finding, managing & motivating your...

Finding, Managing & Finding, Managing & Motivating Your TeamMotivating Your Team

““People are your greatest assets.People are your greatest assets.””

The People ProcessThe People Process

Assessing your needs

Finding

Recruiting

Interviewing

Pre-Start

Orientation

Training

Managing and Monitoring

Motivating and Growing

The People ProcessThe People Process……The Investment $$$The Investment $$$

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Inter

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Pre-S

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Orienta

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Trainin

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Man

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Mot

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Your Investment

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Manage & Motivate & Grow

What is your ROI?

Case Themes To Live ByCase Themes To Live By

“People are your greatest assets.”It is our obligation to communicate, not others’ responsibility to understand.”1 + 1 = 3

Aggressive, but realistic

Listen, Learn and Respond

Assessing Your NeedsAssessing Your Needs

1. What is my plan for growth?

2. What is my turnover rate?

3. Do I have proper back up if someone is hurt or leaves?

1. Leads – Projected vs. Actual

2. Sales – Projected vs. Actual

3. Lead Time – Short vs. Ideal vs. Long

Some Key Questions Key Indicators

Taking Taking ““InventoryInventory””Your Core Competency?• You?

• Your Sales People?

• Your Production Team?

Where do you make your “profit”?Who generates the “profit” on your team?

How do your #’s compare to others?

What are your short & long term goals? growth? exit?

Are your sales / production dependent on processes / system or individual personalities?

How do Remodeling Sales How do Remodeling Sales Disciplines Differ?Disciplines Differ?

Design/Build

Handyman

Kitchen/Bath

Process

How do your sales processes respond?

Solutions

Product

You are selling

Comparing Remodeling Sales Comparing Remodeling Sales DisciplinesDisciplines

K/BHMD/B

Organized syllabusSpecific class room / role play / hands onApprenticeshipType of training

Cab. Reps. Showrooms

Contacts Their own business

Arch. Schools / NetworksWhere to find them

Good communication / interpersonal skills

5-10 year remodeling experienceDesign baseSkills

3-6 months5-7 months1-3 yearsReturn on investment

3 months6 months1 yearWhen will you know if they will be successful

1 months3 monthsApprenticeship 1-3 yrsLength of Training

Good communication / interpersonal skills

Able to build it w/ your head

Design / general construction

Sales person background

ProductSolutionProcessWhat are you selling

The Recruitment ProcessThe Recruitment Process

Finding the “right” team

members

The Interviewing

Process

Deciding to hire or

not?

Finding the Right Team MembersFinding the Right Team Members Networking with suppliers

Networking with subs

Networking with team members (bonus program)

Vehicle Signs

Career Brochures

Newspaper Ads

Open Houses

Internet

Your Web Site

Letters to small remodelers

___________________________

The Interviewing ProcessThe Interviewing Process

A. Goal: Not to hire, only to qualifyB. Key Questions

1. Are you currently employed?2. Why are you seeking employment?3. Do you have reliable transportation?4. What tools do you have?5. Tell me about your computer skills.6. What attracted you to call?7. What are you current wages and what are you seeking?8. What is your time frame?

C. Use the phone application formD. Resumes or work historyE. How to set up an interview

1. At your office (block out 2 hours)2. Specific time during business hours3. Set agenda/expectations

The Phone Interview

Interview Process (cont.)Interview Process (cont.)

Prepare (forms, presentation book, pens)

Review phone application

Thank them for being on time

Ask simple questions to make them feel comfortable

Meet in a quiet place (phone off)

Ask for resume

Set agenda/process

Interviewing questions (open-ended)

Talk 20%, listen 80%

Ask them to fill out application and background check form (leave the room).

The Face to Face Interview

Face to Face (cont.)Face to Face (cont.) Reflect and prepare additional questions

Look at completed application

Discuss job history

Ask applicant, “What are you looking for?” Presentation book (20 minutes)

Watch body language

Ask yourself 3 questions

Can they do the job?

Will they do the job?

Will they fit?

Face to Face (cont.)Face to Face (cont.)

Set expectations Ask them if presented with an opportunity at Case, would

they be interested? Watch for buying signals??? Sales –McQuaig Survey “I would like to make a tentative offer.” Close HRS on first interview & set a second with sales

applicants Restate agenda/process Send off documentation/call references, etc.

The The McQuaig McQuaig SurveySurvey

Primarily for sales applicants ( who not to hire )Looks at who they are and who they are attempting to beGive indication of disposition, not product knowledge or intellectFocuses on goal orientation/competitiveness, sense of urgency , independence etc…How they will be to manage and motivateIt’s a numbers game!

How to decide!How to decide!

3 questions (Can they? Will they? Fit?)

McQuaig survey

When in doubt, satisfy yourself first

Call former employer

Review qualifications

Their history of job changes ?

Call references

Second interview, if in doubt

Bring in someone else to interview them

Ask….Are the looking for a job or a career ?

PrePre--StartStart

Send welcome letter (ask for them to sign off)Confirm start dateCommunicate to your teamPrepare for arrival (attire, computer, phone, etc.)First impression is important !Map out calendar of first weekCommunicate agenda to new team members along with suggestions of things they can do to prepare for first day

OrientationOrientation

Meet and greetTour officeFill out formsReview handbooks (hit highlights)Review benefitsAttire ordersSet expectationsDiscuss the Case Culture / ThemesMap out first week calendar

Winning Organizations are Teaching Winning Organizations are Teaching OrganizationsOrganizations

Case Culture Time Management Home Repair Specialist

Seminar Computer Workshops Sales Training Estimating Training Production Training Regional Training Product Training

Computer Training Remodeling Seminars Remodeling Conferences Management Training CAD Training College Programs Association Seminars CR Program CKD Program CLC Program

Internal training External training

Monitoring ToolsMonitoring Tools

Salesperson Review Checklist

Goal Sheet

Sales History Form

Salesperson Evaluation Report

Sales Call Self Analysis

Performance Review Form

The Successful Meeting StructureThe Successful Meeting Structure

Team/Sales Meeting

Mandatory

Consistent (on time)

Prepare an agenda

1 Hour +/-

50% communication, 50% training*

Weekly goals report

Be consistent with your style ?

Interactive & motivational

Bring in outside folks

Be patient…it takes time

“Meetings are your job”

*Training Topics:

The sales process

Objections

Mapping out game plans

Creating urgency

Success stories

Building Trust Through Building Trust Through CommunicationCommunication

Consistency

Honesty

Promises

Reassurance

Proactive vs. Reactive

MotivatingMotivating

One-on-one ….. use tools !

Look for the positives

Little things matter

Motivated by fear or pleasure

Sales incentives attire

Velux trips

Hit projections by the 20th

Listen ! and take action

Contests...team…steak and beans…etc

Walk your talk

When to TerminateWhen to Terminate

Very hard to know!Bad hire or bad training?Be in sync with goals and expectations/outcomesHealthy pruningGo back to McQuaig surveysLook at all objective indicators (sales, GP, client)Ask….Is their stock rising or falling?Use evaluation formsMake it a non-event!

SummarySummary

It’s a process !

What is your ROI with a team member? (be objective)

“People are your greatest assets.”

Don’t forget the veterans.

Training is an investment

A bad hire or bad training ???