To Snag Top Talent, Speed Up Your Hiring

In the collision repair industry, word gets from Point A to Point B like an open-road drive in a Ford Mustang GT. So when a good tech is looking for work, they’re going to find it fast. 

If you’re a shop owner in need of a top-level tech — or maybe a tech who’s teachable and driven to be the best you’ve got to be ready to act when one appears.  

Two industry staffing pros, Jason Duffy, who’s principal managing partner with talent acquisition company Collision Action Group in Chelmsford, Massachusetts, and Diane Benting, president of Houston-based Body Shop Jobs, a professional job board for the industry, share critical tips to help shop owners rapidly hire on all cylinders. 

Eyes on the road ahead  

“Maybe you’ll spot a resume that comes in at 11 p.m.,” Duffy says. “Don’t go to sleep; answer it. Because by 9 a.m. the next morning, the qualified ones are going to have companies that are competing to talk to them.” 

Then he adds, “Speed is the No. 1 factor in getting high talent, and then you’ve got to be ready with onboarding, because these people get offers really quickly.” 

Benting agrees — owners who want the best techs need to be watching and ready. 

“Speed matters. You’ve got to have your hiring process down and have your ducks in a row, so when you find top talent, you can make an offer that same day,” she says. 

According to Benting, having your ducks in a row entails an owner reaching out to the candidate by phone or text and having them come into your physical location for a sit-down.  

“Bring them in so you can physically see them and have them tour your shop, so you can make sure they fit your culture,” she says. 

Duffy concurs. “It’s a bit different for every shop and their goals, but you must be working on the ‘people stuff’ every day to hire and retain the top candidates.”  

When Collision Auto Group is enlisted to bring on talent, Duffy notes, “We hire and vet fast and look for coachability. We do hires within seven days, and we don’t drag our feet.” 

How to spot the ideal team member  

The job candidate and the body shop need to be on the same page if the hire is going to result in a win-win. 

Duffy says the process looks like this: “In the first interview, I talk about them, not the shop, because our goal is to help the industry overall. If the potential hire and the shop aren’t looking for the same thing, both will fail.” 

Oftentimes, shops can spot alignment in vision if they see that their shop culture clearly resonates with an employee-to-be.  

“I’m in shops all the time, and the speedy hires that work out the great are when the culture and vibe in your shop are a match with the new employee,” Duffy confirms.  

Benting puts it this way. “Make sure they’re a fit for your company — your core values, your culture, and communicate what your expectations are and what your long-term big picture looks like.” 

For example, if a shop does either a very low volume or high volume of cars each month, and that’s the pace and volume you expect will continue into the future, they’ve got to hire a person that fits with that reality. 

But no matter the typical volume of business at a given shop, once owners find a job candidate that’s attune to the pace, they may find that the one who’s the tightest fit isn’t necessarily the highest-skilled tech. What then? 

Duffy says, “Using your gut can be strong if you’re good at reading it and trusting it. Character and attitude are of key importance, and the technical skills can be taught. Drive and character can’t.” 

This sentiment resonates with Benting, as well. And she suggests using this tactic for the first physical interview with a candidate: “Have them talk about their co-workers and past jobs. You’re looking for attitude and accountability.” 

Circling back to expectations, tell prospective employees exactly what you’ll need from them on the business end. “Maybe you’re hiring for a B-level tech, but you want them to be A-level in six months,” Benting gives as an example. 

What make and model are your shop’s benefits?  

First off, pay definitely matters, just like always. Benefits, on the other hand, don’t necessarily look like they used to.  

“Pay is extremely important, but not for the reasons people may think,” Duffy notes. “Potential hires want less stress about the cost of gas and groceries, of course, but pay is more a reflection of respect.” 

As part of showing respect for employees and an understanding of their lives and needs, Duffy suggests, “Give people raises before they come to you, because you won’t have a profit if they leave you because they don’t feel respected. Give them 3% right off the bat and you’ll get more buy-in to your company.” 

Benting also says shop owners will profit by thinking of the benefits they offer in a fresh light that reflects what rising techs are looking for today. 

“Gen Z wants to get paid, of course, but they’re also looking for what benefits you can offer — like being supportive about family. Maybe summer camp drop-off for their kids is 8 a.m. and you can offer them flexibility for camp week, where they can come in at 8:30. If you work with your employees on these kinds of things, they’ll remember and you’ll keep them around longer,” she states. 

Benting adds that shop owners must realize that new hires are sizing them up against other shops who are competing to hire them. “In the collision repair industry as a whole, you’ll find amazing benefits and compensation,” she reminds. 

A close cousin to benefits, equipment is important, too — and in a way is also a powerful draw for new employees. 

“It’s technology … and what kind of equipment they like to work with,” Benting explains. “Maybe the potential hire is a rockstar in some equipment, but not yours. Or maybe it’s a painter, and they like to spray with PPG, so they’re looking for that.” 

Duffy sums it up by saying, “Good equipment is a very big benefit.” 

Today’s hiring wisdom comes roundabout  

Collision repair shops can snag the best hires when these elements are in place: readiness to call in new candidates same-day for a first interview; eyes open to spot and identify potential employees with drive and attitude that rival or surpass their skills; ability to articulate shop expectations and make sure they align with the employee’s own; a shop culture that exudes positivity, opportunity, and a degree of flexibility; mutual respect among management and techs, reflected in pay and raises; and excellent tools to do the job well. 

If a shop has these elements in place, the right employee will want them. 

“You can always train, but there must be a fit in culture and values for it to work out,” Benting reminds. 

Duffy closes with, “I don’t like the piece of paper hire — it’s my own bias, but a resume’ means nothing. It’s about their character and your gut feeling. A certain drive can out-perform a resume.”