I would think that has everything to do with where he started at and how much the tech has developed in the period in question.
Does he add to your bottom line? (Value to you)
Is he efficient in his work? (Value to you)
Does he take direction well? (Value to him) Learned skill
If you give him a task that you have billed out for two hours and he completes it in less than 1 hour CORRECTLY. (Value to you)
Good techs bring value and profits to your company and if you want that to continue than show that in ways that matter to the Tech.
Raise in pay check (permanent reflection of your value)
Bonuses periodically (reflection of measured efforts during a controlled period)
Do the math since it is so easy to review the metrics of everything the Tech touches to determine what he brings to your bottom line and then respond accordingly.
Everyone thinks that only sales brings profits to the company, but an intelligent and efficient tech does as well.
Do not use them, value them.
If it's any help, when I worked for a big integrator, non union (my first job was union, so raises were determined by the union contract), I started at $22/hour. After the first year I was given a 6% raise. The next year I received a 4% raise.
It was nice and unexpected. The boss had originally told me I was the only one to receive such a raise. I later found out that wasn't true, but that didn't bother me. From my point of view the other person that received the 6% deserved it.
I did end up leaving the company, but it was more because of the politics of the corporate structure, increased pressure from head office to do more with less, and the increasing micromanagement. I would have liked to stay, but my stress level was skyrocketing every day.
Chesapeake & Midlantic
Give a good tech just enough of a raise that they won't go looking for a new job. This amount will differ from place to place and from tech to tech. But a good tech is hard to find nowadays. So figure out how to keep them.