Pub. 6 2017-2018 Issue 1

18 San Diego Dealer I n the world of auto sales, the transition from rookie to strong deal- closer often takes several years. Trouble is, by then, many in the sales force have already left the dealership. Ted Kraybill, president of ESiTrends in Largo, Fl., a consulting firm focusing on employee retention, says themedian tenure for dealership salespeople dipped to 2.4 years in 2015, from 3.8 years in 2011. “Retention is becoming a major issue in the industry,”he says. “If it takes three to four years for someone to get up to a solid proficiency level, and half the people aren’t making it to three years, that’s going to hurt productivity and profits.” Stephanie Slate, HR manager of Enterprise Talent Acquisition for JM&A Group’s parent company, JMFamily Enterprises, oversees talent acquisition strategy and planning for the organization. One of her main responsibilities is to partner with the JM&A field team to help dealers strengthen overall performance by advising on how to recruit and train the right people. “With the new set of expectations candidates bring to the workplace, the one-size-fits-all model of recruiting doesn’t work anymore,” says Slate. “The candidate will research and interview your company to make sure it’s the best fit for them. If the organization’s offerings do not align with their professional goals, they will seek employment elsewhere.” According to the fifth annual Millennial Survey by Deloitte Touche Tohmatsu Ltd., 66 percent of Millennials expect to leave their organization by 2020. Deloitte surveyed 7,700 people in that age group, from 29 countries, in fall 2015. Slate also stresses the importance of tailoring the recruitment and onboarding experience to ensure that incoming talent understands how they can be effective members of the team from the start. BreAnna Fisher, vice president of Major Accounts for Hireology, a Chicago-based provider of software and talent coaches directed at helping dealers improve hiring, talked about the recruitment strategy dealers have relied on in the past. “Dealers traditionally used the three Ds—dollars, day off and demo car—to attract and retain talent, but in today’s competitive market, those tactics aren’t as effective in light of changing career preferences,” says Fisher. Getting the right candidate starts with employment branding and sim- plifying online job applications. Orientation, training and development are key when onboarding a staff member. While it’s imperative to have an effective onboarding process to attract the best talent, it’s equally important to establish a culture that your team believes in and practices. That’s what helps build loyalty within your dealership. Kraybill wouldn’t suggest abandoning some of the long-standing rules to retaining talent. Competitive pay and achievement recognition are still important. When ESiTrends surveys employees, asking if they’re seeking a better job, old values aren’t the determining factors; the best predictor is how associates feel about career development with their current employer. Of course, different variables contribute to why associates might leave. Before dealers can even address reasons for a high turnover rate, they have to understand what the perception is of the dealership’s philos- ophy. Surveying your employees is a great way to learn how satisfied they are with the work environment and if they know and agree with the business culture. “Some dealers rely on recruiting outside talent or they promote the next associate in line, but it’s important for dealers to create career paths,” says Jim Mueller, vice president of JM&A’s Northeast Zone, who works closely with dealers. “This gives your team encouragement and an incentive to work hard.” TIPS FOR RECRUITING & RETENTION