What Makes a Good Shop Culture?

Each fleet workplace has its own culture, created by the people who work there but heavily influenced by management.

When fleet professionals talk about shop performance, they often focus on key performance indicators: turnaround time, shop rate, downtime, etc. But in the end, it’s the employees who help achieve those numbers. They’re the ones who work overtime to get the job done, bear the stress of a backlog, and deal with the physical demands of the work itself.

Pay and benefits matter, but they’re far from the only things that affect workplace culture. Since technician recruitment and retention remain ongoing challenges, culture may be one of the most important things fleet leaders can influence directly.

Recognition Matters

Many fleet managers work hard to celebrate successes—a celebratory BBQ, ASE certificates and trophies on the walls, an employee awards program, or an official stopping by to recognize the team for an important achievement. They’re all worthwhile ways to recognize a team.

One thing I think is especially important is recognition for a job well done. Your employees don’t need a pat on the back every day they come to work. But it could be something small—a verbal thanks for getting a vehicle back to a customer sooner than promised, helping a coworker solve a difficult problem, or getting through a tiring shift with a good attitude.

Building a bank of these positive interactions means that criticism isn’t the only interaction employees receive. Some people may only value hard cash, but for others, this recognition is immensely powerful. It shows that you see them as a whole person, and not just an employee there to help you hit performance targets.

Trust, Camaraderie and Growth

Trust and camaraderie between workers are also important elements of a healthy workplace. An ”everyone out for themselves” culture, or one where people are too afraid to ask questions or talk to one another, does not make for a healthy work environment.

Some of my favorite shop stories involve experienced technicians taking newer employees under their wings. That’s the kind of behavior every fleet organization should encourage. With the industry facing technician shortages and an aging workforce, that willingness to teach is more important than ever.

Training plays a role as well. Technician certifications, manufacturer training, conference attendance, and other professional development opportunities send the message that employees have a future with the organization. People are more likely to stay when they feel they are learning, growing, and building a future within the fleet org.

Culture Starts with Leadership

Managers have tremendous influence over how a shop feels. When leaders treat people with respect, communicate openly, and recognize good work, that attitude often spreads throughout the organization.

Of course, decisions can’t be made in a vacuum. Fleet leaders are often balancing competing priorities that employees may not see. Sarasota County, Florida, Fleet Manager Justin Mullins, CPFP, told me his team had discussed flexible schedules to improve retention. But when work isn’t completed as quickly as customers expect, those same decisions can draw criticism. Fleet professionals can be caught between taking care of employees and meeting organizational expectations.

Sometimes culture shows up in less obvious ways. Mullins also described fighting (successfully) to include climate control in a new facility, since local dealerships already offered it. Decisions like these send a message to employees that leadership is advocating for them and investing in their work environment.

In smaller organizations, leaders often have a good sense of what’s happening on the shop floor. In larger organizations or those with multiple locations, that’s much harder. That’s why supervisors should remember they play an important role in shaping culture day to day.

Small Changes Can Make a Difference

Sometimes, external circumstances dictate that people leave their organization. But many employees stay because of something less tangible than compensation: camaraderie, trust, and confidence in their leadership team.

It’s easy to say, ”Well, I can’t change that.” But after talking to Craig Croner at the City of Glendale, Arizona, about how he made significant changes to improve the fleet operation, I’m convinced most fleet leaders can at least try. Big changes won’t be easy, and they won’t happen overnight—and frankly, some won’t happen at all. But employees recognize when leaders are looking out for them. Whether it’s a thank you, a training opportunity, or fighting for a better work environment, these small actions can add up to a culture people want to be part of.