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. 

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

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.