Pub. 6 2017-2018 Issue 1

20 San Diego Dealer Mueller suggests dealers followupwith training throughout an associate’s career, although he recognizes that some are hesitant to invest in training. “A lot of dealers are concerned about the cost associatedwith training and ask, ‘What happens if I train the associate and they leave?’” says Mueller. “But the operative question should be, ‘What hap¬pens if I don’t train them and they stay?’” The good news is there’s no shortage of training programs for dealers. The National Automobile Dealers Association, OEMs and companies such as JM&A Group offer training solutions and resources. “Our field team doesn’t just provide dealers with the F&I tools and then walk away,” says Scott Gunnell, vice president of Sales Strategy and Development for JM&A. “We go into dealer¬ships and assess every aspect of their operations to provide training and in-store support, but we also offer off-site and virtual training options.” For JM&A Group, going to the dealer is a great benefit, but it is important to get people out of the dealership environment. It allows associates to focus on the course information and not what’s happening on the other side of the walls in the showroom. Kraybill believes it’s important for dealers to communicate a clear mission and objectives that translate into purpose. When the show- room sales star gets bumped up to sales manager, you want the change to be well received so that team morale is not disrupted. Leadership skills and buy-in to the company’s culture are the main ingredients for managers, and not all sales personnel possess those characteristics. Nevertheless, dealers can use assessment testing to determine an associate’s success in management. “If change and being adaptive is central to your business operations, you can and should evaluate whether someone has been a change leader or a change resister,” says Kraybill. Coaching, mentoring and training the staff is a proactive approach to succession planning. Once a dealer recognizes the value in implementing a training and development program, partnering with the right people who understand their company culture and goals becomes paramount to establishing an effective process. “The idea is to complement dealers’efforts, not interrupt their business,” adds Gunnell.“We achieve that by supporting themwith the best practices and tools to help maximize overall performance.” Auto dealers often must draw the line: in court, with employees and unions, and with competitors. As one of the largest labor and employment firms, Fisher Phillips has the experience and tenacity to help you get the results you need. That’s why some of the savviest employers come to us to handle their toughest workplace issues. FISHER PHILLIPS. WHEN YOU HAVE TO DRAW A LINE IN THE SAND. 4747 Executive Drive • Suite 1000 • San Diego, CA 92121 858.597.9600 • fisherphillips.com