Training alone does not guarantee better performance in a repair shop. Without structure, standards and follow‑through, it can become a costly exercise that delivers little return, according to shop owner and industry instructor Matthew Wagg.
Learning must be intentional and measurable to be effective, he said at the Midwest Auto Care Alliance Hi‑Tech Training and Vision Expo in Kansas City. Sending technicians to random classes, he noted, often results in fragmented knowledge that does not translate into better work in the bays.
“Training without a strategy is just noise,” Wagg said.
Wagg outlined a structured approach to learning that starts with setting minimum expectations. At his shop, technicians are expected to complete at least 10 hours of training every quarter, combining online learning, in‑person courses and manufacturer or aftermarket programs.
“We set a minimum standard,” he said. “That’s non‑negotiable.”
Shops should also be selective about where they invest training dollars. Not all courses are equal, and not every class aligns with a shop’s business model or vehicle mix.
“There’s a lot of bad training out there,” Wagg said. “Just because it’s training doesn’t mean it’s good.”
Wagg encouraged owners to evaluate training based on practical application. After a course, he said leaders should ask what was learned and how it will be used in the shop.
“If I send you to training, what are we going to do differently when you come back?” he said.
Wagg also stressed the importance of tracking learning and tying it to advancement. Training should not be disconnected from compensation, certification levels or responsibility.
“Learning has to mean something,” he said.
Effective learning strategies balance formal education with day‑to‑day coaching. Shop leaders, Wagg said, should reinforce new skills through observation, support and accountability.
“You don’t just send them to training and hope,” he said.
Structured learning protects shops from the risk of stagnation as technology evolves. Without a plan, training becomes reactive rather than proactive.
“Waiting until you’re stuck is too late,” Wagg said.
He acknowledged that training carries the risk that employees may eventually leave. However, he said the larger risk is failing to develop people at all.
“If you don’t train them and they stay, that’s a bigger problem,” Wagg said.
Image credit: Depositphotos.com
