Hiring Out of Urgency Is One of the Most Expensive Mistakes a Shop Owner Can Make

One of the biggest hiring mistakes shop owners make isn’t hiring the wrong Automotive Technician.

It’s hiring from urgency instead of control. We regularly refer to this as a scarcity vs abundance mindset.

I learned that lesson the hard way.

When a Good Technician Leaves, and the Team Isn’t Sad

A few years ago, one of our shops had a long-time Automotive Technician who was solid

technically but inconsistent culturally. One day he was great to be around. The next day, you gave him space and let him work in the corner by himself.

Eventually, he came to me and said,

“I want to build what you built. I’m opening my own shop.”

He gave his notice.

In some situations, we’ll have a deeper conversation to see if there’s a way to salvage the relationship. In this case, people come and go. The rest of the team wasn’t upset. It was time.

The real question wasn’t who was leaving.

It was what we did next.

Recruiting Stops, and Urgency Takes Over

At the time, we had a newer partner running that location. We had allowed him to handle recruiting and hiring without much input from us.

I preach to recruit 365 days a year. Literally. Every day.

So when I asked who he had in his bullpen of talent, his answer caught me off guard.

He told me his dad always said not to waste money recruiting.

“Technicians will show up when we need them.”

I adore his dad. But that advice doesn’t work anymore.

We put some ads out. Spent a little money. But recruiting is like pushing a boulder. It’s hard to get it moving, especially during the busy season when technicians tend to stay put.

Instead of patience, urgency crept in.

And urgency creates scarcity thinking.

The Red Flags Were Obvious

A technician applied claiming to be an A Tech, wanted veteran A pay, and was available to start immediately.

That alone is a red flag.

When I looked closer, every previous shop he worked at had a bad story attached to it. My 25 years in the shop at that point told me this was a C technician at best.

I said plainly,

“He’s not a fit.”

But sometimes in partnerships, you concede in hopes someone else sees something you don’t.

The new tech started Monday.

Monday Morning Told Us Everything

Monday came.

He showed up with no tools. None.

We lent him tools while he promised to build his own collection. In this industry, hand tools are the technician’s responsibility. Shops buy equipment and specialty tools. We even provide uniform toolboxes so the shop looks professional.

First job: an oil change.

We always start new hires with lower-level work to get comfortable with our workflow. He refused.

He said he would only do engine work.

That was a major problem.

Maintenance services aren’t just oil changes. They’re inspections. They’re how we protect customers, minimize inconvenience, and plan same day repairs efficiently. Everyone does them. No exceptions.

After a short conversation, he did the oil change, poorly.

Oil spilled on the engine cover. Drips on the frame. Greasy handprints on the windshield sticker. Maintenance light not reset.

All things our managers catch before a car leaves, thankfully.

Next job: fuel pump replacement.

I walked away for two minutes. Then I heard a loud bang.

He had removed the tank straps without supporting the tank and dropped the gas tank straight onto the floor. Damaged the tank and an evap line. Everything was repaired properly before the customer got the car back.

By 10:30 a.m., I sat him down.

He wasn’t a fit. So he blamed us, called me a few names, and stomped off.

Scarcity Hiring Always Costs More

For a week, we borrowed a technician from another shop while I took over the search.

Because we recruit all the time, I already had lower skill technicians on the bench.

That’s intentional.

I like lower skill.

Hiring isn’t just about filling a role. It’s about retention, development, and culture.

We hire based on attitude, aptitude, and ethics first. Skill comes later.

Why We Build Technicians Instead of Buying Them

Our process is simple:

• Start at the bottom

• Learn organization and workflow

• Master inspections, oil changes, tires, brakes

• Move into diagnostics

• Then internal engine work

It takes time.

But developing good habits is easier than retraining bad ones.

We give our technicians the time, tools, training, and accountability to succeed. Then we get out of their way.

We’ve seen incredible growth from people who had very little experience when they started.

How We Made This Scalable

We solved this problem in two ways.

First, we built a permanent recruiting engine. Our in-house marketing company, Northbound Media, has a division that only handles recruiting ads. All day. Every day. No guessing if it’s being done.

Second, we built an internal training team. Technicians train technicians. One focuses on maintenance. One on diagnostics. One on workflow and efficiency.

Everyone in those roles earned them by coming up through our system.

In our shops, “Precision” isn’t a slogan. It’s the standard. We encourage technicians to ask for someone under them to train so they can move up.

From Scarcity to Abundance

Because we recruit constantly, train intentionally, and stay personally involved in hiring decisions, we no longer hire from urgency.

We hire from abundance.

It’s a slower burn.

But once the boulder is moving, it burns hot and it burns for a long time.

Written by James Stephenson, Master Technician, Multi-Shop Owner, and Founder of Lotus Consulting.James actively owns and operates Auto Repair and Automotive Service Businesses across Massachusetts and Connecticut.