NetForum - Message Replies

Forum: Idea Exchange

Topic: Stopping High Sales Turnover

Posted by: Randy BrooksSt (broo@localaccess.com )
Organization:Lincoln Mercury of Olympia
Date posted: Mon Dec 14 1:44:40 EST 1998
Subject: Stopping High Sales Turnover
Message:
Arlen--To stop rapid turnover you have to look further than the pretty package presented by interview appearance. How many times have you noticed the salesman profiles which include: The Young Guns, 19-25, The Cowboys, all ages with handlebar mustache,Texas accent and bowed legs, The Quarter-Magnum; (looks like Magnum PI except a foot shorter) all ages, and last but not least the oddball, (the ones you can't fit into the other categories.
Hiring people that fit these profiles has led to cookie-cutter sales forces that look alike, sound alike and easily then can transition out of your salesforce into another one across town. Why should you train your competitors next newest employee. You have to look deeper to find the keepers.
Sales energy is a by-product of drives. Often the best salesmen are ego-driven, controlled by conditions such as drugs, alcohol, sex or financial hardships. If a salesman isn't demonstrating any of these categories you may want to look deeper to see if he really has what it takes. People with these tendencies tend to do whatever it takes to get what they need. They have spent a lifetime convincing themselves and others to give them whatever they want and the one true word they hate is "no". This makes them ideal salespeople but terrible for dependability or durability unless carefully chosen.
Your job is to analyze each persons need tendencies and come up with whatever carrot or stick you need to both motivate them and keep them in your employ. What works for one will likely be unimportant to another. Since the business is so guru-oriented if you are able to work this out successfully with each guy they will cling to you like shrink wrap.
Also it is critical to do a careful job backtracking your salesmen before you hire. Studying how long they usually stick with a job before moving on will tell you predictably how long you will have them. Avoid the grazers that move constantly like a tumble weed. Not only will you lose them but they may knock loose somebody else you value when they leave for their next work.
Remember that in this industry somebody is often only as good as their last month, and certainly their last 6 months. If they were at a slow store, ascertain what the average salesman was producing by contacting the managers, producing collateral information from the applicant like statistic sheets he kept, etc. Just because a guy could sell cars three years before when somebody knew him doesn't mean he's still got it; so track the current stuff. Back up heresay with real data.
Make individual work assignments challenging based on each persons ability. Review performance and make training plans that will fill in deficiencies. Plan carefully.
Study each new hire in relation to the other members of your team. Track any previous problems current employees may have working with that guy before. Involve your salesforce in the hiring/training process. Put effort into making sure the new hire doesn't get traumatized, or that the existing staff loses productivity.
Ask for goals employees have. Hire those with interests that correspond to long term employment. Avoid situations where you hire somebody because you're desperate, don't have time to check him out. Lastly, check references, driving record and criminal records as well as administering a pre-hire drug test. You wouldn't beliewe what you will find. Try to be fair and impartial in reviewing this information to determine if the employee is really appropriate for your worksite. Consult your attorney on this to avoid potential difficulties.

Subject: Retaining An Effective SalesTeam
Reply Posted by: Michael Hargrove (mhargrove@bluinc.com )
Organization: Bottom Line Underwriters, Inc.
Date Posted: Tue Dec 22 16:49:58 EST 1998
Message:
Experience has taught me that we as managers control our departments turnover rate.
I do agree with Randy that a lot of the turnover problem in our industry stems from ineffective, haphazard screening and hiring practices. If you'd like some more suggestions on how to make the recruiting, screening, and hiring process more effective, please contact me directly and we can cover it at length.
It's also important to know, that money is rarely the number one reason why someone enters or leaves our employ. It's rarely even the number two reason.
People state that respect at work, a sense of belonging and contribution, and doing the job well are more important to job satisfaction than monetary compensation. If you'd like a copy of the studies that support this finding, ask me and I'll forward them to you. Or better yet, just ask and I'll forward one that you can administer at your dealership. That way you'll find out what YOUR people want in order to stay with you.

Bottom Line Underwriters, Inc.
Toll Free: 1-888-My Success
Fax: (503) 638-0602
P.O. Box 1218
Lake Oswego, OR 97035
E-mail: editor@bluinc.com

Copyright © 1998 by Bottom Line Underwriters, Inc.