YouTube conversation (host Chris Collins + guest) about hiring and workforce management in service environments, focused on trucking/repair shops. Key points: design real career paths and tracked work to improve retention and performance; set and post clear minimum standards; appoint a dedicated (non-working) foreman to manage the shop; actively foster and manage performers — claims that these measures can raise effective performance from perceived ~50% toward ~80%.
Chapters
And then when they're in a scenario where they actually have to work and their work is being tracked and there's a plan and all that. Yeah, some of that can be hedged with having a real career path designed for them. Right. But for the most part, if they're left to. To their own devices, it's. It's much harder to pull somebody back.
Well, the one thing I was also thinking when you were going through that list, Chris, is like minimum standards. Like when you have those systems in there, putting minimum standards and managing the shop, you know, especially within the trucking, that isn't so much flat rate. You can estimate the flat rate of the repair. And having a foreman to manage that, not working foreman, but an actual foreman to manage a shop, and having those minimum standards, as you said posted, we are not gonna fall below this line. That's driving that culture and having performers and managing and fostering that culture has really been the truth to where we've, and I've seen numbers where it's not the 50%, it's closer to that 80%. You know, everyone thinks, oh, I'm 100% plus. It's possible, but it's going to take some work.
