GNYADA October 2018 Newsletter

16 At a recent GNYADA NextGen Committee meeting, Shari Doran, the Director of Learning and Professional Develop- ment from the Automotive Management Academy, led a discussion about dealership hiring issues, attracting candidates, onboarding, and retaining employees. One of Ms. Doran’s recommendations was to “onboard”, rather than just train, new employees. Onboarding is the process that teaches employees the dealership’s policies, procedures, culture, expectations, and their responsibilities. The following table outlines the differences between onboarding and orientation: Best Practices for Hiring and Retention

ORIENTATION

ONBOARDING

Is typically a 1-day event Focuses on organization’s structure, mission and policies Includes a review of the Employee handbook Involves completing of payroll and benefits paperwork Addresses other administrative issues

Extends well beyond the 1st few days

Is a systematic process

Can last from 3 to 18 months depending on the position Cultivates long term relationships and access to information Promotes better understanding of the culture, mission and goals Fosters a feeling of belonging and affirmation of making a right choice Reduces the time it takes to “hit the ground running”

Every dealership should have an Onboarding Checklist, a “to do” list of critical elements, resources, and learning sessions that should be completed within the first day, first week, and first 30, 60 and 90 days.

ONBOARD CHECKLIST

n Provide overview of company (e.g., organizational structure, lines of business, major customers, etc.) and protocol (e.g., dress code, assigned schedule, benefits, and so on). Week One n Meet with the new hire to review their job description and clearly outline their responsibilities and performance objectives. n Schedule weekly check-in emails with a short, bulleted list of accomplishments, areas to improve, and goals for the week ahead. n Have a team member shadow the new hire to give constructive feedback. Quarterly for the remainder of the first year n Review progress with the new hire’s direct supervisor. n Meet with the new hire to review progress and discuss their experience. n Conduct professional development training.

Pre-Arrival n Send a new hire announcement to other team members. n Have the supervisor call the new employee to introduce themselves. n Confirm new hire work space is clean and stocked; email, phone, voicemail, and parking/security pass- es are working; order business cards and name tags. Day One n Make sure the receptionist is prepared to welcome the new hire. n Confirm direct supervisor has the day blocked to complete orientation. n Provide welcome packet with handbook and any forms to be completed. Review handbook, training schedule, pay plan, etc., and ensure all necessary documents are signed. n Tour the dealership and make introductions in all departments.

GNYADA thanks Shari Doran, Director of Learning & Professional Development at Automotive Management Academy, for her contributions to this article.

Greater New York Automobile Dealers Association • www.gnyada.com The Newsletter • October 2018 9