Digital Dealer - August 2018 - 10

L e a d e r s h ip (Continued from pg. 9)

almost always well above
average.
A measure of the economic value of an employee's skill set is built on the
basic production of labor
measure where all labor is
thought to be equal. The
concept of human capital
recognizes that not all labor
is equal and that the quality
of employees can be improved by investing in them.
The education, experience,
and abilities of an employee
have an economic value
for employers and for the
economy as a whole.
Human Capital Management (HCM) is an approach
to employee staffing that
perceives people as assets
(human capital) whose current value can be measured
and whose future value
can be enhanced through
various investments.
"Always treat your
employees exactly as you
want them to treat your best
customers."
- Stephen R. Covey
Dealerships today face
increased pressure and
complexity from the toughest human capital management disruptions the
marketplace has ever seen.
Competition, technology
(social and mobile), skill and
labor shortages, compliance, and economics are all
creating unique challenges
that demand your attention
and have the potential to
influence your profitability.
Talent Management
refers to the organizational
processes of recruiting,
onboarding, leadership
development, succession,
performance management,
pay for performance, career
development, training, workforce planning, employee
10

AUGUST 2018

collaboration, and other related practices and systems.
It is all about employee
engagement. According
to Gallup, the bottom line
regarding low employee
engagement is estimated
to cost the U.S. economy
roughly $370 billion a year.
Ask yourself; What will it
cost you and your store?
"Some 80% of your life
is spent working. You want
to have fun at home; why
shouldn't you have fun at
work?"
- Richard Branson
High employee engagement is actually critical to

a "chief influencer" rather
than a chief executive is in
management's best interest
as well as an employee's
because it causes employees to respond in a positive
and proactive way to their
work challenges.
Employees are eager to
invest more of themselves
to help the company succeed but want to understand what's in it for them.
If workers feel they have
no road to advancement or
achievement, that's a big
turn-off when it comes to engagement. What's the point
in trying harder if there's

ALWAYS TREAT YOUR
EMPLOYEES EXACTLY
AS YOU WANT THEM
TO TREAT YOUR BEST
CUSTOMERS."
a company's performance
and, according to Gallup,
it impacts nine key performance areas in these ways:
 37% lower absenteeism
 25% lower turnover (in
high-turnover organizations)
 65% lower turnover (in
low-turnover organizations)
 28% less shrinkage
 48% fewer safety
incidents
 41% fewer patient
safety incidents
 41% fewer quality
incidents (defects)
 10% higher customer
metrics
 21% higher productivity
 22% higher profitability
Nice double-digit increases I am sure most of you
would enjoy. But how do
you influence this type of
intangible in a meaningful
manner? Acting more as

D I G I TA L D E A L E R . C O M

no endgame in sight? Who
wants to play a game where
there's no way to win?
The management team
needs to make the leap to
a more inspirational and
engaging style of leadership
to help drive higher engagement. The more management makes an honest and
meaningful effort to connect
and motivate workers, the
more workers will feel connected to the dealership and
its goals.
Recently, a company
asked me to take a look
at three manager's DISC
profiles whom they were
considering hiring. They
had interviewed all three
"in person" and considered
them fairly equal, however,
based upon their DISC
profile they had landed on
one candidate they felt they
should hire and asked my

opinion. Examining their
profiles, I actually choose
a different candidate for
reasons which I will not
go in to. The interesting
part of this story is I asked
the four executives this
question; "How much
of this person's job will
involve phone skills?" They
answered, "75-80%." I
then asked them this; "So,
which of you conducted a
phone interview with the
candidates?" They looked
around the table with a
blank stare at each other.
Then, they asked me to
develop a series of phone
interview questions and
conduct the interviews at
my office. After conducting
the interviews, a different person was actually
chosen for the position because they shined on the
phone. The point is, take
your hiring and interviewing
process to new levels and
you will be glad you did. In
the selling side of this business (sales and service)
phone skills represent the
lion's share of opportunities to do business. When
was the last time you
developed your team with
contemporary phone skill
techniques?
"It is common sense to
take a method and try it. If
it fails, admit it frankly and
try another. But above all,
try something."
- Franklin D. Roosevelt
If you would like to
receive a few leadership
ideas for engaging your
team or interviewing ideas
shoot me an email.
.
CHUCK BARKER is
president and founder of
Impact Marketing & Consulting
Group in Virginia. EMAIL:
Chuck@impactgroupcrm.com
http://www.DIGITALDEALER.COM
Table of Contents for the Digital Edition of Digital Dealer - August 2018
