As the calendar turns toward August, I realized something that honestly caught me by surprise. I’ve now been recruiting mechanics for 19 years.
I didn’t exactly plan for that.
When I graduated from college with my HR diploma, I believed everything they told us. We were going to have our pick of jobs, carefully choose the right company, and begin our careers in Human Resources.
Reality had other plans.
After months of job hunting (my wife still laughs because I had a folder on my computer called “Looking for a Job Sucks”), I was offered a job as a recruiter. It wasn’t really the HR career I had imagined, but I figured I’d do it for a year or two, get some experience, and eventually move into a corporate HR role.
That second part never happened.
I quickly realized I loved recruiting. The challenge, the competition, the people, the satisfaction of making a great match—it hooked me, and I’ve never looked back.
Over those 19 years I’ve recruited just about every type of mechanic imaginable. Automotive technicians, diesel mechanics, heavy equipment technicians, millwrights, marine mechanics, forklift technicians, even mechanics who repair remote-controlled underwater logging equipment. Recruiting has changed dramatically over that time. Filing cabinets became applicant tracking systems. In-person interviews became Teams calls. Some Phone calls became text messages.
But despite all the changes, some things have remained remarkably consistent.
None of these are universal truths. Every company is different, every candidate is different, and every situation is unique. But these are the patterns I’ve seen over nearly two decades.
The first one is by far the most important.
Money matters.
That probably isn’t groundbreaking advice, but after 19 years I can tell you the first question almost every mechanic asks is, “What does it pay?”
If the pay is competitive, the conversation continues. If it isn’t, the conversation usually ends right there.
You don’t necessarily need to be the highest-paying employer in town, but you need to be in the conversation. If your wages are well below market, your candidate pool shrinks dramatically, and you’re often left competing for the candidates that everyone else has already passed on.
The second reality is simple economics.
There are more mechanic jobs than there are qualified mechanics.
Whether it’s automotive, heavy equipment, trucking, industrial maintenance, or something incredibly specialized, skilled tradespeople are almost always in demand. If you want to attract the best candidates, your opportunity has to stand out. And if it doesn’t, that’s where a good recruiter can make a real difference.
One thing that surprises many employers is how much location influences recruiting success.
Some cities are incredibly difficult to recruit in, while others seem to have an abundance of talent. It isn’t always about population either. I’ve found Vancouver, Seattle, and New York to be extremely challenging markets, while Edmonton, Houston, and Los Angeles have often been much easier.
I’ve never found a perfect explanation for why that happens, but after enough years you develop a mental map of which markets are going to be difficult before you even start the search. This may not be super helpful as you can’t really move your shop to where the mechanics are but just know, if you are struggling to hire mechanics it might not be your fault, it might just be because you are located in San Francisco.
Benefits absolutely matter—but maybe not in the way many employers think.
Most candidates simply want to know that a benefits plan exists. The fine details of deductibles and coverage limits rarely influence whether someone accepts an offer. Those details become much more important once they’re an employee. Benefits are often a stronger retention tool than a recruiting tool.
The same goes for company culture.
Now before everyone gets upset, hear me out.
Culture absolutely matters.
It just doesn’t usually help you recruit.
Every company says they have a fantastic culture. Candidates hear it in almost every interview. Until they actually experience working there, it’s just another promise.
What does make a difference is something tangible.
Your shop.
Your service trucks.
Your equipment.
I’ve seen candidates decline offers because they were embarassed to park the rusting service truck in their driveway. I’ve had people leave jobs because the shop was disorganized or poorly equipped. Mechanics take pride in where they work, and the environment says a lot about how a company treats its people.
If your shop is something you’re proud of, show it off.
Working hours are another huge factor.
Candidates want stability. Guaranteed full-time hours with optional overtime is about as close to the gold standard as you can get. Most people appreciate the opportunity to earn more when they choose, but very few enjoy mandatory overtime week after week.
Shift work follows the same pattern.
Offering an extra fifty cents or even a dollar an hour to work afternoons or nights rarely changes anyone’s mind. If you’re asking someone to significantly change their lifestyle, the compensation has to feel significant too. In my experience, a 10-15% premium is much more likely to attract the right people than a token increase.
Compensation should also be easy to understand.
Hourly pay is straightforward. Flat rate can absolutely work, especially for experienced automotive technicians, but candidates need to understand what they’ll realistically earn. Complex bonus structures, multiple tiers, and confusing incentive programs often create more questions than excitement.
Simple sells.
Signing bonuses are another recruiting trend that I think gets more attention than they deserve.
I’ve seen them backfire more than help.
New hires receive a bonus while loyal employees who have been there for years receive nothing, creating resentment before the new employee even starts.
Personally, I’d rather companies invest in recruiting as opposed to offering signing bonuses but I might be biased there.
Relocation assistance can be worthwhile, but I think it should be structured carefully. It should help someone relocate, not become a reason they relocate. Reimbursing legitimate expenses and forgiving those costs over a year or two usually works much better than simply handing someone a large cheque.
One thing that almost always helps is moving quickly.
Great mechanics don’t stay available for long.
If you know you want someone, don’t spend three weeks scheduling interviews while they collect offers elsewhere. Be decisive, move quickly, and make your strongest offer early.
I’ve also learned that timing matters.
Monday morning interviews are often forgotten in the chaos of the week. Friday afternoons aren’t much better, with everyone mentally heading into the weekend. Mid-week tends to produce much better conversations.
Candidates deserve second chances too.
If someone no-shows an interview without any communication, that’s usually all you need to know.
But life happens.
If they call ahead, explain the situation, and make the effort to reschedule, I’m generally willing to give them another opportunity. Recruiting isn’t just about listening to what people say—it’s about watching what they do.
References, on the other hand, are often overrated.
In nearly two decades I’ve received surprisingly few genuinely negative references. Most people choose references who already think highly of them, so generic questions like “Would you hire them again?” rarely tell you much.
If you’re checking references, ask specific questions about the qualities that matter most for your role.
Background checks, however, can be extremely valuable.
They’re faster and less expensive than many employers think, and they can provide peace of mind before someone starts. In many cases they’re worth including as part of the hiring process.
The biggest lesson I’ve learned over 19 years is this:
There is no such thing as the perfect mechanic.
There is only the right mechanic for your company.
The technician who thrives at a Caterpillar dealership may struggle working on a municipal fleet. Someone who loves complex diagnostics may become bored doing preventative maintenance all day. Another candidate might be exactly the opposite.
Too many companies recruit based on resumes.
The best companies recruit based on fit.
Finally, remember that every candidate is different.
A candidate with young children will often make decisions for different reasons than someone fresh out of trade school. Some people value overtime. Others value time at home. Some care most about career growth. Others simply want stability.
The more you treat screening calls and interviews like a conversation instead of following a rigid script, the better your results will be.
I could keep rambling but after 19 years, these are probably the biggest things I have noticed.
If you’re struggling to hire mechanics, hopefully a few of these observations help. And if you’d rather have someone else do the searching, we’d be happy to help.
You can always reach me directly at 1-833-762-5787 or [email protected].
Happy recruiting.
