Technician Management

[Alan D. Goff]

I am the shop foreman at a small to mid size dealer. Part of my job description is to deal directly with the technicians as to how they relate to each other and thier quality of work.
Our shop is a young aggressive one that is fast moving, upbeat, talkative and sometimes just a little too loud with the radios, but the quality of work and the productivity is very very high. Now the problem. There is one tech. He is older then anyone else, does not talk to anyone, does not eat lunch with anyone and keeps to himself all the time. His quality of work, based on his exp is not what would be expected. But thats not the hardest part. He just does not want to work with anyone even the service writer. All of the service advisors fear giving him hard work because he tends to put it off and on the way out the door he does the oh by the way this will not be done today and goes home. There have been several incidents where he has done things, I feel, that are testing us on how far he can go.

What can I do?
Keep watching him at the expense of helping other technicians?
Ignore him and just let comebacks come back again and again?
How can I counsel him to work as a team with others and not test everyone around him (he has been seen taking garbage out of his trash can that he did not put there and put it on someones bench)?

And by the way, about 10 years ago at another dealership, he was the shop foreman and I was a line tech. I have given him almost too much of a lead and did not say anything because of it and now I regret not speaking my mind as some of the small things started to take place.
The reason I am posting this is that today I asked him a question, if he had done something and he out right lied to me.

How can I make this situation work?

[Doug]

Yeah, the longer you wait to tackle this type of problem, the harder it gets. "Been there, done that" many, many times.

Nothing works like plain talk....NOW. Don't wait any longer. Have a meeting with him and be totally honest. Describe to him what the you and the others are thinking and what your concerns are. Tell him how it effects the shop and what you expect of him and give him 60 days to join the team......and let him know that you'll be watching what he does.

Two things : 1) you've always got to do what's best for the SHOP and....2) is this guy really worth saving ????

Can't tell ya how many times I've been held hostage by less-than-ideal employees. Wish I could go back a few years...

[Alan D. Goff]

Thanks for the advice.

I held off and let him get away with too many little things, because of our previous working relationship (he was a jerk as a shop foreman and I did not want this to interfer with our new roles) i ignored almost all of the little things he does. Most of these are the same things that the other techs do, but he does them all the time. Makes me ask him for warranty parts, forgets to come to shop meetings, ignores training meetings, all of which other techs have done but only once in a great while. Nothing severly wrong just not right.
It has gotten to the point where the service manager has seen thru this and now gives him no slack, but the incident yesterday was done while the service manager was gone for the week and he got to deal with the general manager, who I think believes the tech when the tech trys his "you are out to get me" line.

I guess cover my butt with a journal and start inforcing the rules to the tee and see what happens....I have better things to do then baby sit someone.

[Doug]

Although it may or may not be appropriate in this particular situation I'll tell you one method of dealing with employee issues which has worked well for me lately.....

Example: one of techs wasn't diagnosing jobs very well...giving the car a quick peek and coming to the advisors with an incomplete or incorrect diagnosis. The advisors, naturally, were upset.

I called the fellow aside one day and and rather than make it a mangement vs. tech chewing out, I said this:

"You know, Joe, the advisors don't seem to have much confidence in your diagnostic work lately and they've come to me a few times to complain. Now, I haven't researched any of the particulars so I don't know if their remarks are justified or not. I know you are well qualified. But, I just thought you should what they are thinking and how they feel. Of course, it is much more difficult foe them to sell the work if they don't have confidence in what you say. Well, anyhow, i just thought you should know....."

That was a month ago and he has been doing a much better job.

In several other cases I have used the same approach.....tell the guy what people are saying behind his back. How he is regarded by his peers is sometimes more meaningful than how he is regarded by "management".

Well, it works for me.

But, if I could give one piece of advice to anyone who is listening out there it would be this: don't wait to take action, don't expect things to get better. When problems start creeping up do something NOW ! I have made this mistake SO many times.... and I'm finally beginning to learn.

Cheers to all,

Doug

[Alan D. Goff]

Thanks for the advice,

I talked to the tech yesterday, and did use some of what others were thinking of him. It seemed to work, atleast for the day. But the more I think about it, the more he appears to be acting like one of my teenagers and I will try that approach, any actions out of line, any at all, will result in a "you can not do this" talk. I think that his attitude this week is because the service manager is gone for the week and, although I do not know her full feelings about this, she watches him and has had several incidents with him also. I think he was testing the waters with her gone.

[gman]

Alan,

I agree with the advice that Doug has given. In most areas Techs are very hard to come by and we tend to let some things slide. I had been as guilty as anyone in this area until I realized the greater effect it was having on the shop as a whole. DO NOT allow this individual to stay in your shop if his behavior does not improve immediately. Not comming to shop meetings and training meetings simply dilutes their importance in the eyes of your other employees. Tolerating poor work habits and attitude also sends a strong message to the rest of the team. Believe me they are watching closely to see how this will be handled. Although we often know what needs to be done, it is often hard to do. Be direct, honest, and fair. Track his comebacks and productivity (along with everyone else of course) and keep records of his attendance at meetings. Counsel with this tech and put expectations and consequences in writing. Give him an opportunity to come around. If he does not, part company quickly. You will be amazed how the rest of your group will resond to your action. I know that your past relationship with this individual makes this a little tougher, but you cannot allow it to enter into your decision making. This is what we call a "moment of truth". As Doug mentioned, you must ALWAYS do what is right for the shop.

Good luck!

gman

[Scannh]

When your involved in counseling someone including relieving them of their position, please make sure another person is in the room observing both sides of the discussion. This has saved me much grief in several circumstances..

Good luck

Jack

[Misky]

I realize I'm a few days late on this conversation, sorry.
Doug, I understand your point on the tech vs. mgt chewing, but aren't you throwing the service advisors under the bus? I would think that would just creat more hostility with the tech. He might think everyone is out to get him. I think that the tech is just burned out, or just a very childish person,or both. I agree with the keeping of the journal. Document, document, document. Then have a meeting with the tech, mngr and a third,uninvolved person. Point out to the tech the inappropriate behavior and maybe a comeback log.
While you are doing all of this try to find a positive thing or two. Maybe, "Well Bob, we really appreciate the fact that you are here everyday and on time, but...."
Something like that. Just some thoughts.
Sorry to ramble Everyone have a good weekend !!

[Doug]

Nah, I don't think so. I think it's important to be specific and let the guy know exactly who is being effected by his actions. If the advisors have lost confidence in him, he needs to know. In this case, for example, he has made great effort to regain the advisors' trust and all is well.

I think it's a good idea to have witnesses present for a termination but not for employee "counseling". Nobody likes their faults to be discussed in front of a group.....and there's no point in demeaning the guy. That would almost certainly create ill-will and be counter-productive. Take away a man's pride and you may win the battle but you'll lose the war. This, of course, assumes the tech is worth saving. If he isn't, well........

Cheers to all,
Doug

[Farfinator]

I got away from calling them "Written Warnings", but I strongly feel that "Performamce Alerts" should be more frequently utilized.
Most managers tend to avoid these like the plague only to get spanked later when a situation escalates to the point of termination.
It is critical to issue them fairly to any and all employees whose performance is sub-par. It is also critical to clearly define performance standards and establish a finite period during which change is expected, followed by a review after that period.
As it does not appear a written warning has been issued, I would start with a general dept. meeting reviewing the prioritization of work requests and any other sensitive issues.(So as not to single this guy out right away)In this meeting, introduce the department's "commitment" to achieving its goals. Revisit the company's policy of performance write-ups.
Then issue them! Don't be bashful or timid or worse yet apologetic. If, the behavior or performance is disruptive or counterproductive, let the person know it in no uncertain terms.
All too often, we try to remedy these things by trying to be the "nice" guy, pulling the person aside for a "little chat"...Nonsense, document the issue as recommended above, review the warning as suggested with another manager present.
In order for the warnings to be respected, YOU must issue them impartially, and demostrate a commitment to following through the review process.