6 Metrics to Measure Training

Automotive Training, Overnight BDC, BetterAppointments for OnStar

How much time does your dealership spend on training? If you are like many, it is not much. There are multiple obligations and duties pulling you in different directions.

And when you are training, you are not selling.

You know, though, how important it is to teach and coach your staff on the right process, the right procedures, and the right words that sell.  Training needs to be completed quickly and effectively.

There are key elements that make training stick, but today's may be the most important, which is why I left it for last in my series: 8 Elements of a Successful BDC .

Measurement.

How can you know if you are successful without measurement?

You need solid metrics that are quantifiable so you can see where you were, where you are, and where you are going.

I think this is where some automotive trainings may fall a little short. They get you pumped. They get you to make more calls. But what is the most important aspect of a call? It’s not the volume. It’s the contacts. It’s the information gathered. It’s the appointments set.

So, here is how to measure your training for effectiveness and see where growth happened, and where adjustments need to be made.

Step One:

Become best friends with your CRM, DMS--anywhere your leads are funneled to. Know it inside and out. If you are in digital or are a manager of digital, then you should know how to do this in your sleep. However….we know that is not always the case. And that is okay.

But it’s really not.

So get to know these technologies intimately. Call your rep. if you are intimidated. Get some tutorials. Watch some webinars. Do something. These technologies are where all the magic happens and you need to know every secret so that you can manage it.

Step Two:

Run reports before you do add any new training or techniques. You need to see your baseline (regardless of how ugly) so that you can see true improvement. The best is to run a 3 month report cycle and see an average.

Step Three:

Analyze the reports and look for areas of success and areas for improvement. If you know you are rocking a certain area, figure out why. What are you doing to be so successful? Then find where you are doing poorly and analyze that as well.

Step Four:

Goals. Create goals for you and your team. If you are a tad progressive, call your team in and have them brainstorm goals with you. When there is ownership, there is higher productivity and buy in.

You know what goals are non-negotiables, so make sure to add them in. If you need a higher call volume, by how much? Give a quantifiable number--one that is realistic--so that it can be measured.

Define your success, and then reach for it.

Step Five:

Have benchmarks. Once you have created goals, set a reasonable time period to reach these goals. Three months is a pretty good span of time as it represents a quarter of the year. If your goals should be met in three months, then have benchmarks at each month to see if things are going as planned or if minor adjustment needs to be made. Automotive is notorious for starting a new initiative and then abandoning ship after a month if the results were not abundantly evident.

Give it a little time.

I’m not saying a year, but by three months, you should see you are going in a positive or negative direction. But the monthly check is nice for either reassurance or direction.

At the end of three months, take all of your data and compare it to the first three month average you saved at the beginning. If you do not see an upward trend in the specific areas you wanted improvement, reflect. Was it process (materials), product (training), or person (trainer or participants)?

Step Six:

Review, revise, and do it again. There is no way to have continuous growth if you stay in the same place--even if it is successful. Make new goals, stretch your team in reachable ways.

Take Aways

  • Know where you came from, know where you are, and know where you are going. The more focused you are, the more realistic your goals will be.

  • Be agile--be able to pivot when needed

  • As a manager, you set the tone for training. What you say, verbally and nonverbally, will dictate the buy in of your team (even if they are not 100% with you). Your positive and enthusiastic attitude towards the training will rub off onto your team.

Want to read up on how to create the best trainings?

Here you go!

Installment 3

Installment 2

Installment 1