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Shifting Gears: How Auto Shops Can Drive Better Knowledge Sharing on the Shop Floor

  • Writer: Alisha O'Neill
    Alisha O'Neill
  • Aug 10
  • 6 min read

Updated: Sep 21


In the fast-paced world of automotive repair, knowledge isn’t just power—it’s profit. Yet as shops across North America grapple with waves of retirements, an aging journeyperson workforce, and a new generation of eager apprentices hungry to learn, a growing gap in knowledge transfer threatens the future of service excellence.


The challenge isn’t just technical; it’s deeply rooted in workplace culture, compensation models, and long-standing industry traditions.

The Critical Importance of Knowledge Transfer


Imagine a relay race where, instead of smoothly handing off the baton, one runner races past the next runner, completely leaving them behind. This is what ineffective knowledge transfer looks like: decades of skill and experience risk being lost as seasoned technicians retire without passing on what they know to others.


In automotive shops, the ‘baton’ is not just the tools or manuals; it’s the critical insights earned on the shop floor, best practices for customer service, and the instinctive know-how that only comes with years of literally being under the hood.


It’s suggested that in a recent survey by the Automotive Service Association (ASA), nearly 60% of auto shop owners are concerned about replacing the technical expertise of retiring staff, while over 65% cite knowledge loss as a top productivity threat. TechForce Foundation (2024) also shows in a recent study that from 2024 to 2028, the automotive industry will need to hire about 350,000 technicians to replace those who have left the industry, while 87,000 positions will be related to new growth.


But more troubling, the study shows that the industry is already in a deficit, with nearly 35,000 unfilled vacancies carrying over from 2023 to 2024. It means that the stakes are high: less-skilled teams mean slower repairs, more mistakes, lower customer trust, and ultimately, lost revenue and reputation.


The Real Challenges—Voices from the Bay


What originally spurred me to write an article on this topic was speaking to a female apprentice who is seeing the challenges first-hand in this environment. During our conversation, her perspectives underscored a few persistent and problematic industry patterns:

  • Flat-rate pay systems: Journeypeople are often paid a flat rate per job, not by the hour. That means every minute they spend training an apprentice is money not earned on the next repair.

  • 'In it for yourself' mindset: Technician knowledge is closely guarded. Giving away information or letting an apprentice do the work means less income for the journeyperson—and provides less incentive for them to teach.

  • ‘Earning your stripes’ mentality: Apprentices are being left with the dirty work—sweeping, cleaning bays—rather than getting hands-on learning needed from a journeyperson. This, in turn, slows the development and morale of apprentices.


The result?

A shop culture that rewards independence over collaboration, makes it hard for underrepresented groups (like women) to break into the industry (or has them leaving entirely), and misses the opportunity to build stronger, more resilient teams.

It may also come as little surprise that the gender gap in Canadian automotive trades is stark: women make up less than 5% of the technician workforce, and attrition rates are high (Government of Canada, 2024).


Why This Hurts Everyone—Not Just Apprentices


This problem isn’t just about fairness—it cuts to the bottom line. Ineffective knowledge transfer leads to:


  • Repeat repairs and comebacks, as less-experienced technicians make mistakes.

  • Lost productivity, as apprentices take longer to get up to speed.

  • Worsening labour shortages as new hires burn out or leave for friendlier industries.

  • Siloed teams, inconsistent service, and damaged customer relationships.


Harvard Business Review (2025) explains the financial consequences of poor knowledge management, including an average of 10% time wastage with employees searching for information they need to do their job and, when knowledge is not shared, reducing collaboration efforts by up to 30%, leading to lost productivity. 


A Familiar Analogy: The Hockey Team That Won’t Pass


Being a hockey fan myself, there’s a great example we can use that captures what we’re saying here. Imagine a hockey team where every veteran player insists on keeping the puck, refusing to pass or mentor the rookies. They might score a few goals on their own—but when the veterans retire, the team crumbles. The same applies in automotive shops: hoarding knowledge leads to short-term wins but weakens the bench and puts the future at risk.


What’s Driving This—and How to Shift Gears


  1. Compensation Models that Don’t Reward Teaching

    Flat-rate pay structures motivate speed, not learning. Veteran automotive technicians feel penalized for training others (“that’s money out of my pocket”) and are pressed to protect their work volume rather than invest in the future.

  2. Outdated Mindsets

    The “I had it tough, so you should too” approach—assigning only the dirty work or menial tasks to apprentices—alienates the next generation of eager automotive technicians and fails to meet today’s need for team-based learning and diversity.

  3. Lack of Formal Knowledge-Sharing Systems

    Too many shops rely on informal “follow me around” approaches rather than structured mentorship and documented standard operating procedures.

  4. Underrepresentation and Bias

    Women and other underrepresented groups face unique challenges—not just in breaking in, but in finding coaches and mentors who actively support their growth in often male-dominated shops.

 

Disrupting the Status Quo: Practical Solutions


Changing the culture and mindset around knowledge transfer isn’t easy, but it’s necessary. Here are some actionable strategies your business can employ:


1. Rethink Compensation

Deloitte shares in their 2020 Global Human Capital Trends study that 37% of employees cite the lack of incentives as a common barrier to knowledge sharing (Becker & Behme, 2021). Consider hybrid pay models that value mentorship time as well as wrench time. Some shops may want to pilot training bonuses or allocate job portions to both journeypeople and apprentices.


2. Build Team Incentives

Tie shop-wide performance bonuses to both productivity and team development metrics. Celebrate journeypeople who actively grow their teams—not just their paycheques.


3. Establish Formal Apprenticeship Programs

Promote a culture where all team members—regardless of gender, background, or seniority—can access mentorship and growth opportunities. Create structured mentorship plans with clear milestones for apprentices. Rotate responsibilities to ensure new hires get real, hands-on learning—not just cleaning duty.


4. Document and Digitize Key Knowledge

Don’t let knowledge walk out of the shop. Record best practices, repair tips, and shop-floor wisdom in quick-access shop manuals or, where possible, digital reference libraries. Use simple video tutorials for common tasks.


5. Bring in External Support

Sometimes, you need a fresh set of eyes. Partner with a Human Resources and Change Management expert who understands both the technical nature of your business and the nuances of workforce development.


The Payoff: Driving Success Beyond the Bay

Leaders who prioritize effective knowledge transfer unlock major advantages:


  • Reduced turnover and faster ramp-up times for new hires and apprentices.

  • Fewer errors and warranty claims thanks to higher skill levels.

  • Better succession planning with a ‘next generation’ crew ready to step up.

  • A more attractive workplace for all talent—including women and underrepresented groups.


Supporting this argument, the Canadian Apprenticeship Forum conducted a cost-benefit analysis of the time invested in automotive technician training over a four-year period. In their 2023 report, their results found that the return on training investment was $1.62 for every $1 invested in training.


The results showed an average total return of about $270,000 over the four years. With this type of training in place, automotive businesses can also expect to see retention and productivity improve versus operating on the informal “figure it out” system.


Let’s Build a Better Industry—Together


If you’re ready to move past simply “making do” and want to future-proof your people and performance, our Human Resources team is here to help. We’re able to support automotive businesses in designing change management strategies, rolling out effective mentorship programs, and bridging the gap between today’s workforce and tomorrow’s needs.


Let’s build shop floors where knowledge is truly shared, teamwork powers productivity, and every apprentice has the chance to become the next master technician.

Are you interested in a free consultation with Phoenix Rising Consulting Group to discuss your shop’s specific challenges and explore knowledge transfer opportunities? Contact us, and let’s drive the industry forward—together.

References


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