As dealerships nationwide struggle to recruit and retain skilled technicians, Toyota of Puyallup is taking a different approach. Director of Technician Training, Wayne Bridges, joins us on the latest episode of the Service Drive to discuss how the dealership is building a sustainable pipeline through hands-on education, mentorship, and early outreach.
The dealership’s fixed operations remain strong, with service demand continuing at a high volume. Its express service, or TXM department, processes approximately 100 to 110 vehicles per day, contributing to its recent recognition as the No. 1 TXM dealer in the nation.
“You can’t start [training] too young.. I knew at the age of 10, I wanted to work on cars.”
A training first approach
Bridges, who brings more than 50 years of experience in fixed ops, attributes much of the industry’s technician shortage to long-term cultural and educational shifts that have deprioritized skilled trades. At the same time, he said dealerships have historically failed to engage younger audiences early enough through school outreach and career development initiatives.
To address those gaps, Toyota of Puyallup has developed a comprehensive training model that focuses on both recruitment and skill development. The program emphasizes early engagement, including outreach to students as young as elementary school, and continues with structured onboarding for entry-level technicians.
At the dealership level, many new hires enter without prior automotive experience. Therefore, Bridges provides classroom instruction multiple times per week, focusing on foundational concepts such as electrical systems and automotive theory. These sessions are paired with hands-on learning, including training equipment that allows technicians to apply concepts such as Ohm’s law in real-world scenarios.
Training accounts for roughly 30% of Bridges’ role, while the majority of his time is spent working directly in the shop, mentoring technicians and supporting their development in real time. The dealership also reinforces this approach through an apprenticeship-style model, placing less-experienced technicians alongside seasoned professionals to accelerate learning and build consistency.
In addition to entry-level development, Bridges also prepares main shop technicians for advancement through certification programs, including ASE and Toyota-specific credentials.
Culture, retention, and next-gen prep
The dealership’s investment in training has translated into strong retention outcomes. According to Bridges, Toyota of Puyallup does not face the turnover challenges common across the industry. The store reports an average technician tenure of approximately 15 years, with some employees, including a master technician, remaining with the dealership for as long as 41 years.
This stability, however, creates a different challenge. Limited turnover can slow advancement opportunities for entry-level technicians. Some remain in entry-level roles for five to seven years before moving into the main shop, though the dealership continues to train them during that time to ensure long-term success, whether internally or elsewhere.
Bridges said the key to retention lies in providing technicians with the tools, training, and support needed to succeed, rather than relying on traditional “sink or swim” approaches that have historically defined the industry.
Looking ahead, he believes dealerships must continue evolving their workforce strategies to align with the expectations of younger employees. That includes offering clearer career pathways, meaningful work, and improved work-life balance, rather than relying solely on compensation models such as flat rates.
As the industry faces ongoing labor shortages, Toyota of Puyallup’s model highlights how structured training, early recruitment, and a strong internal culture can help build a sustainable technician pipeline while improving long-term retention and performance.
