Truck Parts and Service | Heavy Duty Trucking, Aftermarket, Service Info
Issue link: https://read.dmtmag.com/i/833526
2 I had a handful of great interviews with distributors late last month for our upcoming July cover story on sales training methods. I don't want to dive too deep into our discussions and spoil what we have coming for you next month, but I do want to pause and look at something that was mentioned by nearly every distributor I spoke to in May: how employees perceive training. I bring this up because while the methods for training counter and sales people are diverse, employee responses to them typically are not. From the interviews I've done recently and other industry discussions over the years, it appears front-line employees are almost universally grateful for any training they receive. That gratitude seems to stem from two distinct factors; one obvious and one not so, yet possibly more valuable. The obvious factor is the information provided. Training makes it easier for your employees to do their job. It makes them better. The not as obvious but arguably more valuable benefit is anchored in perception. Employees want to do a good job. But they also want to be valued. They want to be appreciated. And in the conversations I had last month, it's clear that a distributor willing to invest in its employees — either by bringing in trainers or sending employees away to train — is likely to see those same employees remain loyal to their business for years to come. I know it's easy to look at this and think, "Yes, that's obvious." But obvious doesn't make it easy. Training is an expense. A supplier may not require a payment to come to your facility and put on a product training, but if you're keeping your employees late or pulling them from your counter, it's costing you money. Costs are even higher if you send employees somewhere to train. Hotels, transportation, registration costs (if applicable) can easily push expenses into the $500 to $1,000 per person range, and that's not even considering the overtime the employees may receive for working afterhours or the weekend. It adds up fast. That's why my distributor contacts say it's best to look at it from the employee side. For them it's an honor. It's not just the opportunity to break up their weekly routine and maybe go somewhere — it's an investment in them as employees. It's a chance for a distributor to say, "You are important to our business and we want to help you improve." It makes sense. So much is written today in trucking and all industries about employee turnover. Millennials specifically have been tagged as job- hoppers willing to leave any gig at the drop of a hat if they feel undervalued. And whether you agree with their line of thinking or not doesn't matter anymore. They are the future of your business. They are the future of the aftermarket. They are who you're hiring now and who you'll be hiring for years to come. So why not meet them in the middle? The distributors I talked with last month were all in agreement that young employees are especially receptive to training. Sure, they want to learn. But more than anything else, they want you to want them to learn. They want you to see them as important enough that you're willing to invest in them. To value them. In an industry where employee recruitment is such a hot-button issue, employee retention should not be overlooked. People retire. Zero turnover is impossible. But low turnover can happen, and training can get you there. T R U C K P A R T S & S E R V I C E | J u n e 2 0 1 7 The real value of training By Lucas Deal, Editor lucasdeal@randallreilly.com Editorial | Lucas Deal Young employees are especially receptive to training