NetForum - Message Replies

Forum: Idea Exchange

Topic: Stopping High Sales Turnover

Posted by: Steve Hiatt (SteveJr@HiattPontiacGMC.com )
Organization:Hiatt Pontiac GMC
Date posted: Sun Oct 24 3:11:07 EDT 1999
Subject: Stoping Turnover
Message:
Turnover! I think I have a little bit on this one figured out; from experience! In 1997 we turned over 19 sales people, in 1999 we have only lost three, two of which were recruited to manage other stores in their quest for knowledge to own a dealership.
Turn your interview process into a REJECTION process, instead of a hiring process. Go to great lengths to weed out anyone unqualified. We do a minimum of 3 interviews by three different managers, and one of the three is by phone. We also do not believe in "quickey" interviews, all interviews last near an hour, and we talk about every job they have ever had. The phone is particulary informative, as without there resume and application the answers often come out quite different, or jobs never mentioned seem to pop up from no where.
We also really dig into the references and past employers, to find those strengths and weaknesses. Never be in a hurry, and never hire a warm body, it will cost you more than you can imagine. I figure it costs me close to 90k every time I lose a salesperson, in lost deals, lost time, lose of training investment and so on.
Once you hire them, train them, and train them and train them, and then....train them some more. Keep them constantly learning, and getting better.
Find a salesperson with as high of ratings of Ego and Empathy that you can, as, they need both to be sucessful in selling. Also, if they have a pattern of spotty employment, with no tenure for any reasonable period of time; just send them a "we regret to inform you letter" and move on.
More importantly, before you even run an ad or set an interview appointment, sit down and write out a very clear, defined job description. List every thing you will require this salesperson to do, all the details, processes, expectations, pay plans, and then review it thoroughly. Are YOU willing to enforce your own requirements? Is that you will train them on? Are you willing to walk the talk and even terminate them for not following your guidlines? If not go over it again and again, get all the managers, and owners on the same page, then place the ad and hold the interviews, otherwise, don't waste your time.
And before they come in write out the questions you know you need to ask them, and maybe ask those tough questions a couple different ways, see if the answers remain consistant. Have all the managers ask the same core questions, and meet with everyone in the hiring process before you extend an invitation of employment. If one manager says "NO" after the discussion has been had, no hire, back to the drawing board!
Good Luck!

Subject: Stopping Turnover - some GREAT info!
Reply Posted by: Michael Hargrove (mhargrove@bluinc.com )
Organization: Bottom Line Underwriters, Inc.
Date Posted: Sun Oct 24 22:26:38 EDT 1999
Message:
Ladies and Gentlemen, Steve's advice is EASILY worth six digits per year to your bottom line. I'd copy it, disseminate it, follow it, and profit from it!

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