what we are going to do. They need to feel a part of the direction of the business. I recently wrote story about a service manager that hardly ever made what might be considered smaller decisions. For example, they needed a new battery booster instead of just picking one and buying it he gave the tool catalogue to the two porters and told them to pick one. He got samples of a dozen hand soaps so the techs could decide what they liked the best, his alignment tech was really the one who decide what rack to buy (after he was educated a bit about making a business case and ROI decision). Me, I like this philosophy because I am lazy and like others to do this work.
Those are just a few things on my mind now.
------------------
** Rob, Editor WD&S **
Help is only a message post away!
robc@dealersedge.com
- robc
EMPLOYEE BUY IN
by darrenfein » Tue Dec 10, 2002 8:41 pm
I couldn't agree with point #4 anymore. If you let the employees feel like their opinion counts they'll go the extra mile.
Try this on for size...
I took over a Toyota store that had 87% productivity. I implemented a true team production concept with pooled hours (just like toyota did 25 years ago). Since the day we went live with teams 5 weeks ago we have averaged over 130%. The same people are convinced that they make a difference and THEY DO!
Just remember, the service manager does not directly generate revenue. It is through his leadership efforts and his ability to motivate that this task is accomplished.
Have a great day!
Try this on for size...
I took over a Toyota store that had 87% productivity. I implemented a true team production concept with pooled hours (just like toyota did 25 years ago). Since the day we went live with teams 5 weeks ago we have averaged over 130%. The same people are convinced that they make a difference and THEY DO!
Just remember, the service manager does not directly generate revenue. It is through his leadership efforts and his ability to motivate that this task is accomplished.
Have a great day!
- darrenfein
EMPLOYEE BUY IN
by Mike Vogel » Wed Dec 11, 2002 5:18 pm
Employee input on new ideas and changes are very significant to their satisfaction on the job. Our Toyota store was one of 54 pilot dealers in Toyota's Signature program that started about 18 months ago. Employees became part of a team in decisions made to improve customer handling in customer impact areas. Their ideas were welcomed and have helped improve our customer handling proceses and now they continue on helping by using Toyota's philosphy of continuous improvement. I am a believer now more than ever that employees want to be heard and will be more satisfied if they feel their opinions/ideas mean something.
------------------
Mike Vogel
Claremont Toyota
Claremont, CA
------------------
Mike Vogel
Claremont Toyota
Claremont, CA
[This message has been edited by Mike Vogel (edited 12-11-2002).]
- Mike Vogel
5 posts
• Page 1 of 1
Return to Service & Body Shop Managers
Who is online
Users browsing this forum: No registered users and 5 guests