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Jared Hamilton
From: Jared Hamilton
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Bryant Gibby

Bryant Gibby Used car manager

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2 Deep

We are currently trying to put together a plan to where we are 2 deep in every position. Meaning each key position at the dealership is backed up by 2 people. They are to be selected and eventually train for that position. Once they are done training, they don't automatically get the position. They will get the position when something opens up (someone quits or gets fired, we grow to where we need the help). They will also be used to fill in if someone gets sick and is out for a while or goes on vacation.

I love the idea and I think it is ultimately help us grow and ensure we don't have "down time" if we lose somebody. I think it is going to be harder to implement than we think it is going to be. Although we haven't started yet, I'm guessing the following might be some of the challenges that we are going to face:

-Selecting the people. Some people aren't quite ready to be promoted to certain positions and you can't exactly hire someone from the outside for a position that isn't available.

-Getting people's hopes up and potentially tubing them out if they don't get the position.

-Taking the time to properly train them. We are already very busy and it will take quite a bit of time to train each position if we do it the right way.

I'm sure there are some other minor challenges that we may face along the way but I'm guessing those will be the biggest ones that we will have to overcome. Just curious, is there anybody out there that works at a store that has successfully set this up? If so, what were the challenges that you had and how were you able to work through them?

 

Renee Stuart
Hallelujah! Bryant, this may sound cliche, but "YOU just made my day". A typical discussion around succession planning for a dealership is had behind the owners closed door. The conversation begins something like... "Which of my children are going to take over the business?" This mindset is limiting at best, and is crippling to most dealers today. Succession planning is a process for identifying and developing internal people with the potential to fill key business leadership positions in the company. Let's face it, the retail automotive talent pool is extremely shallow. How your dealer has decided to handle talent development deserves a huge applaud. Your turnover cost will decrease, your employee engagement will rise, your talent acquisition will become easier - and most importantly, your customers will love you more for it. I don't know of any dealership who is doing what you plan to do, but I would love to help you and your team figure it out. There will be no pitch. No selling. Just pure authentic helpfulness. Let's collaborate :: Renee Stuart (503) 303-4699
Larry Schlagheck
Bryant: Not an exact parallel but I know what you're trying to do. Before DrivingSales I was a Branch Manager at one of Manheim's salvage auction facilities and I was able to accomplish what you're suggesting. The key, as I learned, was scheduling the cross training and having deadlines. Without this, everyone was "too busy". The key motivation was long-term success with the company. The more you know, the more valuable you become. In fact, many of these folks ended up being recruited by Manheim corporate to train other locations because they ended up being so knowledgeable across the board. Something we were very proud of. My advice . . . don't do is half-ass. Jump into it feet first (with a schedule/plan in place) and make it happen.

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