The SOP: Resume Red Flags

The day-to-day business of an auto repair shop is non-stop work, which makes it that much harder to step away to post a job opening, evaluate applicants, conduct interviews, and complete the onboarding process. In an industry already facing a technician shortage, the pressure to hire quickly can make it easy to overlook details on a resume—but those details often hold the first clues about whether a candidate will truly be a fit. Missing early warning signs can lead to turnover, skill gaps, and costly disruptions that impact both the team and the customer experience.

Lisa Coyle, CEO of Promotive, and Stacey Black, Promotive account manager, understand these challenges firsthand. Having reviewed countless automotive resumes, they’ve identified clear patterns—both the qualities that signal a strong hire and the red flags that can indicate future problems. In this article, they share the most common resume warning signs shop owners should watch for, helping them make smarter, more confident hiring decisions from the start.

Q: Generally, what do you consider the biggest red flags on a resume?

Black: I look at resumes and pre-screens all day. I compare the pre-screen info to the resume. Huge gaps are a big red flag. If they’ve been out of the industry for three or four years, technology has changed so much that they might not actually be an A-level tech anymore. I might rate them closer to a B or high C tech. It’s also a flag if they’re jumping between automotive, construction, and other fields.

Coyle: I think it’s also important to note what aren’t necessarily red flags. For example, spelling “technician” wrong. While they should use spell check, these guys aren’t professional writers using tools like Grammarly. Misspelling a word doesn’t mean they aren’t a great tech.

Q: How do you distinguish between a problem employee and someone who just had a run of bad luck in poor environments?

Coyle: We train our team to interview any resume that “sniffs” of automotive experience, regardless of gaps or claims. I believe in seeking positive intent. A resume is just a starting point for a clarifying phone call. You have to dig into each part of the resume to find the full story. We also have to be real: Injuries happen in this field, and techs often have children or aging parents to care for. Those are often the reasons behind the gaps.

We try to teach technicians how to sell themselves better and explain those gaps in a cover letter. In the corporate world, people are trained to explain gaps, but technicians aren’t professional resume builders.

Black: Attitude is a huge factor. I always advocate for a phone interview. I had a shop owner who thought a candidate was too “job hoppy,” but after a 15-minute call, he ended up hiring him. What you see on paper doesn’t always depict the person. If a tech is in a bad environment without processes or training, it can jade them. But in a structured environment with good standards, they can become amazing.

Q: How do you evaluate an applicant’s experience?

Coyle: Another red flag during the initial call is constant finger-pointing. It’s okay to have one bad experience with a foreman or owner, but if they’ve had four jobs and they blame the shop or the advisor every single time, they might be the common denominator. However, if they left a shop because it was unethical and refused to sell unnecessary jobs to elderly customers, that’s not a red flag—that shows they have a conscience.

Coyle: Another flag to pay attention is a “master tech” with 20 years of experience who only has $5,000 worth of tools or a master tech who only expects minimum wage. Something is off there.

Black: An A-tech should typically have a significant investment in tools unless the shop provided them, which is common at places like Tesla or certain dealerships. Master techs often undersell themselves. When asked to rate their diagnostic skills, many won’t give themselves a 10 because they believe they can always learn more. Conversely, those with less training might rate themselves an 8 or 10 just to get the interview. We look for those who are truthful and have a passion for learning.

Coyle: A lot of shop owners pass by GSTs applying for A-level roles. But if you need a GST in three months, you’ve already got that database. Tell them, “Based on your resume, you aren’t qualified for an A-level role right now, but I’d love to keep your info on file for future roles that match your skill set.” That feeds back into a local reputation of being someone worth talking to who won’t just leave a candidate in the dust.  

Q: How do you know if an applicant will be a good fit?

Coyle: My advice to shop owners is don’t judge the book by the cover. Look for humbleness and modesty. You don’t want to hire “brilliant jerks” who think they’re the best in the world. You want people who admit they have room to improve. If you ask a candidate what they enjoy doing the least and they say “nothing,” that’s a red flag. Everyone has a task they find mundane or least confident in.

Coyle: You can dig deeper by asking them to tell you about a job that took much longer than the book hours. Sometimes a tech says they “least enjoy” Euro cars because those jobs take the most time. If they were on a flat-rate model, that means they made less money on those jobs. You have to dig into the why rather than just accepting the answer at face value.

Black: A red flag doesn’t necessarily mean “stop,” it means “dig deeper.” Always ask questions.