A recent Wade&Partners' survey shows that according to many heavy-duty distributor branch managers, there is a distinct lack of effective training in the heavy-duty parts and service industry, especially for entry-level employees.
These are the employees who historically came to the job with little first hand knowledge but gained skill and understanding over time by doing and watching. Much of their ability came by way of mentoring by veteran co-workers.
Today, managers report, many of the veterans have disappeared though retirement. Others, because of short staffing, simply don't have the time to spend. Entry-level employees are no longer able to spend years of virtual apprenticeship gaining the knowledge they need to become effective in the job.
Branch managers report that manufacturers are cutting back their training support at the same time as distributors are reducing staff. That often results in entry-level employees facing customers at the counter...customers with problems and questions that heavily influence buying decisions.
Heavy truck maintainers are much more demanding of information than ever before. For example, a cross-section of questions routinely asked at the counter might include:
- I have a problem (not just a symptom). Can you solve it for me?
- Can your people troubleshoot multiple, interconnected systems?
- What is the correct product for this application?
- Where is the physical inventory located?
- When can it be delivered? How much will it cost installed?
- How should it be assembled? Operated? Repaired?
- Is it safe? Can it be recycled?
Without timely and accurate answers, a customer relationship could be placed in jeopardy.
TREND: TRAINING SUPPORT FROM TRADITIONAL SOURCES IS MISSING
Despite the increasing demand for information by customers, branch managers say that the trend is away from rather than toward more training support.
One manager said, "I feel we're pretty much on our own when it comes to training new employees." This was an echo of the sentiments of a majority of those interviewed. Some indicated a lack of product knowledge provided by suppliers and some expressed dissatisfaction with the facilities available for training. The latter suggests the need for alternative training delivery systems. To be effective, materials must be culturally appropriate, in multiple languages and various media.
More than 50% of the managers said that suppliers were not providing sufficient training to assure counterman competence in recommending product. They expressed concern that the materials and information that are provided assume a level of knowledge that seldom exists in entry-level employees.
Without a grasp of the basics, managers report, employees have significant difficulty in understanding more technical material and product application to say nothing of problem solving and troubleshooting.
WHICH SUPPLIERS STAND OUT FOR TRAINING SUPPORT?
The survey showed that 80% of the branch managers could name no real standout among suppliers or their training programs. Of the other 20%, none reportedly provided a high level of learning and product knowledge just consistently higher than the rest of the supplier group.
In addition to the lack of real standout performers, 60% of the managers said that they weren't pleased with the attention from sales reps and/or the rep's product knowledge. That becomes even more significant when they reported that a majority of the training is delivered by the sales reps, either direct or agency.
HOW EASY IS IT TO GET TRAINING SUPPORT FROM SUPPLIERS?
Managers report that there is significant difficulty in some lines, since many manufacturers are making staff cuts and adding more responsibilities to field personnel.
Some relate that the field reps are difficult to book for training sessions since they have already cut back on sales and service calls on branches and end users.
More than a few say that small branches are very difficult to book training for because of the small number of trainees. Unfortunately, because of staff reductions, these are the branches least able to travel to off site training.
WHAT WOULD MANAGERS LIKE TO SEE FROM SUPPLIERS?
Sixty-five said that there was at least one product category for which they would like to have more and better training.
This education must be ongoing ... because the current barrage of new technology is never going to cease. For suppliers and distributors alike, the era of merchandising hype and promotion is over.
Managers want to track training as part of the employee evaluation process. They report that success in training is one of the indicators of future success that they want to track.
Managers want product knowledge but just as much of the value results from the ability to apply the knowledge to solve problems and troubleshoot systems for customers.
.jpg "Bruce Merrifield, Merrifield Consulting Group")
