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Jared Hamilton
From: Jared Hamilton
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Bart Wilson

Bart Wilson Director of Operations, Media

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Dealer Response to Covid-19

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While each dealer presumably will and or has already responded differently to COVID-19, it is essential for all dealers to respond. Offering a front-facing…

Your BDC Can Work From Home

Your BDC Can Work From Home

For those dealers who have BDC Departments, it is possible for your BDC team to work from home. In which case they can manage the leads, social media, and …

Building Your Budget for the Covid-19 Environment and Beyond

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In this moment of time we're in, there is an opportunity: growth. Whether you have a strong grasp on budgeting your digital marketing or have just begu…

Messaging in Challenging Times: Communication Strategies for Dealers

Messaging in Challenging Times: Communication Strategies for Dealers

The last few weeks have been some of the most unusual any of us have seen in our lifetime, as our industry navigates rapid change amid the coronavirus pand…

A Word from the DrivingSales Team

A Word from the DrivingSales Team

As COVID-19 continues to spread, our thoughts are with dealership employees and their families.  Retail has been hit particularly hard with officials …

How to Keep Your Employees Longer

 

Are you pay plans leading to high turnover? Jason makes a case for altering your sales comp.

Derrick Woolfson

Great video! From my experience (in my last group) when we hired someone on a salary/guarantee they faced a lot more "pressure" to perform immediately. But the issue was  - as you mention in the video - they did not receive enough training. Or they would have a trainer come in for two to three days, but as we know that is not enough training. As for obtaining higher talent, the biggest issue I offer that dealers face is that those employees are accustom to a certain culture, and when they experience utter chaos and disarray it is very off putting. That and our industry work/life balance is not known to be the best. Working 3-4 12 hour days is not appealing. No one wants to work bell to bell shifts. Not when they are making less than 50k a year.  As a result, a dealer is willing to spend hundreds of thousands of dollars to keep a revolving door. It starts from the top down, and there has to be solid leadership with a core vision. 

Bart Wilson

I feel like this is an easy topic to chat about but a little more difficult to implement.  Where would you start?

Derrick Woolfson

I would first visit the turnover percentage. At that point, I would take a hard look at my management, and review the on boarding process. One of the biggest issues with on boarding is that it is a secondary task for many on the dealer level. Thus when you have an exorbitant  amount of turn over it creates an incredible amount of work for that person, which can easily become overwhelming. That said, the dealer needs to focus on what they can do to assist them in on boarding the sales consultant. A solidified process will have a positive impact not just on the dealer, but also the new hire. 

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