Tool allowances, focus on culture prove effective technician retention strategies
We previously introduced ways to improve technician hiring and retention through better health benefits and PTO. Today we focus on less obvious rentention tools.
Technicians aren’t just weighing pay and benefits anymore—they’re also looking at the tools, training, and long-term opportunities a shop provides.
Tool allowances, training programs, and structured career development opportunities are also important to techs. The technician profession is unique in that techs are expected to purchase their own tools, and even modest allowances can help support employees. “It depends on what you can afford, but even if it’s $100 a year, it helps,” said Peter Cooper, CEO of Ascend Consulting.
Leonard’s Express aims to do more for new technicians in the industry.
“We give them $2,000 worth of tools to start off if they don’t have anything,” said Dave Forgie, VP of maintenance at Leonard's, adding that technicians also receive $150 for tools every six months on an ongoing basis and a boot and safety glasses allowance. “We do all these things trying to get people who want to show up and learn every day.”
Training programs can also play a major role in long-term retention. At Kerry Brothers Truck Repair, employees receive 40 hours of paid training a year and financial incentives tied to professional development. The company also pays for CDL training if technicians want it. “It’s really about making employees feel like we are investing in their success,” said William Kerry, president of the company.
Ashley Sowell, CEO and co-founder of Integrity Fleet Services Inc., said structured career pathing is an important retention tool. “In a maintenance environment, growth opportunities matter,” she said. “When employees see a clear path forward and know we’re willing to invest in their development, it builds loyalty and long-term commitment.”
Improving the company’s culture
While benefits programs can influence recruitment and retention, many operators emphasize that culture and communication remain equally important. “Our culture is everything that drives almost all of our decisions,” Kerry said, crediting the company’s culture for its growth. Today, Kerry Brothers has more than 100 employees, up from six in 2015.One of the things Kerry has focused on is employees’ financial health. “Financial issues are one of the most stressful things for people,” he said. “If you can help them avoid some of those issues, they come into work happier.”
The company focuses on financial education, helping techs create household budgets to save toward their goals, and offers free, one-on-one financial guidance with a financial advisor to help employees understand retirement planning and use the company’s 401(k) plan. Employees’ spouses or partners can also join in to better understand the long-term value of the 401(k) match.
Sowell said 401(k) and life insurance show technicians that “we’re thinking about their long-term security, not just their immediate needs.” Integrity Fleet Services also tries to incorporate meaningful cultural touches, like birthday time off, anniversary recognition, and family-inclusive events, “because we believe employees perform their best when they feel valued not just as workers, but as people.”
Kerry Brothers also hosts company gatherings throughout the year. The company holds an annual summer party and a holiday celebration for employees and their families. “There’s a magician, a face painter, and Santa, and we do giveaways. Last year, we gave away a car, a paid vacation, and things like TVs and scooters,” Kerry said.
Playing the long game
Even with careful planning, benefits programs can become even more expensive over time. At Kerry Brothers, for example, healthcare costs grew significantly as the company expanded. “Our health insurance is about $90,000 a month,” he said. “There are a lot of moments where you realize how quickly those costs can add up.”
Jay Goninen, co-founder and president of WrenchWay, said businesses have to ensure their operations remain financially healthy before offering or expanding benefits. “You still have to run a profitable shop,” he said. “If your labor rates aren’t where they should be or your expenses are out of control, it’s going to be difficult to provide those benefits.”
Sowell said it is also important for shops to plan ahead. “It’s not just about offering attractive benefits today. It’s about building a structure the business can support long-term,” she said. “That stability ultimately protects employees just as much as the benefits themselves.”
No matter what benefits shops decide to offer, making sure job candidates and employees understand what is available is key. “When organizations share information about benefits regularly and promptly, employees gain a better understanding and make use of them, leading to higher workplace satisfaction,” said Laura Marzi, chief marketing officer for employee benefits at insurance group The Hartford.
She recommends explaining benefits during onboarding, holding educational sessions during open enrollment periods, and helping employees understand how various programs fit into their broader goals and needs.
Even as shops expand benefits offerings, compensation remains a primary concern for many technicians. In the WrenchWay study, 82% of diesel techs said higher pay was the No. 1 issue they would change about the industry.
Forgie agreed that pay has a lot to do with technicians’ decisions. “For us, we usually try to keep tabs on what other shops are paying through market research, but we also focus on the ‘all in’ pay, so to speak,” he explained. “Are the benefits the same? Is the PTO structure, 401(k) better? We’ve seen technicians leave for more money, but also been able to retain them because we can offer more than just a dollar amount.”