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Recruiting and Training, LLC. Overview. Benefits for Retention Starts at Hire Training and Development Management is the Key Clear Expectations Procedures and Accountability Compensation and Incentives Allow for Growth Why You Can’t Afford Turnover Handling Resignation.

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overview
Overview
  • Benefits for Retention
  • Starts at Hire
  • Training and Development
  • Management is the Key
  • Clear Expectations
  • Procedures and Accountability
  • Compensation and Incentives
  • Allow for Growth
  • Why You Can’t Afford Turnover
  • Handling Resignation
retaining salespeople
Retaining Salespeople
  • Long term Benefits
    • Increased Sales
    • Increased Profit
    • Better CSI
    • Easier to Manage
    • Enjoyable Atmosphere
retention starts at hire
Retention Starts at Hire
  • Advertise more effectively
  • Attract the best
  • Respond Immediately
  • Interview Professionally
  • Background and Drug Screening
  • Personality and/or Sales Aptitude Evaluation
  • Dealership Standards - Pride
  • Loyalty and Dependability
  • How many do you need?
training and development
Training and Development
  • Company Orientation
  • Product Knowledge
  • Industry Knowledge
  • Customer Service Philosophy
  • Sales Training – No Substitute
    • Timely, Relevant, Realistic and Reoccurring
    • Active Engagement Exercises
leadership
Leadership
  • Management must be Leaders
    • Managers are the Key
    • Create a Challenging, Healthy and Competitive Environment
  • Treat Salespeople as a Valuable Commodity
    • Salespeople Quit Managers, not Companies
    • Never Threaten Job or Income
    • Treat Sales Team with Respect
    • Written and Verbal Appreciation – Monthly
    • Treat all Salespeople Equally
    • Salespeople as Business Partners
  • Management Generated Turnover
set clear expectations
Set Clear Expectations
  • Inspire and Empower vs. Direct and Control
    • Lead by Example, Praise Achievement,

Open Communication

  • Creates Best Performance
    • Involve Salesperson in Goal Setting
  • Hold Your Salespeople Accountable

Daily Activity Review

Address Issues Head-On

Within the sales system, what is causing the salesperson to fail?

sales procedures
Sales Procedures
  • Exact Road Map
    • Detailed steps, no “winging it”
  • Management Income Directly Related to Sales Team
  • Mandate Specific Time for Prospecting New Business
  • Daily Tracking and Monitoring of Activities
  • Is Everyone in the Dealership Involved with and/or Supportive of the Selling Process?
  • Is There Conflict Between Departments?
compensation
Compensation
  • Understandable Salary Increases tied to Achievement
  • Commissions and Bonuses
    • Easy to calculate on a daily basis
    • Same plan for entire sales team
  • Recognition
    • “Top Gun”, “President’s Club”, “Winners Circle”, “Extra Mile”
incentives
Incentives
  • Sales Incentives Must Excite All Salespeople
  • Offer Low Cost “Perks” and Salary Incentives
    • Longevity
    • Produce Set Number of Outside Sales
    • New Hire Plan
    • Extra Days Off, Long Weekends, Holidays
    • Reimbursement Programs
      • Car Payment, Insurance, Gas, Health Club, Oil Changes, Travel Benefits
allow for growth
Allow for Growth
  • Ongoing Training
    • Provide Latest Technology
    • Outside Professionals
    • Management must participate
  • Personal Development
    • Backup Management Duties
      • Training Director
      • Assistant Manager
      • F&I Backup
      • Closer Positions
      • Mentor a New Salesperson
    • Freedom to Express Opinions
why you can t afford turnover
Why You Can’t Afford Turnover

Recruiting and Training, LLC

  • Dealership Most Valuable Asset
    • Fully Trained and Seasoned Salespeople
    • Best Ambassador
  • Possess Positive Attitudes, Self Motivated, Strong Desire to Succeed
  • Develop Loyal Following
  • Excessive Turnover hurts Morale
  • Costly in Terms of Time, Energy and Money
  • Negative Impact on Customer Loyalty
handling resignation
Handling Resignation
  • React Immediately
  • Prevent Common Knowledge
  • Know and Understand Exact Reason(s)
  • Why Should They Stay?
  • Solve the Salesperson’s Problems
  • Prevent Further Resignations