Bringing on an apprentice is an investment, but it’s one that can pay off in ways many shop owners overlook. For starters, apprentices often cost less up front compared to seasoned technicans. But that’s not where the value ends. The real win is retention. When you train someone from the ground up, they learn your way—your systems, your tools, your standards. 

Greater sense of loyalty

They don’t bring old habits from other shops, and they often feel a greater sense of loyalty because you gave them their start. In our shop, one apprentice we trained from scratch now handles some of our most complex diagnostics. The return on investment isn’t just in billable hours; it’s in dependability, morale, and long-term team stability.

Apprentices also bring something seasoned techs may not: curiosity and adaptability. These young professionals are digital natives—they grew up with smartphones, tablets, and YouTube tutorials. This makes them quick to learn digital vehicle inspections, shop software, EV systems, and ADAS calibration tools. In many ways, the automotive industry is becoming more of a technology sector. Hiring people who are already wired for digital thinking gives your shop a serious edge.

Managing versus mentoring

There’s a big difference between managing someone and mentoring them. Managing means assigning tasks and checking for completion. Mentoring means explaining the “why” behind what we do and helping the apprentice see how their skills will grow over time. At Urban Automotive, we focus on mentorship. We want every apprentice to see a clear ladder: from sweeping floors to oil changes, from inspections to diagnostics. Our most successful apprentices are the ones who felt they were being guided, not just used.

Giving apprentices meaningful tasks builds confidence and respect. No one wants to feel like the “shop gopher.” Let your apprentices shadow senior technicians on real jobs. Let them ask questions and even make mistakes (within reason). When we explain the “why” behind the repair—not just the “how”—we empower them to become thinkers, not just doers.

The nurtured advantage

Industry research shows that apprentices who are nurtured early tend to stay longer than lateral hires. When you bring someone in from the outside, you never fully know what you’re getting. But someone who’s grown with your business already knows the culture, understands the workflow, and feels connected to the team. If you want good people to stay, help them grow. Pay for their RSE tests. Support them through licensing. Provide paid training days. Partner with local high schools and trade colleges. These are the kinds of incentives that build loyalty—and loyalty builds great teams. We’ve seen firsthand that young technicians thrive when they know their employer believes in their potential. If you want your apprentice to stick around, show them a path forward.

Of course, objections come up. We hear them all the time from other shop owners. “Apprentices take too long to train.” Sure, but so does hiring someone new every six months. Think of it this way: every seasoned tech you ever hired was once a greenhorn. The difference is whether you want to shape them yourself or deal with someone else’s bad habits. Another one is, “What if they leave?” But here’s a better question: what if they stay and you never trained them? That’s even worse. Apprentices who feel stuck or unsupported are more likely to bounce. But those who are invested in tend to invest back. Then there’s the classic, “My shop is too busy.” Every shop is too busy—until one of your techs quits or burns out. Then you’re desperate. Train now so you’re not scrambling later.

Planting the seed

With that in mind, start planting the seeds today. Five years from now, what do you want your team to look like? If your top tech is nearing retirement, who’s replacing them? If you don’t have an answer, the time to act is now. Hiring apprentices isn’t just about filling gaps—it’s about building the future of your business. You can’t buy loyalty or culture, but you can grow it. You can nurture it. And it all starts with that first “yes.”

Here’s the challenge: Take on one apprentice. Commit to one year. Mentor them like they’re going to run the shop one day—because they just might. The legacy of your business isn’t the cars you fix today—it’s the people you train for tomorrow.