Page 8 - GIADA May-June 2020

7 Steps to Building a Career Path

By Jason Volny, National Training Manager, DrivingSales

Career Pathing is designed so each that position? What knowledge does an progressing faster than the set schedule, you
employee knows exactly what they will individual must possess in the four factors: may want to question if the employee has
need to learn and demonstrate to advance process, skills, product knowledge, and adequate resources to complete the level or
in their career at the dealership. Employees temperament? Once you have identified all do they lack the necessary temperaments.
are systematically provided the training of the competencies, divide them into the Either way, it needs to be addressed.
to develop these competencies and are levels that you created in step one and two.
developed through constant assessments This process sounds hard and I’m not going Decide on the reward structure
and coaching to advance their careers by to lie, it is. However, don’t give up. The 6for every level. The two questions
levels. Properly built, implemented, and investment you’re making now will yield employees ask themselves: can I do it and
managed, career pathing process will help dividends for many years to come. what’s in it for me? If there is no benefit to
you engage, develop, retain your employees. the employee aside from a fancy title, there
Decide on the minimum acceptable is no reason for them to progress forward.
Here are the 7 steps to building a career 4quotas for each level. Meaning, what You must provide an adequate reward;
path for any job role: does the employee must accomplish before however, it is not required to be only
moving to the next level. Is it hitting a monetary. You should get creative. If you
Identify how many levels each job role specific sales goals, closing percentages, or struggle with this, ask your team what else
1requires to achieve high performance. specific certifications, etc.? Think of it as a they perceive as valuable, aside from money
Some of the job roles may require 4 levels checklist that an employee must complete (examples: closer parking to the store, time
and some only 2. before they are eligible for a promotion. off, in charge of their own schedule, etc.)
A quick tip, for the trainee level, you may
Assign unique titles for each level. want to keep it light. Focus more on the Create a framework and manage your
2Be creative; each following title effort quotas vs. performance, you want to 7employees by level.
must show progression in development be able to promote them ASAP.
and performance level. For example, a Lack of upward mobility is the number
salesperson will no longer be called a Decide on the maximum time of one reason for employee turnover and
salesperson, that’s their job role. Their 5completion for every level. Employees employee engagement that leads to poor
official title may be a Trainee, Jr. Sales are in charge of their own success and the performance. Managing your employees
Consultant, Sales Consultant, or a Sr. Sales speed at which they will progress. With that by level will align the needs of the modern
Consultant. said, there must be a limit to how long they workforce and give your organization a
take. For example, the training level may sustainable competitive advantage against
Identify all of the competencies only take one month. The second level may your competition. It will also provide a
3required to perform at a high level take three months. The third and fourth competitive parity with all other industries
for each job role. Meaning, what are the levels may take up to six or nine months that will help when recruiting new talent. n
building blocks of a high performer in to complete. If your employees are not

6 | GIADA Independent Auto Dealer MAY/JUN 2020