WHAT QUALIFIES YOU TO BE AN EXPERT ?
Ok now there is an experts page, but what qualifies you to be an expert?
Replies to This Discussion
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Permalink Reply by Joe Nagy on
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Another question would be...Who will be the one(s) doing the qualifying?
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Permalink Reply by Fran Taylor on
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I usually let others do the talking but results make you an expert. Here are some. This year a Subaru dealership was selling 25 total a month and now is up to 140 plus a month. This dealership is the most improved dealership East of the Mississippi this year. A Toyota store in NC is the most improved dealership in the south east with our training . We helped a Chevy dealership that was rated 56th in the USA for certified used cars and twenty month later they were number one. We have several sales reps selling 35 and up every month. A rookie is on track to deliver 400 cars his first year in the business in northern Pa. Oh yea by the way I was selling 40 to 50 cars a month in less than two years. I wouldn't call us an expert just yet but I think we are getting close. If anyone wants the names of the dealerships or sales reps I will be happy to provide them. There are a lot of good trainers and business people out there and I can't wait for there answers. Thanks for asking this question Ben and best of luck to all.
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Permalink Reply by Donald E. Braemer on
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I have attached some documents that support my expertise, however a brife writing is. I have over 45 years in the automotive business and have been successful in every chair from the General Manager to a porter as a young man. I specialize in fixed operations and I ' am willing to help any one of need.
Don Braemer
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Don Braemer Bio.doc, 26 KB -
DonBraemer LinkedIn Profile 7-27-2011.pdf, 23 KB
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Permalink Reply by Tony Provost on
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Growing dealerships, year in and year out. The excuses, do not make a bottom line, employee retention doesn't just happen,customer retention at 65% or more, after 5 years of ownership, is accomplished best business practices. Everyone in the dealership, must buy in. The whole organization must have the will to win, in the game of building an incredible company. The economy, between the 4 walls of the dealership, is the only economy, that matters. Now, who wants to know what makes an expert?
dE, IS A GREAT SITE!!! KEEP THE CONTENT, so people can truly learn how to grow, and become TOTAL PROFESSIONALS!!!
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For thouse of you that may have intrest I wrote this for a trade magazine
What can a dealership do to hire and retain the best employees in their Fixed Operations departments?
Part One
Well if you don’t mind I think it best that we start this at the beginning, (the hiring and culture process), because if you hire the wrong people you will most certainly turn them over. Take a real close look at the process you currently have and see if it includes at least the following.
The application form and its content should be H/R Certified and approved and along with the usual standard entrees it should include as much history about the applicant as possible to include at least the previous employment and the supervisor’s names and phone numbers. Then call them to verify the dates of employment and is this person on a (would rehire status or not). You can’t ask much more in today’s climate and most places won’t give you much more. If he/she is on a do not rehire status, you need to find out now not after the hire. There has to be a reason and the answer needs to come from the applicant. References should also be a requirement. Ask for three to four and call them to see about the person’s energy level, apparent likes and dislikes (what do they think motivates him/her) and what would the reference person hire him/her to do for them?
Do use a talent and personality survey like MBS (Management by Strength), it will help you to LEAD and understand what motivates or de-motivates the associate to develop his/her best production levels, (how to push their positive buttons) you also want them to be happy within your culture and let you know if they will fit your culture. It will also give you an indication of their energy levels as well as their basic nature. Not understanding a person’s nature and what motivates them can lead to a poor relationship, poor leadership decisions, bad feelings, misunderstandings, poor production and turn over.
Your culture, what is it in your store? Do you have well written, adhered to Mission Statement, Core Values List and Code of Honor List for all of your Leaders and associates to live by? If you have them, and you should, are they enforced and are you following up to verify that they are adhered to and that they have developed the positive culture you want to retain your associates. You can also use these things in your advertising to find additional perspective applicants or in a job fair as well as review and give a copy of them to a current applicant during your hiring or on boarding process after the hire is made.
On boarding otherwise known as the orientation process, is an area that will cause turn over because the associate was not given the time and proper training about your stores processes. For instance, time clock use and requirements, DMS computer operation and training, dress code and uniform sizing, hours they are required to work, road test maps to follow, H/R requirements like write to know, insurance, Job Objectives (job descriptions) reviewed and signed for, company manual reviewed and signed for and many more. Your H/R department should have a list; check with your attorney for your local law requirements and also periodically you should ask your current staff what they would suggest should be added to the orientation process. Also each new associate should be assigned to a mentor for a period of time for OJT (on the job training) of the basic daily tasks.
New associate reviews at intervals such as a 30-60-90 day review of their performance and to answer their questions before they become permanent on day 91. The Mentor and the department leader should do these with the associate so there are no misunderstandings about the job objectives, standards, or any other items. The department leader and the dealer operator should agree on the items discussed and a list should be followed.
How about your job objectives, the pay plans and the review forms used? The job objective and the pay plan should match or mirror if you will each other, as people work their pay plans so make them the same and use the job objectives to do your yearly reviews. Do you know for a fact what your market pays for people in their area of expertise such as an A-B or a C technician, or a warranty administrator and so on; do you pay the best for the best? People leave because they feel that they are being under paid.
Do you know what your reputation is like on the street, are you a business the best people want to work with, or do you only seem to have the lesser qualified apply, do you have a considerable amount of turn over? If you do not know it may be affecting your stores profitability. Talk to your department leaders, ask the associates that leave why they are leaving, and make sure you are not in one of these traps. Hold town hall meetings, talk to your people and most of all listen.
More to come stay tuned and send in your thoughts and questions!
Tony Provost said:Growing dealerships, year in and year out. The excuses, do not make a bottom line, employee retention doesn't just happen,customer retention at 65% or more, after 5 years of ownership, is accomplished best business practices. Everyone in the dealership, must buy in. The whole organization must have the will to win, in the game of building an incredible company. The economy, between the 4 walls of the dealership, is the only economy, that matters. Now, who wants to know what makes an expert?
dE, IS A GREAT SITE!!! KEEP THE CONTENT, so people can truly learn how to grow, and become TOTAL PROFESSIONALS!!!
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Permalink Reply by DealerELITE on
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When we say "experts", we mean anyone who knows about the topics posted. We are all here to help each other become better at what we do. We're hoping not to get too technical here. Please, let's all work together to make the auto industry great!
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Permalink Reply by Thomas J. Cirigliano on
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Tony.."the economy, between the 4 walls of the dealership is the only economy that matters"....great post. I don't fish..but I know if things are gong badly..."the fish usually stinks at the head." Thanks, and keep sharing.
Donald E. Braemer said:For thouse of you that may have intrest I wrote this for a trade magazine
What can a dealership do to hire and retain the best employees in their Fixed Operations departments?
Part One
Well if you don’t mind I think it best that we start this at the beginning, (the hiring and culture process), because if you hire the wrong people you will most certainly turn them over. Take a real close look at the process you currently have and see if it includes at least the following.
The application form and its content should be H/R Certified and approved and along with the usual standard entrees it should include as much history about the applicant as possible to include at least the previous employment and the supervisor’s names and phone numbers. Then call them to verify the dates of employment and is this person on a (would rehire status or not). You can’t ask much more in today’s climate and most places won’t give you much more. If he/she is on a do not rehire status, you need to find out now not after the hire. There has to be a reason and the answer needs to come from the applicant. References should also be a requirement. Ask for three to four and call them to see about the person’s energy level, apparent likes and dislikes (what do they think motivates him/her) and what would the reference person hire him/her to do for them?
Do use a talent and personality survey like MBS (Management by Strength), it will help you to LEAD and understand what motivates or de-motivates the associate to develop his/her best production levels, (how to push their positive buttons) you also want them to be happy within your culture and let you know if they will fit your culture. It will also give you an indication of their energy levels as well as their basic nature. Not understanding a person’s nature and what motivates them can lead to a poor relationship, poor leadership decisions, bad feelings, misunderstandings, poor production and turn over.
Your culture, what is it in your store? Do you have well written, adhered to Mission Statement, Core Values List and Code of Honor List for all of your Leaders and associates to live by? If you have them, and you should, are they enforced and are you following up to verify that they are adhered to and that they have developed the positive culture you want to retain your associates. You can also use these things in your advertising to find additional perspective applicants or in a job fair as well as review and give a copy of them to a current applicant during your hiring or on boarding process after the hire is made.
On boarding otherwise known as the orientation process, is an area that will cause turn over because the associate was not given the time and proper training about your stores processes. For instance, time clock use and requirements, DMS computer operation and training, dress code and uniform sizing, hours they are required to work, road test maps to follow, H/R requirements like write to know, insurance, Job Objectives (job descriptions) reviewed and signed for, company manual reviewed and signed for and many more. Your H/R department should have a list; check with your attorney for your local law requirements and also periodically you should ask your current staff what they would suggest should be added to the orientation process. Also each new associate should be assigned to a mentor for a period of time for OJT (on the job training) of the basic daily tasks.
New associate reviews at intervals such as a 30-60-90 day review of their performance and to answer their questions before they become permanent on day 91. The Mentor and the department leader should do these with the associate so there are no misunderstandings about the job objectives, standards, or any other items. The department leader and the dealer operator should agree on the items discussed and a list should be followed.
How about your job objectives, the pay plans and the review forms used? The job objective and the pay plan should match or mirror if you will each other, as people work their pay plans so make them the same and use the job objectives to do your yearly reviews. Do you know for a fact what your market pays for people in their area of expertise such as an A-B or a C technician, or a warranty administrator and so on; do you pay the best for the best? People leave because they feel that they are being under paid.
Do you know what your reputation is like on the street, are you a business the best people want to work with, or do you only seem to have the lesser qualified apply, do you have a considerable amount of turn over? If you do not know it may be affecting your stores profitability. Talk to your department leaders, ask the associates that leave why they are leaving, and make sure you are not in one of these traps. Hold town hall meetings, talk to your people and most of all listen.
More to come stay tuned and send in your thoughts and questions!
Tony Provost said:Growing dealerships, year in and year out. The excuses, do not make a bottom line, employee retention doesn't just happen,customer retention at 65% or more, after 5 years of ownership, is accomplished best business practices. Everyone in the dealership, must buy in. The whole organization must have the will to win, in the game of building an incredible company. The economy, between the 4 walls of the dealership, is the only economy, that matters. Now, who wants to know what makes an expert?
dE, IS A GREAT SITE!!! KEEP THE CONTENT, so people can truly learn how to grow, and become TOTAL PROFESSIONALS!!!
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Permalink Reply by Tobias Sedillos on
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I think it's nice that we all have different strengths, and a unique story to tell. I began taking care of people with their automotive needs in March of 2000. From the outside looking in, it looked like I was doing very well: to management, my numbers always looked good. However, in my own mind I was failing. I was working long hours, and the only reason why my results looked good was because I was working very hard. I knew that if I ever stopped working hard all of my results would immediately go away.
This was taking a toll on me mentally, and I wasn't getting to enjoy very much time with my kids – and they were growing up so fast. Thankfully, the auto industry was providing me with an income that allowed my wife to be a stay-at-home mom – although I am confident there are many times when she probably felt very alone. I was constantly searching for a better way to do things – and I knew that the only way I was going to achieve "time freedom" in this industry was to position myself to have a business that was centered around repeat and referral business. I needed to be able to do the same volume in my business; in half the time. I needed to position myself to become an asset instead of a liability to the company I work for. I am grateful that I stumbled into the solution I was looking for four years ago. It has helped me to become a four day a week (by appointment) automotive professional. Today, I get to enjoy working with the people I want to work with. The extra time I have for my family, and to focus on personal and professional development has proved to be something that would be difficult to put a monetary value on.
I don't know that I'm necessarily "an expert", but I have shared what I am doing with a few other professionals so that they could do the same thing. Although the way I do things is completely different from the fundamentals I was taught about the auto industry in my first seven years, I have found that it is a lot more effective and enjoyable. My business is centered around deep relationships, kindness, and appreciation. I understand that the solution I share is not for everybody, but I think if people could walk in my shoes – then and now – they would understand why I share it with such passion.
Tobias Sedillos
https://profiles.google.com/tobias.sedillos
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