In today’s operating environment, many aftermarket service providers are facing the same challenges, namely finding and retaining, highly skilled and productive technicians. While the recruitment side is a key part of it, perhaps an even bigger factor in the shop’s overall success, is making sure those technicians you do hire, are properly trained and mentored.

The right people and process

Yet doing so, is not always straightforward. At Urban Automotive in Oakville, Ontario, shop owner Mike Urban says that successful mentorship comes down to “pairing the right people, supporting the process and making learning part of the culture.”

Urban notes that shop owners and managers must grasp the fact that mentorship is very much a long-term process, and that good mentors are patient, communicative, technically sound and need to be paired with apprentices that are eager and willing to learn.

“Shop owners [and managers] need to understand that efficiency will be affected in the short term,” says Urban “but the key is to remain positive and supportive.”

There’s also the question of selecting the right people in the organization to perform mentorship roles.

Willing to share

Mark Lemay, President of AutoAide Technical Services, which provides comprehensive training for automotive technicians, says that good mentors are those that have the technical skills and experience required to teach, but more importantly are willing to take the time to share that knowledge and skill sets with others, which in reality, isn’t always easy to do.

Lemay says that often, a busy shop environment—one where service advisors and technicians are largely focused on getting vehicles in and having repair orders completed, doesn’t tend to lend itself well to a traditional training type of environment, and it can be difficult for some of the more seasoned technicians to be willing to share their knowledge and experience.

When they do however, a world of opportunities can open up. Mike Urban notes that the best mentors are often those that may not be the fastest, or necessarily the most proficient technicians in the workshop, but those that take pride in developing others. 

Team players

Urban also stresses that it’s important for shop owners and managers to look for team players “who naturally guide others, and have the temperament to train effectively,” particularly under real-world conditions and pressures.

It’s also critical for shops to have effective buy-in from senior technicians when it comes to mentorship programs. This means not only having effective communication between management and staff, but also making sure that senior technicians understand that properly training new hires will result in a smoother, more efficient and successful shop over the longer term. 

Additionally, effective mentorship also ensures that the skills and abilities of senior technicians are effectively passed on to the next generation, thereby ensuring the legacy of those more senior and experienced techs. 

Allocating time and resources

Once you’ve identified an effective mentor who is willing to train others, the next step is properly allocating both time and resources to ensure they become an effective trainer and mentor. 

Mark Lemay notes that this can seem challenging, at least initially, since one less technician turning wrenches will impact productivity within the shop. Additionally, funds need to be allocated specifically for mentorship programs, and this not only includes the cost of having the senior technicians training apprentices, but also the training required for those senior technicians, so they’re properly equipped to instruct others. 

Lemay says that as a rule of thumb, the shop needs to be prepared to have their senior mentorship technician allocated for at least five full training days a year, out of the shop environment, and have that supplemented with online and evening training activities. “That needs to be an ongoing thing,” explains Lemay, noting that by committing to such learning practices, shops are likely to be far better positioned when it comes to adapting to change and ensuring their technicians consistently have the knowledge and skills to repair late-model vehicles. 

Mike Urban says that despite the short-term sacrifices that putting together an effective membership program requires, the long-term benefits far outweigh those sacrifices. He notes that in the grand scheme of things, mentorship is really about “accelerating the learning curve and turning apprentices into productive team members faster and with fewer mistakes.” 

With technician shortages continuing to be a very real issue for many aftermarket service centres, quality mentorship programs can go a long way to help addressing this issue. As Mike Urban succinctly puts it, “a solid membership program helps retain talent, boosts morale and ensures consistent quality of work. It’s not just about filling bays, it’s about building well-trained, reliable technicians that contribute to long-term shop profitability.”

Additionally, he notes that not only is mentorship about providing effective training, it’s also about modeling sound work ethic, communication and professionalism. Good, effective mentors not only train; they also empower those who learn from them with the confidence and skills to grow and contribute more at both a personal and professional level. “When apprentices feel valued and supported,” says Urban, “they’re far more likely to stay in the trade and grow into leaders themselves.”