Subaru Wholesale Parts Dealers

“Students felt they didn’t fit into a shop’s culture or were making a difference; they were essentially lost in the business model,” said Helterbrand. “We’re all so busy doing processes, we forget we’re people.”

W orst of all, according to Helterbrand, he found employers were often shortsighted and convincing students they didn’t need an education.

Two students at Matrix Trade Institute mapping a vehicle with one of the institute’s blueprint/ technical writing stations

“For a student, who has low self esteem, that’s detrimental for their success because they always feel like they aren’t completing something,” said Helterbrand.

Helterbrand also reached out to several OEMS in the industry with internships programs, including Toyota, Honda, GM and Ford. He found retention was very high within these programs and wanted to learn more about how they keep students motivated.

“The OEMs do a very good job of what I call ‘culture experience,’” he said.

A pilot project was then initiated at Ranken College using the best practices from the OEM programs. It consists of five semesters of learning, which includes a semester of aluminum training.

As part of Ranken’s program, students are paired with a mentor. Together, they follow an operator game plan, outlined in a booklet that walks them through the learning process. The intent is to keep track of what is accomplished, so neither the mentor nor the student becomes overwhelmed.

“The idea behind the automotive program is to make somebody productive on Day One,” said Helterbrand. This may include teaching students about tear down methods, detailing or R&I. Industry training is provided from organizations such I-CAR, SP/2 and ALLDATA.

A set of tools is also given to each of the students.

“If we are going to put our students to work, we need to make sure they have tools,” said Helterbrand. “We don’t want them digging in other people’s toolboxes. They need to have something they feel is theirs.”

In addition, students learn about shop culture and develop interviewing skills. The goal is to find a place for them to work in the industry after the first eight weeks of hands-on training.

Helterbrand said Ranken Technical College and other accredited technical colleges and high schools must ensure students are receiving high quality education so they are marketable when they graduate.

“The industry plays a very big role in this,” said Helterbrand. “We have to be able to help students prepare themselves for the industry.”

Working together, his hope is they create lifelong learners who aspire to be part of the industry for the long term.

More information about the pilot program is expected to be announced in late summer 2020.

Implementing Hands-on Efficiency Training at Matrix Trade Institute

Dustin Peugeot, CEO and co-founder of the Matrix Trade Institute, said it’ s critical to look at workforce development and technician training through the lens of a student.

“If we forget that, whatever kind of education or training we provide won’t resonate with the student,” he said.

The Matrix Trade Institute was established two years ago in Beachwood, OH, and is currently expanding to Detroit.

“We’re the new kid on the block but fortunately, we have done more things right than wrong and built some nice momentum,” he said.

Peugeot said that too often, employers find that entry-level technicians don’t have the proper training or skills needed to be effective and productive on the shop floor.

As a result, Matrix assists employers retain and grow the next generation of technicians. Peugeot said the goal is to create an environment where shops ultimately hire fewer employees, by boosting productivity and creating a cohesive culture.

“W e believe the best recruiting model is a great retention model,” said Peugeot.

Nico is a student at Matrix Trade Institute

Their focus is to “revitalize, retain and recruit.”

“We all fight that battle of trying to get the best and brightest to feel good about entering the trades,” said Peugeot. “We have to put forth the effort to make that as appealing as possible, not only for trainees, but also for the people in their lives who need to support and be proud of their decision.”

He stressed the importance of investing time and energy into the development of current employees. The first step is talking to employers about the various ways they can encourage their teams to become more involved in their own development and plot a career path, based on training, education and growth.

By taking this approach, Peugeot said employees will never have a reason to leave the business, because they are being provided with all of the skills required to do their jobs effectively.

The next step is revitalizing employees by investing in their skills and growth, offering specific skills training and increasing production.

Ultimately , Peugeot said this allows shops to recruit differently and find employees to focus on specific See Lifelong Learners, Page 45

Think Genuine Subaru Parts.

We’re focused on getting you the Genuine Subaru Parts you need — fast and competitively priced. Put us to the test on your next Subaru repair or service job.

The following dealerships are eager to serve your needs. Call your local Subaru collision parts specialist today!

MINNESOTA Luther Bloomington Subaru Bloomington (800) 451-5078 Direct (952) 887-0600 (952) 881-1787 Fax Mon 6:30-6; Tue-Fri 6:30-9; Sat 8-4 parts@bloomingtonsubaru.com www.bloomingtonsubaru.com

OHIO Ganley Westside Subaru North Olmsted Toll Free (888) 850-0633 Direct (440) 788-7060 (440) 788-7085 Fax Mon-Fri 8-7 jtjoyce@ganleywestside.com

SOUTH DAKOTA Courtesy Subaru Rapid City (800) 658-3054 (605) 342-1178 Fax Mon-Fri 7:30-5:30; Sat 8-Noon parts@courtesysubaru.com