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INDUCTION
By
Ian Keightley AREINZ
Salescoach Ltd
Todays market has impacted on many business owners, not only
in terms of revenue and profitability, but in the numbers of salespeople
they are able to retain.
This decline in revenue generators has placed a real focus on recruitment
as business owners seek to keep their team numbers up. The good markets
of the mid-nineties saw offices with high fixed costs and large team
numbers become the norm. Team numbers are reducing and the business
owners try to trim costs, increase individual productivity and recruit.
This situation places a real focus on the need to maximize the potential
of any new recruits you are able to bring into your business. We are
not here to discus recruitment (maybe a later article) but to explore
the need for good induction programmes and the high cost of failing
to do this properly.
THE PURPOSE OF INDUCTION is to get new staff productive
as soon as possible and to reduce staff turnover
You need to pass on essential information.
You need to develop realistic expectations and reduce
uncertainty
You want to reduce staff turnover
This will save you time, money and anxiety.
THE COST OF POOR INDUCTION
High staff turnover
People leave because they dont succeed
Top people leave because the manager spends too much
time with the low producers
Low office morale as failure culture develops
More stress
Increased recruitment costs
Lower standards
Lack of quality control
Business cant compete in the new era of high service,
knowledge and skill.
Higher exposure to liability and Indemnity claims
Once you have succeeded in recruiting a new team member, you need
to set in place a programme of 4 Elements:
1 A 30-DAY PRE-START PROGRAMME
Set aside at least 2 hours per week to meet, coach and counsel your
new recruit. This is the time to set in place the success habits:
Preparation, Prospecting, Training, Accountability, Activity.
A typical Pre-Start Programme might look like this:
WEEK 1
1. Fill out Personal Profile
2. Meet with Manager and discuss goals
3. Take home Business Plan & discuss with partner
4. Take home Listing video and watch
5. Read Company Policy
6. Start Client Database Builder 50 names & addresses
WEEK 2
1. Meet with Manager and discuss Business Plan
2. Discuss Video
3. Review 50 names
4. Receive Sales Persons Manual and read Prospecting Section
5. Watch Manager do listing Presentation
6. Take home Listing Presentation Video
7. Add 25 more names to Client Base
8. Fill out listing agreement on your own house
Check that all arrangements for start date are in place.
WEEK 3
1. Meet with Manager and review homework.
2. Review Manual Section Listing Presentation
3. Review Database
4. Discuss Company Policy re standards, attendance, meetings
5. Check your Listing Agreement
6. Take home video on Open Homes
7. Prepare contract of sale on your house
8. Add 25 names and addresses to database
9. Draft Letter 1 to go to Database see Quickstart
10. Discuss Open Homes & Qualifying Buyers
WEEK 4
1. Review Contract of Sale
2. Review Video
3. Watch Manager do another Listing Presentation
4. Discuss Showing a House
5. Take Home Video on Closing the Sale
6. Take home Video on Telephone Techniques
7. Set Plan for Week 1
8. Review Letter1
9. Continue to study Sales Manual
10. Add 25 more names to Database
Go to week 1 of 30 day Quickstart
2. MANAGERS/ADMINISTRATION CHECKLIST
This is best set out in a Personnel Folder, which you should establish
for each team member. In this folder keep the following checklist
to ensure all the vital items are covered. Keep a record too of all
the 1:1 discussions and training sessions so you have a point of reference
to develop accountability in the new recruit.
A typical checklist might look like this:
PRE-START CHECKLIST
LEGALS
Letter of Appointment
Contract of Engagement
Contract of Employment
REINZ Course
Forms 11 &11a
Certificate received
Start Up Fee Received
ADMINISTRATION
Personal File established
Photos taken
Cards Ordered
Diary
Name Badge
Office key office security
Mobile Number
After hours Number
Answering Service Notified
Pager
Reception Advised
IRD No. obtained
Details in Company Directory
Corporate Jacket
Car Insurance
Desk & Chair organized
Telephone Extension
Car Parking
Lock Box/Key System
In Out Board
Hammer / Stapler
Computer System
Telephone System
e-mail address
web page established
photocopier PIN number
Fax
Fuel Card
Fuel Card Deposit
Conference Club
MARKETING
Allocate BDA (farm)
Flag and Flag Pole
Sign Overlays
Listing Kit
Pre-Listing Kit/Portfolio
Directional Arrows
Marketing Deposit
POLICY AND PROCEDURES
Company Policy
Our Dos & Donts
Meeting times
One-on-one Schedule
Hours of attendance
Duty Roster
Open Hours
Messages
Disputes
Pay Days
Holidays
Auctions
Vendor Marketing Contribution
New Sales Persons Course ( Corporate)
Induction Programme completed
Social Club
3. 30-DAY QUICKSTART
On day 1 your first appointment is with your new team member. By following
the Pre-Start list you will have created some Activity expectations
so they will be ready for the tasks you have set for week 1. A typical
programme could look like this:
Attended New Salespersons Course
WEEK 1
Meet with Manager and check PLAN FOR WEEK
Meet with Manager Daily
Computer System Training
Office Resources and Stationery
Send letter 1
View Listings
2 X training sessions from Manual with Manager
Present Listing Presentation to Manager
Draft letter 2
List 25 more names and addresses for Database
Plan week 2
Continue reading Manuals and watching Videos
WEEK 2
Continue to meet with Manager daily
Phone 10 Client base contacts per day
Give out 5 Business Cards per day
Meet 2 client base face to face per day
Under managers guidance start phoning Expired
and Withdrawn Listings. Learn Scripts first.
Continue to view stock
Seek first Appraisal take Manager
Tour farm and identify all current listings
List 25 more names and add to Database
2 x training sessions with Manager
Plan week 3
WEEK 3
Continue to met with Manager daily
Check and mail letter 2
Continue phoning Database @ 10 a day
Give out 5 business cards a day
Meet 2 client base people per day face to face
Continue visiting stock
Continue phoning expireds and withdrawns
With Manager visit 10 Listings in your farm area and
diary for follow-up
Seek Open Home Opportunity
Box drop farm
Plan week 4
WEEK 4
Continue to meet daily with Manager
Continue to
give out 5 business cards a day
make 10 phone calls a day
meet 2 face to face per day
Youve now seen all existing stock
Seek Appraisals / Listing appointments take Manager
Follow-up any buyers you have
Write letter 3 for mailing week 5
Draft next Farm drop for week 5
Review & List what you are not comfortable with
Vendor Funding
Auction
CMAs
Computer
Diary time with Manager to cover the above
Plan week 5 and set up weekly accountability programme
4, ON-GOING ACCOUNTABILITY
Personally, I would continue this level of management for 90 days.
Perhaps I might start meeting formally every 2 days, then go out to
every 3 days once I could see the recruit was engaging in the dollar
productive tasks we had set. Unless you have a well-disciplined, self-focused
and productive recruit, do not let the accountability meetings go
further than three days apart.
To track the recruits activity and progress I recommend you use an
Accountability Tracker such as this.
(Insert attached Excel sheet)
Get the new recruit into the habit of tracking inputs and establish
good prospecting and self-management habits a this early stage. The
long-term benefits of investing in this programme will show on your
bottom line. Only by taking the time to establish the habits now will
you know that you have given your new recruit every chance to succeed
and become a valuable productive unit with your team.
IAN KEIGHTLEY
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Posted: Sunday 22 April 2018
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