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April 2014 | Construction Equipment Distribution | www.cedmag.com | 37 Best Practices secure about their jobs, and leads to greater productivity as well as greater commitment toward the organization. Sales Training Gibson Machinery tries to take advantage of all the training opportunities available to them. Salespeople participate in Doosan University, a series of online courses to keep them up to date on both technology as well as general sales know-how. Participants are required to pass tests with a score of 80 percent or better on monthly exams. "We attempt to keep the latest, most current and accurate information in front of the salespeople – on all the products – so they are able to keep the customers up to date. We do this in classroom setting, with walk-arounds and with in-field visits," said Michael Camp, vice president of sales. "In my experience the most seasoned sales veterans are always hungry," said Camp. "They are willing and anxious to continue their education." With products changing all the time, Camp believes salespeople have to stay on top of their own machines as well as those from the competition. At the Dooson Real Operation Center (ROC) in Tucson, Ariz., Camp's sales team has a chance to see, touch, and feel competitive products, as well as every piece of Doosan machinery. It's a bootcamp for salespeople. "We under- stand the competitive product, and that helps us know how to strategically position our machine," said Camp. Management Training There is no formal management training program at Gibson Machinery, but that doesn't mean it doesn't get done. When a new branch manager was hired for the Pittsburgh location, the company organized a three-day training program so the new employee could learn how the company operates – covering everything from general perspectives down to how to create a work order. "We will send someone from Cleveland to Pittsburgh once a week until the new manager has everything under control," said Gibson. Also in the works is a new Policies and Procedures Manual to help ensure quality and consistency in the company's operations. Gibson Machinery often turns to AED to promote employee development. They have frequently taken advan- tage of events such as Summit and Executive Forum over the years, "Summit is an excellent source to network and go to classes if you are still learning your job and learning how to go about it," said Gibson. As a result of the Executive Forum, the company was able to learn about the tax advantages of like-kind-exchange and subsequently started a program. "A number of the seminars are very extremely worthwhile," said Gibson. Last fall, Gibson's daughter Meredith Cavell attended AED's Leadership Academy, which partnered with Disney Leadership Institute in Orlando, where she learned about implementing policies and core values that employees can understand. Renowned for its best-in-class training, the Disney program reinforced the importance of training and the idea that investing in your staff will pay off exponen- tially. "I learned a ton," said Cavell, "but the most beneficial portion was learning from other dealers about how they do things. While we may be competitors we can definitely learn from each other." AED webinars are also popular with the company. In 2012 and 2013 Gibson personnel participated in more than eight webinars covering topics that included service, sales and marketing. Setting the Budget for Training Gibson doesn't have a set percentage devoted to train- ing, but rather a budget is developed based on what the company needs. Managers identify needs, determine what training is available, and only then it is included in the budget – thus ensuring the budget addresses real issues. Gibson Machinery clearly recognizes that there is noth- ing more important than its people. It is investing in them for the long term. When employees leave, it is common for companies to want to place the blame on economy, family issues or other outside factors. But very often the reasons are internal. If an employer does not offer an opportunity to learn and grow, they risk losing talented staff while poor performers hang on. A lack of training opportunities demotivates employees and causes them to look elsewhere for professional satisfaction. In contrast, workers who receive support through training are likely to be happier and more loyal. Gibson Machinery's investments are proof they're in it for the long term. And in this crazy, challenging business, training may be the one sure thing you can do to control your company's destiny. n Knowing your own machines is just half the sales battle – Gibsons Machinery takes advantage of their manufacturers' resources to learn competitor machines, too. Always in Training 36_Best_Practices_Feature_KP.indd 37 3/27/14 4:36 PM