We’ve all heard the importance of a dealership providing the proper tools for a new sales employee to be successful. Some are very basic like a desk to work at with a computer (hopefully) and some are more involved like training.
Almost every dealership experiences high employee turnover in the sales department. Some dealerships don’t, however, and my hat is off to them because, while every dealership will tell you they value their employees, not many actually show you they do.
I read a book titled “The Three Signs of a Miserable Job” by Patrick Lencioni . In brief, it discusses the importance of management truly getting to know their employees on a personal level and showing interest in them as people. Done properly, this increases a person’s job satisfaction because they feel like they matter and that what they do makes a difference. (I absolutely recommend this book!)
If your new employees don’t really feel part of your organization, they will not have the internal commitment to your business. Just as employers impose 90-day probation periods to scrutinize employees and see if they will conform, fit-in, and produce, employees have a probation period for employers also, whether conscious or unconscious, where they are evaluating you as an employer and making a decision on whether they want to continue working for you and, in cases of green-pea car salespeople, whether they want to remain working in this industry.
Personally, I never understood the whole “probation period” thing anyways. Most dealerships have migrated to an “at-will employment” model anyways so what does it matter if you terminate an employee pre-90 or post-90 days? With such an agreement in place, you can terminate an employee at any time and for any reason.*
The point is, in my opinion, by having a “probation period”, you are telling your new employee that you like them enough to hire them but you don’t like them enough to commit to them – yet.
One thing that bothers me and I still see in practice today – the procrastination on purchasing your new sales employees business cards. This is probably one of the smallest expenses you could (and probably will) make in a new employee. Business cards nowadays cost less than the pre-employment drug screen and the training you’ll (hopefully) provide for them.
I understand that it is because of the high turnover in sales that makes an employer wait to order them. The justification is, of course, monetary and justified with some phrase similar to – “If we ordered business cards for every new salesperson, we’d have a bunch of business cards for people that don’t work here anymore.”
My point is that the simple act of providing business cards to a new employee shows them that you want them there, not that you are still trying to make up your mind. By not “walking the walk” and making a commitment to a new hire, you allow them to do the same.
I know of dealerships who do not provide business cards to any salespeople…. ever.
In addition to this, it looks really unprofessional to a customer when a salesperson either cannot provide a business card and/or they have to write their name on a blank one or on top of an ex-employee’s crossed-out name. Customers don’t expect your salespeople to be around long anyways. This just reinforces that feeling and detracts from your dealerships’ message of stability and trust.
This is just one way with which you can show an employee that they matter …. not just that they may matter later.
By making this small expense and showing your commitment to them, you may just get them to commit more to you.
* (Disclaimer: If your state does not allow “At-Will” employmentagreements and/or there are some other employment laws that mandate sucha policy, then, of course, protect your business. I am not anemployment attorney.)
