As the industry evolves, auto and powersports dealerships are recognising that traditional staffing levels no longer suffice.
The ongoing issue of not having enough staff has really become a sort of ingrained reality—especially for motorcycle dealerships, where fixed operations departments often feel the pinch. You hear the familiar phrase all the time: “We’re understaffed,” right? But honestly, beneath that common excuse lies a deeper truth: dealerships might never quite reach what we used to call “full staffing.” This isn’t just some passing problem either. It’s a reflection of how the industry’s changing. Nowadays, simply bringing in one more technician or service advisor—just one—won’t fix the underlying operational gaps for good. The environment is just so much more fluid now. You know, demand ebbs and flows, employees come and go, and labor pools are shrinking. It’s almost like trying to hit a moving target.
Veterans and seasoned folks in the business have noticed that sometimes, dealerships do hit a sort of temporary sweet spot—approaching full staffing or hitting that elusive “groove”—but it never really lasts long. Growth spikes, resignations, or seasonal shifts toss things off balance quickly. And because of that, the root of the problem isn’t just about the number of bodies in the shop. When there are enough people, the team can absorb mistakes and inefficiencies better. But when teams are lean, even small cracks in operations tend to snowball into big, costly failures—impacting the bottom line, customer service, and the well-being of staff alike.
What dealerships really need to do, then, is focus on strengthening their operational backbone. It’s about adopting smarter systems that cut down on manual work, prevent rework, and streamline handoffs. Having clear workflows and solid training programs is absolutely essential so that tasks get done right the first time. This not only cuts costs but also reduces frustration and errors. Only once those systems are firmly in place should dealerships consider adding more staff, but even then, they need to think carefully: why would someone want to work at their dealership versus other options out there?
Attracting talent is especially tough nowadays, given how competitive the job market has become. Technicians and service advisors are really paying attention to more than just pay—they look at workplace environment, whether parts are easy to find, and if labor practices are fair. You know what can turn top prospects away? Chaotic shops, disorganized workflows, or flat rate hours that seem contentious. These factors can outweigh higher salaries, prompting skilled people to look elsewhere. A dealership can't afford to ignore the employee experience if they want to keep good talent.
This struggle isn’t limited just to powersports shops, either. It’s connected to the broader auto industry, where mechanics often have better pay, more stable hours, and overall better conditions. If you check out employment sites, you can see clear differences in pay and benefits—making it clear why retaining skilled technicians is so tough. Industry stats even show that technician turnover hovers around 30% each year—that’s a lot of churn. Many successful dealerships try to counterbalance this by building partnerships with technical schools, offering ongoing training, and cultivating a positive work culture.
Addressing high turnover doesn’t stop at recruitment, though. Having straightforward onboarding processes and comprehensive training programs is critical. In automotive dealerships, about two-thirds of sales staff tend to turn over every year, which can cost dealerships upwards of $10,000 per new hire. Not only does this hurt operational stability, but it can also sour the customer experience. Implementing structured training and retention strategies can really help combat these costly disruptions.
Poor hiring decisions can also have a ripple effect—leading to more downtime, lower productivity, and even damage to a dealership’s reputation with customers. Plus, a toxic work environment can develop if onboarding ignores cultural fit or clear expectations. On the other hand, onboarding that emphasizes the right fit and clarifies roles early on can make employees more committed long-term.
To really tackle understaffing, dealerships are expanding their efforts beyond just hiring more people. They’re investing in career development, using automation tools to optimize workflow, and trying to foster a better workplace environment overall. For example, AI-powered systems can help dealerships operate efficiently without simply adding more staff. It’s about working smarter, not just harder.
Of course, HR challenges add yet another layer of complexity here—finding the right talent amidst fierce competition is tough enough. The industry’s moving rapidly, especially with skills related to electric vehicles, robotics, and AI—these areas are narrowing the pool of qualified candidates. Upskilling existing employees, as well as strategic hiring, becomes key. And honestly, that’s how dealerships will stay ahead: by adapting and investing in their team from within.
In the end, top-performing dealerships realize that a perfectly staffed operation isn’t the only goal. Instead, success depends on efficiency, the ability to scale, and consistently executing workflows well—even if staff numbers are less than ideal. The idea of being “fully staffed” might be a bit of a myth now. What really matters is building resilient operations that can perform reliably, even when staffing falls short. Recognizing this, dealerships can better protect profits, keep customers happy, and stay competitive in this fast-changing industry.
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Source: Noah Wire Services
