Posted by Kristen R. Felder on May 14, 2013 at 10:30am
Posted by Cheryl Senko on May 11, 2013 at 3:04pm
Posted by Kristen R. Felder on May 6, 2013 at 11:00am
Started by Cheryl Senko in Job Searches May 16.
Started by Martin von Holst in General Apr 11.
Started by Rylan Van Genderen in Collision Hub Feedback and Suggestions. Last reply by Kristen R. Felder Mar 20.
Started by Tyler Claypool in General Feb 6.
Started by Josh Lefler in General. Last reply by Nathan Beaver Feb 1.
286 members
238 members
222 members
Is there value in change – absolutely, is there value in change for the sake of change – doubtful! Change for the right reason is always good; some will say if you are not changing you are not growing and I can agree with that. The problem lies when change happens for the wrong reason which affects stability and this is especially true in personnel changes. Something isn’t going right so you make a personnel change and hmm, that didn’t work, let me make another change.
A big issue in a collision center is management changes. Changing a manager is a big disruption to an organization and goes deeper than most think. It usually sends shockwaves through a shop, technicians slow down and production is reduced to a crawl. Another effect of a management change is in insurance relationships. Insurance companies will put you lower on their list or stop work flow all together. If you have more than one management change in a year an insurance company will take a serious look at the value of your shop. Insurance companies want stability, and will move their business to a shop that has proven to show consistency in their operation. Those actions will hurt the workflow and ultimately the bottom line.
At times reviewing the processes and working towards stability is a better option than making a personnel change. Most of the problems lie in a failed process rather than a failed person. People in general want to do a good job and quite often coaching can move a person to the next level. Employing a coach to work with a manager to help overcome deficiencies can provide the stability needed to allow a company to grow. Together you can check the processes and identify whether it is a knowing problem or a doing problem to determine the best action to take. This investment can prove to be more beneficial than making a change that might not be right and impact your business adversely. If a coach finds that a change is necessary they can help orchestrate the change to minimize the impact.
Stability is the key to success; the consistency it brings will increase morale and make your business more visible to your insurance partners.
Comment
Comment by John Shoemaker on May 17, 2012 at 12:08pm Thank you Cheryl. I also agree with you that employees are an intregal part of process development. I recently developed a best practice series for a customer that included all aspects of the collision repair process. The creation took over six months where I worked side by side with the employees. I combined their practices with proven best practices which documented and enhanced their operations. The employees were excited to be a part of the development and now the practices are followed.
Comment by Cheryl Senko on May 17, 2012 at 11:27am All good points John! Thanks for sharing. Sometimes it's the process that fails the manager however. Managers and employees need to be able to freely question processes and procedures that just don't work and hurt their ability to do their job. I once worked at a shop where you weren't allowed (or you were threatened) if you questioned the process...
© 2013 Created by Collision Hub Admin.





1
2
3
4
5
You need to be a member of Collision Hub to add comments!
Join Collision Hub