AGRR Magazine

AGRSS Matters

The remainder of the first afternoon was devoted to understanding the new AGRSS self-audit program and understanding the registration process and training.

Attendees broke into two groups (already AGRSS registered and non-registered companies) for the next session. The registered companies heard a presentation by Carl Tompkins on understanding the new self-audit program, and non-registered companies heard Cindy Ketcherside, Jean Pero, Charles Turiello and Mike O'Hara discuss the AGRSS registration process.

Ketcherside and Tompkins are also slated to give a presentation in the NACE educational program today on the AGRSS Standard. "We want to make other groups aware of this. Spread the word," Tompkins explained.

The training panel was moderated by Bob Beranek and included Carl Tompkins, Roger Pickett, Cindy Rowe Auto Glass, and James Coman, Glasspro Inc.

Tompkins discussed training ownership and management. "Training starts at the top of the company," he said. He told the story of the vice president of a large company who complained at the end of a training program that a lot of money had been spent and nothing had changed. A representative from the training institute asked him, "Where is your certificate that you've been trained?" "That's not for me. I've got a lot of people to manage," was his response. The training representative then told him that the most common comment from the employees who had been trained was, "When is my boss going to receive training?" That, said Tompkins, sums it up. "Ownership and management must set the example."

Tompkins emphasized that the skills taught have to become part of a written accountability in the employee's job description.

Pickett discussed customer service representative training. His company has developed a comprehensive training program for these employees. The program has five levels of achievement which the CSRs can achieve. Each has a study guide that describes the certifications necessary to achieve the level and move on to the next one. "It was important that we provide the education for them," he explained. "They will succeed not because of the scripts, but because of the information which we provide in these guides," he added. "We're committed and that means a lot of time and effort," he said.

Technicians was the topic for Coman. He discussed the difference between hiring technicians versus selecting them. "We learned our lesson. You do the due diligence," he told the group.

"We strive for every candidate, regardless of experience, to go through a selective interviewing process," he explained. "They interview with three different people at three different times of day at three different locations."
Once the decision has been made to hire someone, he explained, the new employee's experience is measured by time with Jeff Olive, senior training consultant with the company. "This can be as short as a few days or as long as two to three months," Coman explained. Olive has developed a 40-point evaluation sheet which is used to measure a technician's skills.

According to Coman, the challenges of technician training are discerning when a tech is ready to be on his own and the fact that it is not as efficient as it could be when working with more than one technician at a time. "Technician training is a necessary expense in the success of our company," he concluded.

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