Struggling with New Hires Missing Targets: How Can I Help Them Succeed?

Good Morning! Namaskar and Salam!
Hello friends, I have a major problem in front of me. The problem is that I have appointed some new DSE's at my dealership on my behalf. Now, they are not able to achieve their targets and are not performing well. I have a lot of ideas to reward them for their achievements but not a single idea to improve their work and make them understand what is expected from them. Please, friends, help me out. Please give me some working ideas to help them prove themselves able to meet the company's expectations.
Please, please, please give me a positive response.

Hello,

Your problem is a common and one of the major ones faced by organizations, especially when it comes to marketing or achieving targets. If you look at the targets, sometimes you would also personally feel that targets are unrealistic.

But at the same time, the need for targets cannot be avoided.

To my mind, there could be the following reasons behind low performance:

1) They don't have the basic competency required to do a job. (This has to be seen while selecting them.)

2) They have not been provided enough training about what they have to do and how to crack a deal.

3) Low morale - Due to a weak incentive structure.

4) No support from the Team leader - Maybe the leader is not competent enough to motivate and guide them.

These are some of the points. I would suggest before implementing a reward policy or any other motivational technique, find out the root cause of their non-performance. You can do this by talking to them on a one-to-one basis. Talk to them. You have appointed them. Now it is your responsibility to retain them!

Hope you have found some solutions to your problem!

Regards,

Chaitali

Hi Sharma,

Please find out what is stopping them from achieving the targets. Awards and incentives would not work if your new GSEs don't have the required knowledge and skills. Talk to them and find out what the root cause is. Provide appropriate learning to handle the situation and keep track of their performance. If you had taken them, we are responsible for them, so train them, mentor them, coach them, provide training, and allow them to make mistakes. You will see the change. All the best.

Melvin.

Hello, I am in agreement with the points as put forth by Chaitali. It is important to understand that they are YOUR DSEs, and their basic belonging, to begin with, will be with you rather than the company. So, what is needed to be done on priority is to "walk the talk," which means making a plan for yourself to be in the field with each of the DSEs and hand-hold them for a couple of weeks. This will not only boost their confidence but also provide them with necessary on-the-job training.

Additionally, plan morning and day-end meetings with them (physically or through phone) three times a week to start with. The agenda of the meetings should be to understand their market workings, the issues they face in the market, and their solutions to the same. However, do not treat these meetings as "do-or-die" situations; instead, use them to gradually build ownership among your DSEs.

Last but not least, depending on your business, have proper reporting formats in place, which will also serve as a basis for the periodic review of their work.

Your involvement in the entire process will make a difference.

Regards,

Kumen

Leaders should be charged like lightning; leaders should be the engine of the train. You should keep a continuous vigil over your train, appreciate the route followed by the bogies, and guide the bogies if they derail from the track. 😉