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Jason Volny

Jason Volny National Training Manager

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Create Change with the People-Process-Technology Framework 

How many times did you come back from a 20-group or a DSES 2020, DrivingSales Executive Summit, with a great idea that can help your organization get the results you need. You let your managers know about what you’ve learned and ask them to implement new processes only to see it fizzle out after a few months. Why? Was the idea not as great as you thought? What happened? Why didn’t it stick?

As leaders of our organizations we need to understand a few things about change and the effects it has on all resources in order to have a successful change integration. For the most part, people are afraid of change because they don't really know what to do, they don’t know why they should do it, and they are very comfortable doing it the old way. If you truly want organizational transformation, you need a balance between the three change-components: People, Process, and Technology, also known as the P-P-T framework.

When implementing Human Capital Management processes or any other processes in your organization, you must focus on all three components to increase the chances of success. Let’s break down all three in detail. 

People

In my opinion, the most important component. Without the people in our industry, you can’t get the value from all of the other investments, processes, or technology. When implementing HCM in your organization, you must solve for the people-side of the equation: 

Who’s doing the work? - Who will be involved in executing the process at each step? Do they have the necessary knowledge to allow them to succeed in the new process?

  • People Champion - Just like every organization needs a leader, HCM processes need a People Champion. If you want your project to succeed, you must assign a project manager, empower them, and set an expectation. 

  • Manage expectations and fears - As we have mentioned before, people are afraid of change. More importantly, they are afraid of loss. As a leader, it is up to you to over communicate what is expected of everyone through this process and the impact it will have on all of the stakeholders. (Having a great performance review process should help with this)

  • Communication - There is no such thing as over-communicating when it comes to implementing new processes. Everything must be clear to everyone involved. Also, how do you want to communicate the message to your people and how do you want them to communicate back to you? 

  • Compensation - The question that most people ask themselves is “what’s in it for me?” This is why part of everyone’s compensation must be directly tied to the outcome of the new processes implemented. Without this motivational factor, the majority of the stakeholders will fall back into their old routines. 

  • Do you promote or hire? - Our people are busy and most of the time our new processes fail because our managers just don’t have the time to implement them consistently. We must ask ourselves if we need to hire more people to help with these new processes. 

  • Buy-in - The most important  factor of the people side of process implementation. Recruit as many influencers as possible before launching a new process. Without buy-in, you won’t get the traction needed for success. 

There are many more factors to consider within the people component of the P-P-T framework, however, if you have the right people on the bus, they will get it done.

Process

The second most important component in the P-P-T framework. After all, it’s the consistency in the process that delivers results. Without the right process in place, people will fall back into their old routines. Consider these following factors when implementing a new process: 

What is our current process? -  It’s important to identify the current process, the gaps and the outcome that it delivers. After all, if you attempt to move the needle, wouldn't you like to know the starting point? 

  • What is the new process? - Map out every step of the process. There should never be any doubt amongst your people as to what happens next in the process. 

  • Why are you changing the process? - Craft a “why” message, a mini mission statement. People need a reason to act. This will help with recruiting influencers and keeping everyone on the same page and moving in the right direction. 

  • How will you manage it? - As you are implementing a new process, it’s just as important to think through and implement a management process. What measurements will you need? Who is responsible for the setting, collecting, and reporting of the measurements? Do we need to set aside meeting time or use existing reporting meetings? 

  • What training does everyone need? - Don’t assume that everyone knows the processes and the technology needed for a successful implementation. Outline the competencies needed for a top-performing process executor and train. 

  • What are the tasks? -  Don’t just focus on the results, focus on the activities that drive results. Your people need to know what the daily, weekly, and monthly tasks they need to complete. They need to know what is expected of them and when?

Once again, there are many more sub-processes to consider when implementing a new process and most likely, you won’t get it perfect on the first try. No worries, as long as you understand that your people need a process to stay effective, you’ll be able to adjust and implement on the fly.

Technology 

Finally, the last piece of the puzzle is technology. The reason it’s last, is because technology by itself can’t do anything. If there is no process or people using technology to make their lives easier, you are just wasting your time and money. When implementing new technology to help automate some of the Human Capital Management processes, there are several factors to consider:

Why are we using this technology? - People need to know why and how this technology will impact their day-to-day activities and how it will make it easier for them.

  • What knowledge is needed? - If your people don’t know how to use the new technology, they won’t use it to maximize their efforts.

  • Is it simple enough? - Don’t try to do too much. When implementing new technology, keep it simple at first and implement more as your team matures. 

  • Does my team have the right hardware? - You don’t want to set the expectation without knowing if your team has the right tools to be able to achieve it. 

Bottom line, technology should make the stakeholders' lives easier. In our dealerships today, we have CRMs to help us automate some of the customer processes. We have DMSs to help automate transactions and manage our money. We even have inventory management solutions to help us automate our inventory management processes. It’s time we look at technology to help us automate the people processes. 

The P-P-T framework is designed to assist you in any process implementation within your organization. By now, we know that implementing people-processes in your dealerships is the next opportunity for our growth and creating a sustainable competitive advantage. However, it is not enough to just have a great people-process, you must create an implementation plan and incorporate all three components: people, process, and technology. 

R. J. James

Jason... EXCELLENT article with practical questions for each segment of the PPT Framework! 

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