F&I and Showroom, May 2016

MANAGEMENT www fi magazine com 28 F I and Showroom May 2016 ers and managers must be prepared to coach train and consistently mentor salespeople To best accomplish this hire for character instead of credentials If youre in a growth pattern right now and you need to hire here are a few items to stay aware of and a few red flags to steer clear of 1 GET CLEAR ON YOUR VISION AND THEIRS Dealers and managers have to communicate comprehensively Write out a detailed job description for the exact job you are hiring for then lay out the commission structure and describe exactly how it works Set parameters keep the rules of engagement very clear and never overpromise Remember to ask what each candidate is ultimately seeking Do they want to work for you long term Do they want to stay in sales or graduate to F I Employees who are on a path to realize set goals are more likely to stick around 2 MAKE HIRING AN ALL IN EXPERIENCE Consider having every sales and finance manager interview the same applicant separately If everyone has a chance to meet each applicant you are more likely to get a full picture of who the candidate really is and what he or she really wants Weigh all the key factors experience intelligence and attitude and compare notes If you dont get a thumbs up from both departments dont hire Multiple interviews are the best way to weed out salespeople who are blowing smoke or trying to work both ends against the middle 3 CAREFULLY DEFINE THE JOB Hire the right person for the right job A talented used car salesperson may not fit in the new car department Some F I managers cant handle special finance others excel in it Whatever you do dont try to fit a square peg into a round hole 4 TRAIN FOR CONSISTENCY Remember that your dealership training should include equal parts product knowledge and sales process Focusing on both is critical to ensuring a consistent customer experience No matter which salesperson your customers talk to they should get the same answer 5 DONT PLAY GAMES WITH THE PAY PLAN You say youre adjusting the pay plan Your salespeople call it for what it is playing around If your team feels you are looking out for them and not just jerking them around theyll reward you with loyalty and production If you change plans on the fly because theyre making too much money you will drive them away There are many ways to help your bottom line but altering pay plans in my opinion isnt one of them Loyalty will suffer turnover will increase and ultimately the gains made by squeezing your sales pros will pale in comparison to the brain damage you cause and the cost of rehiring and retraining 6 UNDERSTAND THE MINDSET OF INDIVIDUAL SALES REPS While Baby Boomers may be looking for big bucks many Millennials will gravitate toward a pleasurable and flexible work environment Younger workers tend to value time off so they can balance their lives with other pursuits In other words theyre far less likely to go great guns for a spiff Tuning into these realities in addition to individual likes and dislikes can help focus interviews and offers in a meaningful way Better yet you will be more likely to hire people who will drive the dealership forward for years to come ABOUT THE AUTHOR Scott Bergeron is a former dealership executive and the founder and principal of Daily Gameplan a sales team performance company Contact him at scott bergeron@ bobit com ISTOCKPHOTO COM ALVAREZ