We have all heard of the potential negative consequences of extending our equipment lifecycles to accommodate current budget pressures. For the most part, fleet managers tend to express their concerns about an aging fleet in terms of increased workloads, parts costs, and reduction of return on investment. But there is another aspect to maintaining an aging fleet…the need to attract and retain an experienced workforce. 

Generally speaking, older fleets require more experienced mechanics to maintain. When you have a fleet that is maintained within lifecycle you can usually predict what maintenance issues will arise within the course of its service.  However, older fleets become exponentially more difficult to maintain as they continue to age. Wiring harness problems, faulty sensors, and internal engine/transmission failures place more significance in the mechanic’s diagnostic abilities. 

Recently, I was conducting interviews to fill a junior mechanics position. Because of the economy, I had my choice of many qualified applicants. Some of them had experience well in excess of most of my current staff. Obviously, these people were out of a job and needed the work, so hiring them at the starting salary would not have been an issue. But I decided not to take the easy way out and instead fought with my Human Resources staff to hire the applicant at mid-point of the salary range. I did that not only because of his qualifications, but also to keep him when the economy eventually turns around.  While many other city departments looked for just a body to fill a position, I needed to have an experienced professional who knows what they’re doing.

I guess the point I am trying to make is that when you hire someone, don’t pay them for the here and now, compensate them according to their true net worth to your organization. While there are a lot of experienced mechanics out there who would jump at the chance to obtain employment at any salary, they would also likely to be the first employee to jump-ship in better times.

Lastly, have one of your Human Resources staff members present during the interviews potential of candidates. Develop a list of specific technical questions that will accurately probe the applicant’s level of diagnostic knowledge. I did, and because the HR staff member personally witnessed the importance of a mechanic’s diagnostic intellect, he was able to gain a better understanding of my requirements and become an advocate for my salary proposal.