The Dealer Playbook
The Dealer Playbook

Episode · 1 year ago

Take Your Hiring Process to the Next Level w/ Jeff Morrill


"Hiring begins at the vision level, with senior leaders. If you're going to use the term 'Sales Ninja,' you're going to get a different type of candidate..."

The language of your recruiting ad can have a tremendous impact on the quality of candidates you receive for career opportunities at your dealership. 

Many dealers forget that the candidate themselves are a really big part of the hiring process. It's not all about the dealership. The dealership hiring process needs to make the candidate a partner along with the dealership so that they can appropriately see a fit with one another, rather than the traditional one-way street that job postings usually convey.


This episode is proudly sponsored by our friends at Fortellis. No two dealers operate the same way which is why Fortellis provides the tools to create unique apps that help your dealership meet the needs of the market while catering to your operations. 

Not only has Fortellis created an amazing technology platform that’s designed to make life easier for dealers, but they are also pouring back into the community with events like their dealer dev day. It’s a 3-day event that empowers attendees to network with each other to create smarter, faster, and better apps for the dealer community. 

Visit to browse their marketplace of apps and integrations that will allow you to run your business, your way.

Hey gang, there are fewer things I regret more than not investing in zoom when I had the chance. How was I supposed to know there's gonna be a pandemic and zoom stocks would explode. Looking back 20 years from now, I don't want to have the same sinking feeling sitting on the sidelines knowing I could have jumped on another bandwagon sooner. luckily we know what the next big boom and retail automotive is and that's why companies like four telus have provided the tools to create unique apps that will help your dealership meet the demands of the market. You see no to dealers operate. The same way the beauty about four tell us, is that you can pick and choose the apps and workflows that help you meet the demands of the market while catering to your operations, not only is foretell has created an amazing technology platform that's designed to make life easier for dealers. They are pouring back into the community with events like their dealer DVD. It's a three day event that empowers attendees to network with each other to create smarter faster and better apps for the dealer community. So my beloved DPB gang, the best thing that you can do right now is visit the four telus marketplace and browse through their growing library of apps and integrations that will allow you to run your business your way, visit four telus dot io to learn more. That's four tell us dot i O right? Mm. Mhm Too often we rush through this hiring process. We think a body is better then nobody, but really we're trying to get through to that right individual who not only sees a fit with the company, but that the company sees a fit with and what you just touched on. Like giving them an opportunity, giving the candidate an opportunity to experience the culture, to experience their...

...potential teammates to ask them questions is a huge testament. Two demonstrating transparency in my mind because I can have a job posting all day every day that says great culture, great experiences. We have fun. We, this we that, but who better to sell that into reality than the people they're going to be working with every day. Because let's be honest, we know employees talk to each other if they're burdened by something, they're going to verbalize it to their coworkers. If they're, you know, if they're happy, they're also going to verbalize it. Um, so I think that's so tremendous. Is that something that you um put would put in a job post? Like, hey, this, this is what the process looks like if you want to come work with us or when you apply. So great, thank you for asking that because let's go back upstream a little bit. You know, we're kind of in the middle of the process, I think hiring begins even at the division level for a company to decide the kind of people that the company wants to attract and then that moves in terms of how you're going to phrase the text and the recruiting ad, you know, if you want to use the term sales ninja, you're going to get a different kind of candidate than than what we use, which would be something like, you know, there's no experience required. We invite people who have an interest in sales to check us out. So, so the language of the recruiting at has, as you know, a significant impact on, on how you communicate with people just to go down a quick rabbit hole. I think in so many cases, businesses forget that the candidates a really big part of the hiring process, like it's just not all about us. We need to make sure the hiring process is designed to make the candidate of partner along with us. Because we really, as I mentioned before those, those departures, I don't want someone that's gonna stay with six months we try to hire to retire. So we want to find people that are gonna help us weed...

...themselves out if they're not right. And and we can only see so much over the course of three interviews and some interactions via email and phone calls in between. We need the candidate to to really understand what they're coming into so that they can help us, you know, make a good decision. So so to come back out of that rabbit hole, let's go back to the process itself after we run that ad. And uh I should mention we use uh the text of our ads is on my website. You have moral dot com. So if if you have listeners that are interested in seeing the way we write our ads, then then you know it's all all free and available there. But we we invite applicants to email a cover letter and resume. And we're much more interested in the cover letter than we are in the resume. And it's not that we don't care what they've done because it's relevant. But the cover letters, the opportunity for a candidate to distinguish him or herself. And in if he or she doesn't even attach a cover letter, that's pretty powerful statement that they didn't take even the minimum level of interest in. Following are pretty simple instructions to join us. And and sometimes we get people that will say things like I did research about your company. I called uh a family member who had bought a car from you. I spent an hour and a half on your website and we'll identify the things in our company values or the, the approach we take, the culture or, or sales model. They'll actually call those out and identify them as reasons for applying. And that person rises to the top of the pile even if they don't have the experience that, that you would hope that they would give, we'll take a college grad that's never sold anything. Um, Who would, who would send us a cover letter like that compared to...

...someone who's been selling car for 15 years. You know, probably the wrong way at the risk of importing bad habits to our company. So anyway, to finally get to the specific question you asked. When we receive that cover letter and resume, we respond with a list of frequently asked questions. This list on my website too. You can see exactly what what we send back that has all this information, what the process is like, who you'll be meeting with, how many interviews there are, what we expect you to do it as our mission statement as a company. It talks about the compensation, some detail about the pay plan, the hours involved. And again we want that candidate to be a partner with us in this process and the more we can educate the candidate upfront, the less likely we are to have to spend a lot of effort later explaining all this stuff and the last risk there is that the person ends up quitting because they didn't really know what they were getting themselves into. Yeah I think this is tremendous and um all of that to to suggest also for those listening that this um demonstrates upfront that they are about to enter growth environment, an environment by which leadership is concerned about their growth and if if you've taken the time to detail to this extent what the hiring process is going to look like for them and they don't even work for you yet. Imagine the signals that that is sending to the candidate about what they can expect post hiring that you are concerned about their growth, that there will be milestones and goals that you collectively work on. You use the word partner a couple of times and I pick up on that which is vastly different than employee. A team member. No, you're you're a partner here and and I think that just that sends a signal of itself that while you will work within this...

...environment, we are encouraging you to be the ceo of your life. Sure enough, I think there's so much competition for the best people to that we need every opportunity to differentiate ourselves and and for the people listening. You know, they have a responsibility to communicate In every way they can, why someone should work for them instead of responding to the other. Gosh, in the Boston area 25 solicitations for for sales people. I mean it's just competitive out there for talent. Even even during this Covid era where we're talking now with unemployment higher than it was pre covid. We're still still trying to to work. I mean we really have to work harder to find, find good people and it's hard to say credibly to someone we care about you as a person joining our company unless you can find a way to really communicate in terms of how you're treating them. How does um I've learned that, I mean we're talking about hiring, but I'm taking notes about leadership here. Um recently, a friend of mine reached out and said, and this was on linkedin, and they asked me in a direct message what my opinions were about, how to determine if the leadership at an organization is worth following before even going through the trouble of applying to work there. They were looking at making a career shift and they asked me who I believe so deeply in leaders. Leadership and I believe that the best way perhaps to determine if the leader is worth following is because they don't create followers, they create more leaders, right? So that was my opinion. But everything that you're talking about here is a testament to leadership. Why would I even care about creating a...

...hiring process? This is one of those things that it's like just turn on the turn on the the ads and let's see who we get. And then we got to get five sales people on the floor. So let's get that. And we got to do this and now we got to make up for it and then we don't do training and we don't do anything like this is a leadership thing, in my opinion, it's also a culture thing. But circling back to something you said earlier, Jeff, which has fascinated me for quite some time, is the fact that I can't see on A P. N. L. The effect of a good culture um in my workplace, I can see that employee a earns 65,000 a year. What I don't see is the cause and the cause and effect of them being unhappy with where they work or being happy with where they work. But we know that that does definitely factor. For example, I I saw I had someone on the show kate Bush who believes in creating happy work environments and she speaks to the importance of creating a culture of or creating an environment whereby employees can be happy because it does have a correlation to um what you talked about, which is profitability, we know that there's a multiple on somebody's salaries. So for example, I think she said there's a one point A 1.6 multiple on salaries for unhappy employees. So in other words, if they're making 60,000 a year in salary, we know that due to inefficiencies, how slow they are, how on, you know, unbuttoned they are that that $60,000 employees actually going to cost you almost 120,000 a year just because it takes them so much longer to do stuff and they're not doing it right and they're making mistakes, but the same is also true if they're happy, you actually decrease that, you know, because you're getting so much more out of that individual. Can you speak to some of the mechanisms you have in place, post hire that encourage a...

...healthy work culture or a growth culture? Yeah. You know, as you're, as you're talking, I'm reminded that those words by Bruce Cameron that not everything that counts can be counted and not everything that can be counted counts. I think there are some things in business that there will calm intangibles that are really important to the success of the business but are are just there's just no metrics that up for them and I'll give you an example um you know, we have we're very well run dealership, I'd like to think but but you know, we're not perfect and of course and recently we had a long time technician leave and during the exit interview one of the things it wasn't the only reason he left he was a great technician and almost cried when he left because he was such a such a planet person. But one of the things he said is that he was very neat and tidy and he left her a dealership that had just been renovated and he said you know it just I just didn't like coming to work every day with everything so messy And so we went out in the shop and we looked around my managing partner dale and I and we walked around we're like wow you know this our facility is now about 20 years old and we did some light renovations to the shop some years ago but it was just dirty And so what we've done is we've we're gonna replace up to eight ft. The you know from the floor up to eight ft with diamond plate which is like jewelry to technicians. I mean that it's gonna when it's all done it's gonna be um it's gonna be beautiful and we didn't do that for the customers. You know, there are things we do to upgrade our facilities for customers. This wasn't for the customers. And and we're doing some other renovations. We're adding some lifts and making the...

...facility run better for our technicians because we want to make sure that it feels like the major leagues for everybody coming to work every day. And if you're playing for the boston red sox for instance, you don't go into a dirty locker room. I mean when you walk into the locker room at Fenway Stadium, I mean it looks like you're in the major leagues and that's that's kind of facility we want to have for our people and of course for our customers too. So I think it's a million little things. I mean, if if it was just as simple as writing one paragraph about what you have to do to hang on to your best people or to create a healthy culture. It's it's a million things. It's like I said before with hiring, we we invite the entire team to meet candidates are coming in. So that's that's a message from us to our to our team that we care about their opinions. We want to make sure that people don't just show up. And so there there are things like that. I mean when they're one of their issues, we try to resolve them. You know, it's just, it's it's a very long list I guess culture leadership, you can think of as like brick walls that it's it's a million bricks and you can miss a few, but if you miss too many of the wall falls down. Mhm. I'm Michel Cirillo and you've been listening to the dealer playbook podcast. If you haven't yet, please click the subscribe button wherever you're listening right now, leave a rating or review and share it with a colleague. If you're ready to make big changes in your life and career and want to connect with positive, nurturing automotive professionals, join my exclusive DPB Pro community on facebook, that's where we share information, ideas and content that isn't shared anywhere else. I can't wait to meet you there. Thanks for listening.

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