finding, managing & motivating your...
TRANSCRIPT
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 $$$The Investment $$$
+
-
$
Recru
iting
Inter
view
ing
Pre-S
tart
Orienta
tion
Trainin
g
Man
aging
Mot
ivati
ng
Your Investment
$$$
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 ???