Talk to almost any collision repair shop owner today and you will likely hear the same complaint: “We need people.” Not just more people, but qualified people. Experienced body technicians. Painters who can consistently produce quality work. Estimators who understand both the technical and customer-service sides of the business. Detailers, metal technicians, apprentices and front-office employees who can keep a busy shop moving.
The shortage has become one of the biggest challenges facing collision repair businesses. For shop owners, the consequences are significant. Empty positions mean cars stay in the facility longer, production slows, overtime increases and existing employees become stretched too thin. Eventually, the hiring problem can become a retention problem when good employees burn out from carrying too much of the workload.
Unfortunately, there is no single solution. But there are several things shop owners can do to make the problem more manageable and, in some cases, turn hiring from a constant headache into a long-term competitive advantage.
One of the biggest changes a shop can make is to reconsider what “qualified” means.
It is understandable that an owner wants to hire an experienced technician who can walk through the door Monday morning and immediately produce at a high level. But if everyone is searching for that same person, the candidate pool becomes extremely small. Instead, consider hiring for aptitude, attitude and work ethic, then developing the technical skills.
As one of my mentors said which I still hold dearly “Hire character, train talent.”
A candidate who has experience repairing vehicles is certainly valuable. But so is someone who demonstrates mechanical ability, attention to detail, reliability and a willingness to learn. A person coming from another skilled trade may already understand tools, measurements, safety, problem solving and working with their hands.The question should not always be, “Can this person do the job today?” Sometimes the better question is, “Could this person become very good at this job with the right training?”
Even highly skilled employees can perform very differently depending on the day and the circumstances. What you are providing so that the person can perform at their best as much as possible? That shift opens the door to candidates who might otherwise be overlooked.
If a shop only starts recruiting when someone quits, it is already behind. Successful hiring increasingly requires thinking about recruitment as an ongoing activity rather than an emergency response.
Shop owners should build relationships with local high schools, community colleges, technical schools and collision repair programs. Invite instructors and students to tour the facility. Offer internships or job shadowing opportunities. Participate in career days. Give students an opportunity to see what a modern collision repair facility actually looks like.
The industry also needs to do a better job of telling its story. Many young people as well as their parents still have an outdated image of collision repair as dirty, repetitive work. Modern collision facilities are technology driven businesses. Technicians work with advanced materials, computerized measuring systems, driver-assistance technology, sophisticated refinishing equipment and increasingly complex vehicle systems. That is a compelling career story.
Shop owners should sell the profession, not simply the position.
Hiring an inexperienced person does not mean lowering standards. It means creating a structured path to reach those standards.
An apprenticeship or trainee program can begin with relatively simple responsibilities and gradually introduce more complex work. Pairing a newer employee with an experienced technician can accelerate learning while also giving the senior technician an opportunity to develop leadership skills.The key is structure. “Watch Joe and learn” is not a training program. Define what the employee should learn, who is responsible for teaching it, how progress will be evaluated and what the next level looks like. Create milestones for 30, 60, 90 days and beyond.
Employees are more likely to stay when they can see a future with the company.
A young technician who understands that mastering certain skills can lead to higher pay, more responsibility and greater independence has a reason to invest in the job.
Training is sometimes treated as something a shop does when business is slow. That approach needs to change. Training is part of production. Every employee has something they can improve, whether it is technical knowledge, estimating accuracy, communication, efficiency or leadership. Shop owners should identify those opportunities and create a regular training schedule.
That may include manufacturer training, industry courses, online education, hands-on demonstrations or internal training sessions.
There is another benefit, training demonstrates that management is willing to invest in employees. People notice. An employee who feels the company is helping them become more valuable is more likely to view the job as a career rather than simply a paycheck.
Compensation is obviously an important part of recruiting and retaining employees. Shops cannot ignore market wages and expect talented people to stay simply because they like the workplace. But money is not the only factor. Employees also care about predictable schedules, benefits, equipment, management, workplace culture, advancement opportunities and whether they are treated with respect.
A shop offering slightly higher wages but operating in a chaotic environment may struggle to retain people. A well-run facility with clear expectations, modern equipment, good communication and opportunities to advance can be remarkably attractive.
Shop owners should periodically ask employees a simple question: “What would make this a better place to work?” The answers may be surprising. And more importantly, employees will notice whether management actually does something with the feedback.
The collision industry has an enormous opportunity to broaden its recruiting efforts.
Women, career changers, veterans, workers coming from other trades and people who have never considered collision repair may represent significant untapped talent.
But reaching those candidates requires changing how jobs are marketed. Instead of posting a long list of requirements that describes the ideal candidate, explain what the company provides.
What training is available? What tools and technology will employees use? What does advancement look like? What is the culture? What benefits are offered? What makes the shop different from the facility down the street?
A job advertisement should answer the candidate’s question: “Why should I want to work here?”
There is an uncomfortable reality about the hiring problem: Sometimes the fastest way to solve it is to stop losing the people you already have. Every employee who leaves takes knowledge, productivity and training investment with them. The shop then has to spend time and money finding a replacement.
That makes retention one of the most important components of a hiring strategy.
Pay attention to workload. Watch for burnout. Make sure employees have the tools and equipment necessary to do their jobs efficiently. Recognize good work. Address poor performance fairly and consistently. Provide opportunities to learn and advance.
And communicate. Employees should not have to guess what management thinks about their performance or where the business is headed. A short, regular conversation with an employee can prevent problems from becoming reasons to leave.
Technology will not eliminate the workforce shortage, but it can help shops accomplish more with the people they have. Modern estimating, scheduling, parts management, production management and diagnostic technologies can reduce administrative work and improve workflow. Better processes can allow skilled employees to spend more time doing work that actually requires their expertise.
This is especially important when recruiting newer employees. A well-organized shop is easier to train someone in than a chaotic one. Clearly defined processes reduce the amount of tribal knowledge that new employees must absorb. Before deciding that a shop simply needs more employees, owners should examine where time is being lost. Sometimes the solution is another technician. Sometimes it is a better process. Often, it is both.
Your best recruiters may already be on your payroll.
Employees know other technicians. They know people from previous jobs, trade schools and their professional networks. They also know exactly what it is like to work at your shop. Consider creating a formal employee-referral program with a meaningful bonus for successful hires.
But don’t stop there. Ask employees to share job openings on their social networks. Show off the shop’s culture online. Celebrate certifications, promotions, new equipment and employee achievements. Let prospective employees see the people behind the business.
The goal is to make the shop a place where employees are proud to tell others, “You should come work here.”
There is no quick fix for the collision industry’s workforce challenge. A shop cannot solve a year’s long shortage with one job posting. But owners can build a different approach: recruit continuously, hire for potential, develop apprentices, invest in training, improve workplace culture, create career paths and retain the people they already have.
Most importantly, recognize that the labor shortage is not simply a Human Resources problem. It is an operational and strategic issue.
The shops that figure out how to attract, train and retain people will have a significant advantage over those that continue competing for the same small group of experienced technicians.
The future of collision repair will belong not only to the shops with the best equipment or the highest car count. It will belong to the shops that can build the best teams.
That starts with a simple realization: If the people you need aren’t available, you may have to stop waiting for them to appear and start building them yourself.