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ByEngine Builder staff on August 12, 2020

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No matter what strategy you adopt to find new employees, just make sure you cast your net widely and make sure you find people who are willing to join the company, regardless of their position.

You never know when you will enter the market to find new employees. You may be well-staffed now, but what if you want to expand your store, provide additional services, or need additional manpower to handle the increased workload? Or, what if you lose an employee to the competition?

In any case, are you ready to deal with this vacancy and know where to start looking for replacement employees? Even if you do, will you find a qualified employee with the skills and motivation needed to succeed in the industry?

In order to provide you with some insights and ideas on the best ways to recruit new employees for your store, we asked our Instagram audience for their opinions on the subject, as well as several store owners who have recently gone through the hiring process.

In our Instagram poll, 40% of respondents said they recently hired new employees, and 76% said it was not an easy task. In those shops that hire new employees, 52% said their new employees did a good job, and 48% said they did a bad job.

Then we asked them where they found their employees, and as expected, the answers were very different. The shop owner used anything from job sites (such as Craigslist, Facebook, Indeed, LinkedIn, and ZipRecuiter) to more traditional channels (such as other stores, distributors, and technology schools). However, friend recommendation and word of mouth as the most commonly used methods are still close to the top of the list. This seems to be a good reason.

"Those relationships in the industry will be the biggest assets," said Jared Alderson, owner of Kill Devil Diesel. "There are many tools available to recruiters and present your position in front of a large audience, such as Indeed and ZipRecruiter. These are great, but in the end, people in your circle or in your extended circle become you for some reason Part of a circle. The more you pick from that circle, the better they fit. Not always, obviously. There are many good candidates out there that we don’t even know exist.

"However, our best employees are definitely people who are motivated and want to learn. They are not just looking for a job, they want this job. They want to learn, they want to get involved in this industry, or they are hobbyists. This motivation factor It's definitely huge."

Alderson is not alone with this mentality. Regardless of whether job applicants have any previous experience, the biggest factor in their ultimate success depends on their motivation and determination. They hope to learn there and work hard to provide more help in the store. The problem is to find people with this motivation.

Graham Jones of FastTimes Motorworks said: "Everyone wants to be involved in these things until they realize what it takes to do it." "Most people now don't seem to have this kind of technical ability. It seems almost impossible for anyone to do anything."

However, not every store has this problem, because many of the larger, well-known motor sports apparel often choose junk when talking about the best candidates, because these stores are attractive to young people. Although this may be part of reality, these stores only account for 1% of the industry. Most engine workshops across the country urgently need additional manpower, especially in today's high demand for engines and engine components.

"We have been very busy, considering the development of the times, which is of course a blessing, but growth and keeping up with the overwhelming demand of orders and customers are not achieved overnight," Alderson said. "Most customers are very willing to accept this, but in the age of Amazon we live in, some customers want instant gratification. We are still a small family business in rural North Carolina and may not be able to cope with growth."

In fact, Kill Devil Diesel has doubled its number of employees every year for the past two years. It has hired 5 employees in the past three or four months alone, bringing the total number of diesel workshops in Alderson to 16, which has both advantages and disadvantages.

"In the past three or four months, we have hired five people," he said. "This is very helpful because it frees up some of our other employees to learn some more advanced machining in order to take on more of these responsibilities in a day. We can still hire one or two more people. But we need A certain sense of stability. We don’t want to hire 20 people in a month. It will also slow you down before you speed up to train them and keep them up. This is just part of it."

Alderson said that in order to allow new employees to adjust to the environment and observe whether they will sink or swim, Alderson said that many new employees start with the demolition/cleaning area.

"Many times, we will start hiring new employees during some disassembly/cleaning phases because it helps to show whether they have the discipline to do more or learn more," he said. "It also allows them to learn parts and nuts and bolts. This is a good proving ground and we can trust them to perform higher-level tasks, such as operating CNC machines or assembling machine heads or assembling engines."

Alderson has been trying to keep up with the growth of his business, but it has not grown so fast that he can still adapt if external influences change the volume of business entered.

"The difficult part is that these are uncertain times," Alderson said. "Regardless of whether I promise to hire someone or not, I don't want to hire someone, and then tell them six months later that I'm sorry, we don't need you anymore. It's not fair to them, and I don't want to operate like that.

"You can only hire a passionate person to help, but in this industry you have to be quite selective. This is the difficult part. We can hire someone today, but we don't want to end up with a high churn rate and a high churn rate. , Because you are always training new employees. This is too dangerous, especially from the perspective of employees’ comprehensive knowledge wealth.

"If everyone has been doing this for years, then everyone's comprehensive knowledge or comprehensive experience will be much greater. If you replace 60% of your employees every six months or a year, you will never really accumulate this knowledge ."

Despite these concerns, Kill Devil Diesel is fortunate that his team works well, and Jared attributes this to the background of many of his employees in Monster Jam and the success of word-of-mouth recruitment.

"A lot of our employees come from Monster Jam, and so do I," he said. "This provides us with more unique, broad and diversified skill sets, making it easier for us to be flexible. I can let different people run different machines or disassemble, process or assemble. People can float a bit and cover us A busy place or a place in need of help.

"We are very lucky, we have a group of very good people. They say everything is for a reason, so other people who did not call, did not show up, and did not succeed, hope that there is a reason. In hindsight, even though that day We need them, but I might be happy that it took a few weeks to find the "right" person. We didn't get rid of anyone. There was some learning curve along the way, but we were lucky that everyone had learned."

Not every store is lucky enough to eventually meet the right staff for the vacant position. In some cases, these stores just need to continue to operate. An example is the David Machine Plant in Georgia. The owner, David Linder, had many employees come and go without much impact.

"We haven't found a way to get reliable employees," Linder said. "After trying all of this, we kind of appealed to the fact that we will only keep one small store. We will keep four employees and be six months behind on the job."

What Alderson is excited about is the cooperation with the local community college, which should be good for his own store employees and potential future employees.

“Our Albemarle Academy here saw some of the same vacancies we encountered when looking for CNC operators in our area,” Alderson said. "They know there are opportunities to teach people these skills, so they have some CNC machines and programs there to teach children Fusion 360 and Mastercam and manual machining courses. We are establishing a two-way partnership with them to send some of our people There, they may know the specific details, but do not have any formal machining experience to receive formal training. In addition, we are happy to work with them in our shop for internships, so we are working hard to fine-tune the appearance of the program. We have already Several graduates of the project or those who are about to graduate have been contacted."

Like any way to find employees, schools are not always foolproof. It still depends on the individual, and as mentioned earlier, whether they have the appropriate drive.

"I don't think it was the school's fault," Linde said. "I think they have the same problem-it is difficult for them to find qualified people to complete their school. I have studied the knowledge and technology [available in these schools], which is a killer feature. Students who are good at engine manufacturing will not be in You stay in the store for too long. Good people have all kinds of opportunities."

No matter what strategy you adopt to find new employees, just make sure you cast your net widely and make sure you find people who are willing to join the company, regardless of their position. This will ultimately be the differentiating factor between successful employees and those who are looking for another new job.

"Recruitment is important. Retention is doubly important," Alderson said. "It is interesting to compare opinions with others in the industry to try to confirm that we are on the right track or that we are not anomalous or anomalous when hiring new employees. Everyone we talk to is trying to hire or has already hired , They just want to keep up. They are crazy. This really just highlights the importance of these relationships in the industry." EB

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