Replacing a technician is expensive and slow. Here is how to coach one who is underperforming, and how to know when coaching is not enough.
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Why coaching beats replacing
Hiring a technician is expensive and slow. When someone underperforms, the instinct is to replace them, but many performance problems come from unclear expectations, missing training or a fixable habit. Coaching first saves hiring costs and often turns an average technician into a reliable one.
Define the problem with facts
"He's slow" is not a coaching point. "His average job takes 40% longer than the team's" is. Look at callbacks, job times, reviews and sales of add-ons. Facts make the conversation fair and focused.
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Find the cause
- Skill: he does not know how to do the task well.
- Tools or process: something in the system slows him down.
- Motivation: he knows how but is not doing it.
- Personal: something outside work is affecting him.
Have a private, direct conversation
Meet one-on-one, share the facts, ask for his view and listen. Many technicians already know something is off and appreciate being asked rather than blamed.
Agree on a plan
Set two or three specific goals, the support you will provide, such as ride-alongs or training, and a review date in 30 to 60 days. Put it in writing so both sides remember the same thing.
Give real support
Pair him with a strong technician for a few jobs, review his work with photos and give quick feedback. Coaching without support is just a warning.
Recognize improvement
When the numbers move, say so. Recognition makes the change stick and shows the rest of the team that coaching leads somewhere good.
Know when to stop
If the plan was clear, the support was real and nothing improved, it may be time to let him go. The documented process makes that decision fair and easier to defend.
Document every step
Keep notes of each conversation, the agreed goals, the support given and the results at the review date. Documentation protects the business and the employee, keeps everyone honest about what was promised and makes the next decision clear, whichever way it goes.
Prevent the next case
Look at what led to the problem. If several technicians struggle with the same task, the issue is training or process, not people. Fixing the system prevents the next underperformer.
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Frequently asked questions
How long should a performance improvement plan last for a technician?
Typically 30 to 60 days, with two or three specific goals, the support the company will provide and a review date agreed in writing.