Common Mistakes with Mission Statements


When organizations want to perform at the highest level, they leverage the three (3) commitments that strengthen their organization like a strong, cement foundation:

Mission Statement

Vision Statement

Core Values

With these in place, everyone in the organization starts out on the same page. Better yet, clients and customers know what to expect and it builds additional trust. They appreciate the organization’s investment and articulation of these commitments.

However, it’s not as simple as punching out three sentences to propel your organization forward. There is an important process to creating potent organizational statements to ensure they truly succeed.

Today, we’ll look at the 4 mistakes commonly made during the creation of an organization’s Mission Statement. Done poorly, a Mission Statement can actually undermine the high performance leadership hopes to attain in the first place.

Don’t let this happen to you!

Mistake #1: Not including employees in the process.

When leadership creates a Mission Statement in a vacuum, employees are far less likely to appreciate it, accept it, and, most importantly, execute it.

Instead, your organization should first get input from a group of employees that make up a good cross-section of capabilities and responsibilities throughout the organization.

At this point, too many organizations find that employees have little idea what their organization really stands for or why they are doing what they do. Unless you’ve clearly articulated a Mission Statement, you can’t blame them. After employee input, the leadership can approve and improve on what comes from the employee input group.

With a Mission Statement in place, employees do more than just show up. They arrive to work with a renewed orientation to the organization and feel like they are doing something meaningful. Everyone wants to play a part in something bigger than just themselves. A Mission Statement gives them this opportunity.

By including them from the start, employees not only start to think from a high-performing standpoint, but they also feel respected and appreciated for their input at the outset.

Mistake #2: Creating a Mission that is too broad or too lofty.

Here are examples of two Mission statements that don’t work:

“We want to make the world a better place.”

“We want to give our customers good service and a great price.”

Compare them to one from Charity Water. It gets to the crux of their mission.

“We’re a non-profit organization on a mission to bring clean and safe drinking water to every person on the planet.”

Or, this great example from Habitat for Humanity International:

“Seeking to put God’s love into action, Habitat for Humanity brings people together to build homes, communities and hope.”

Mistake #3: Not rolling out the new Mission appropriately.

A good Mission Statement is woven into the very culture and fabric of your organization. It’s not just something that goes on the wall and the website. It gets incorporated into all the material of your organization.

During your hiring practices, organizational meetings, performance reviews, and in job descriptions, you should have direct tie-ins and references to your Mission. After all, your organization is centered on a Mission: its purpose for existing.

EXPERT TIP: Your employees are great idea factories to help find new ways to proliferate and enact your organization’s Mission statement in multiple ways that will make a big difference. Get their input.

Mistake #4: Not communicating the Mission to your key stakeholders.

Your key stakeholders are your students, parents, vendors, and suppliers. Your Mission statement should be integrated into your interaction with them, and in all the material, marketing, and communications you engage in together.

Your Mission Statement is the central feature around which your organization revolves. That means, it’s not just an internal document. Make sure you publicize it, every chance you get.

You don’t have to tackle the process of creating a Mission Statement alone. You can hire an outside HR expert to guide you. There are other helpful HR resources too, like the HR Mastery Toolkit we have created to make your organization high-performing in this and other areas. It teaches and guides you in the best practices of some of the top, most effective organizations in the world.

When you create a Mission Statement using a top-notch process, you’ll find that performance on every level improves. Not only do you save costs and improve quality and productivity, but also being employed at your organization becomes much more enjoyable.

In our next post, we will continue examining this critical trio. I’ll give you some of the expertise I’ve gleaned from more than twenty years in the field of human resources. Come back to read: 3 Mistakes in High-Performance Vision Statements

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

Developing A High-Performance Recruitment System


Finding and keeping qualified talent has never been more challenging or expensive. Too many organizations implement haphazard hiring methods that are not only inefficient, but also potentially illegal.

Are people hired systematically at your organization?

The best organizations in the world use sophisticated processes to find and hire new workers. If you don’t have a solid system in place to hire workers, consider creating policies, and putting them in writing, that outline your process in detail.

Ready to get started?

Here is a checklist of 4 action steps that you should ensure your HR department is following. By using these steps they will simplify the hiring process for your organization.

Step 1 – Create a candidate pool by…

  • Constructing a comprehensive job description (with employee input)
  • Having leadership approve the position and salary range (based on a compensation study)
  • Posting the position internally first, to allow current employees the opportunity to apply
  • Encouraging employees to refer friends and family
  • Creating an advertisement based on the established job description
  • Running the advertisement
  • Reviewing ad responses against the requirements outlined in the job description
  • Sharing your Mission, Vision and Values (MVV) with all candidates
  • Having the candidates explain how they will support your MVV
  • Setting up three to four candidates for interviews

Step 2 – Systemize the interview process by…

  • Selecting interview questions and job criteria correlated to the job description requirements (build MVV questions into process)
  • Requesting all interviewees first fill out an application
  • Ensuring all interviewees sign a “consent to background check” form
  • Having interviewers complete a Candidate Evaluation Form on every candidate after each interview.

Step 3 – Establish the Selection Process by…

  • Having the team of interviewers meet to discuss candidates (this is typically led by HR personnel)
  • Conducting candidate interest testing (be careful with tool used)
  • Selecting the best candidate based on interview results, selection testing, and the hiring manager’s decision
  • Furnishing a verbal offer to the candidate and, if agreed to, creating an offer letter
  • Sending the offer letter for the candidate to sign, and ensuring it is returned to you.

Step 4 – Start the hiring process by…

  • Sending the application and consent form to a background check company
  • Arranging a pre-employment physical and drug & alcohol test for the candidate
  • Setting a firm start date when the candidate has met all the requirements and is determined “all clear”
  • If the candidate fails the background or D&A test, the candidate is notified by HR and you return to initial pool of interviewed candidates, choose one, and begin the hiring process again or expand the candidate pool and begin again.
  • Sending out polite non-selection letters to the other candidates

When you implement a consistent system in your hiring practices, you will increase the efficiency of your organization, saving time and money, and eliminating confusion, both now and in the future.

Also consider the fact that by using the right recruitment approach you are also marketing your organization to potential students?

Any dollars spent in recruitment marketing also benefits your institution from a brand recognition perspective.

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Now Recruiting Production Supervisor Lancaster PA

Now Recruiting: Production Supervisor, Lancaster PA


Position Closed 

GreenWay Fence & Railing Supply LLC. is committed to understanding, meeting and exceeding their customer’s expectations. They provide customers with the highest quality maintenance free outdoor products and services available at a competitive price – on time with complete satisfaction in an honest and ethical manner.

Purpose of Position:  

Responsible to oversee and manage all aspects of the vinyl production/fab shop. This will start with communication with the sales team and upper management on orders coming in lead times etc. Excellent communication skills are a must. You are the link between our sales team and delivering outstanding results for our customers. You will also need to effectively manage 5-8 production employees under your oversight. This will include hearing their concerns and suggestions and mentoring them if needed but also showing them by example how to work efficiently and respect authority over this position.

It is expected that the incumbent is constantly working on improving production efficiencies and looking for innovative ways to produce leaner without compromising a quality product for our customer or a quality environment for our employees. Ability to direct personnel towards maximum performance will set you apart as a leader. Decision-making and problem-solving will take up a great part of your day.

Some Essential Duties

  • Liaise with other managers to understand specific job requirements and schedules
  • Organize workflow to meet specifications and deadlines
  • Ensure output meets quality standards
  • Work to properly report & resolve all quality control issues
  • Monitor production to resolve issues
  • Supervise and evaluate performance of production personnel
  • Ensure that periodical maintenance of machinery is performed
  • Work alongside employees as a working supervisor
  • Report to upper management
  • Performs other duties as assigned

Some Position Requirements 

  • Outstanding communication ability
  • Excellent organizational and leadership skills
  • Attention to detail
  • Strong decision-making skills and a results-driven approach
  • Willingness to do the work yourself if needed. The best leaders are willing to show by example.
  • Must have a valid driver’s license. Except for religious purposes.
  • Complete support of and willing adherence to Greenway’s Standard of Conduct, Incumbent must hold these standards as his/her own.

Some Required Personal Attributes

Just like all GreenWay employees, the conduct of this contract representative must be consistent with good character, must be an appropriate reflective of our company’s heritage.  Complete support of and willing adherence to GreenWay Fence & Railing Supply’s mission and vision. Applicant must hold these standards as his/her own.

All qualified individuals may submit a resume and letter of interest to:

Email HR Team

E.O.E. m/f/h/v

 

Top 4 reasons Talented People Quit Their Jobs

The Top 4 Reasons Talented People Quit Their Jobs, +1


Over my 20-plus-year career in human resources, I’ve noticed that while people will endure fewer amenities and less pay, there are four reasons skillful workers will leave for another job.

(1) No opportunity – When employees sense no potential for career progress, or leaders are unaware that advancement is important, employees look elsewhere for better options.

(2) Not knowing the dollar value of their benefits – Pay and benefits is a topic often avoided in many workplaces. Many organizations, however, offer competitive pay and often benefits that cost thousands of dollars, and employees haven’t a clue. (Think PTO, like legal holidays, sick days, and vacation days; life insurance, long-term disability (LTD), and short-term disability (STD) programs; health insurance, including vision and dental; and wellness programs.) The costs of all these programs add up. When organizations take the time to periodically make employees aware of the total cost of all the benefits at their disposal, employees gain a greater appreciation how much value they receive in their job.

(3) Feeling unappreciated – When employees receive little or no gratitude or acknowledgment for their contributions, it feels demoralizing — no wonder they seek more rewarding work elsewhere. The biggest surprise? Many times, during exit interviews, departing employees disclose that a simple, verbal “thank you” would have made all the difference. However, in many organizations, too often managers fail to do even that.

(4) Sheer Boredom – Without savvy leaders or a solid idea of the big picture, employees don’t see concrete, interesting ways to contribute, outside of the ordinary scope of their jobs. Things grow tedious and employees hunt for new challenges to make work feel more meaningful.

So, while you might think your employees only want higher pay and a corner office, or that the trend among employees is to feel “entitled,” the truth is that the best employees are satisfied with simpler, more basic and fundamental management approaches—and a better explanation of the benefits they currently have.

Be thoughtful — find out what motivates your employees! This simple investment will ensure improved worker retention, enhanced overall morale, and increased company loyalty. And isn’t that what you really want?

Action Steps
What can you do as an employer right now to keep your best employees? Consider asking them. That’s right. Simply spending time with employees in focus groups and roundtable discussions can help you to help them by making basic changes to ensure you keep your greatest asset happy and encouraged.

One more thing…What’s the Top Reason People Quit?

This 2017 Inc. magazine article reveals that the primary reason employees quit is:

People leave managers, not companies.

 Marcel Schwantes, while researching the topic of turnover, found that 50% of employees left their job “to get away from their manager to improve their overall life at some point in their career.”

Keep in mind that as a new generation of workers comes of age, the issue of turnover will continue to grow. Many employees now look at their lives differently than workers did 20 and 30 years ago. Most value relationships above all else, and when a manager starts stealing their joy, they won’t hesitate to look for work elsewhere.

The workplace ladder is simply not as important to young workers today as in prior generations. Many are talented and capable, but will invariably choose a desirable manager over monetary or organizational rewards.

If you are concerned about retaining talented employees while also saving time and money in hiring and training costs, remember these top 4 reasons and the new trend that makes talented people quit. It could make keeping the great people you need a lot easier than you thought.

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Mark Griffin is founder and Chief Consultant at In His Name HR LLC. He has over 20 years of HR experience. Follow Mark on FacebookTwitter and LinkedIn.

 

Values Statements That Impact Your Workplace


The third ingredient of MVVs is values, specifically core values. A core value, from a human resources perspective, reflects the heart of an organization. It pumps the blood throughout; it makes an organization tick. It defines the organization and its culture and what it takes pride in doing. It is how vendors and customers view an organization’s behavior toward them. It is what employees tell their neighbors and friends when asked what it is like to work where they do.  It is why your students choose your college. It is the behaviors your staff and instructors exhibit as they

In the secular world an organization focused on quality might state its core value as: We do not compromise on quality. Quality is job one. An organization valuing individual responsibility would want to say: We believe in holding ourselves accountable. We deliver on our promises and we always endeavor to use good judgment. Efficiency, honesty, customer service, ownership—these and many more reflect the kinds of core values that high-performing organizations embody.

In order to enjoy growth and prosperity and achieve high performance, an organization must first look inward and thoughtfully address these three critical aspects of running an organization. Those that invest in a well-developed and bought-in mission, vision, and values will reap dividends far beyond those that do not.

As leaders at Christian colleges and Universities, we take a Biblical/Kingdom approach to our Mission, Vision and Values creation. Often times it is best to cite a bible verse to stir commitment and affirmation as to why the value is important.

In doing research we discovered Ozark Christian College’s Values Statement.  Enjoy reviewing and reflecting how your Values statement might be updated or recast to create excitement on your campus.

 

CORE VALUES

THE WORD OF CHRIST TAUGHT IN THE SPIRIT OF CHRIST (COLOSSIANS 1:28)​

We believe the Bible is the true and authoritative Word of God and our final rule of faith and practice. We want to teach God’s Word faithfully, in harmony with God’s Spirit.

NOT TO BE SERVED BUT TO SERVE (MARK 10:45)

We are a servant of the church, training vocational and volunteer servant leaders for the worldwide work of ministry. It is the commitment of teachers, staff and students that we will love and serve others.

SPEAKING THE TRUTH IN LOVE (EPHESIANS 4:15)

We want to honor God by fulfilling our personal responsibility to be honest and caring with one another.

TRUSTING IN THE POWER OF GOD AND SEEKING THE GLORY OF GOD (1 CORINTHIANS 4:20 & ISAIAH 42:8)

We are absolutely and utterly dependent upon God. The work is too great for human resources. We pursue excellence, knowing all glory is God’s and any accomplishment is of him.

ATMOSPHERE OF GRACE, TRUST AND FREEDOM (ROMANS 15:7 & 1 PETER 4:10)

We accept one another as imperfect people saved by the grace of God. Mutual trust, based on our commitment to the Lord, guides our relationships. We desire each person to have freedom to develop God-given gifts.

RESTORING BIBLICAL CHRISTIANITY (JOHN 17:21)

We are committed to teaching and practicing biblical Christianity, believing it is central to unity among believers and evangelization of the world.

WORSHIP IN SPIRIT AND TRUTH (JOHN 4:23-24)

We foster spiritual health through genuine worship, both personal and public. Worship is for the glory of God, exhortation from his Word, and edification of the community of faith.

 

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

Vision Statements That Move Organizations Towards Excellence


Vision statements should consider how the market and your customer base may change within the next three, five, or seven years, how such changes can create opportunities for your organization, how to bridge the distance between how things are today and where you envision you want to be within your established timeframe, how you will surpass your competitors in order to gain greater market share, and also what you are doing collectively to capitalize on the changes in business conditions and your business’s needs.

Like a mission, an organization’s vision has ideally been created/ contributed to by all employees. The more buy-in an organization has among its employees, the greater the effectiveness of the vision. The vision should inspire—it demonstrates where the organization as a whole wants to be, and what will occur as it delivers on its mission. It is where an organization envisions itself in those three, five, or seven years. (We prefer five years, because that is a reasonable amount of time for most organizations to get to the next step.)

So, whereas the mission is what an organization does best every day, its vision is what the future looks like when it fulfills its mission exceedingly well. Some effective vision statements include Nike: To be the number one athletic company in the world, and Amazon: Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.

When I worked for Gatorade, we developed an incredible advantage over the competition because we took the time to establish its vision, where they were going and when they wanted to get there, and ensured that every employee shared this vision. Gatorade’s competitors at the time, Powerade and All Sport, faded away as a result, because they lacked a commonly shared vision, they lacked direction—they lacked a road map.

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Now Recruiting ~ Practice Manager Wormleysburg, PA


Position Closed 

We are excited to be retained by this wonderful organization, Stonebridge Financial Group to assist in recruiting a Practice Manager for their Wormleysburg, Pennsylvania (Harrisburg, West Shore) corporate office.

Stonebridge Financial Group is a growing financial advisory practice.  They currently are seeking a  Practice Manager capable of assisting the management team with operational efficiencies to take advantage of industry trends and changes providing opportunities for exceptional growth.  The Stonebridge Financial Group Team needs assistance taking advantage of unprecedented demographics trends in advisory industry and the clients they serve.

Purpose Of The Position:

The Practice Manager plays a critical role in the front and back-office functioning of the firm. With overall responsibility for day-to-day operations, the Practice Manager must be able to work effectively with other staff members, clients, vendors and advisors. The Practice Manager helps the office run smoothly and helps ensure that all client services are handled in a timely, accurate, and professional manner either directly or through delegation to and monitoring of other team members.

Responsibilities:

Responsibilities are diverse, but compliance and supervision of the team’s advisors and adherence to regulatory requirements is the central role of this position.  Furthermore, incumbents shall be familiar with traditional human resources and financial roles including:

1) Payroll and benefits
2) Financial Bookkeeping
3) Vendor Relationships
4) Hiring and personnel management
5) Integration of new financial advisors or practices

Additionally, the incumbent is responsible for developing operational efficiencies through the creation of policies and procedures designed to:

1) Train new employees
2) Integrate new practices when acquisitions occur
3) Expand the practice regionally by opening up multiple offices

Some Requirements Include:

  • Series 7 and 65 licenses is required.
  • Incumbents must have series 10 and/or 24 license, if the employee does not have the series 10
    and/or 24 license, they must obtain it within 6 months of employment.
  • A Bachelor’s degree with at least 5 years related experience in a financial services environment.
  • Proven leadership skills to effectively direct employees while in a professional environment, ability to properly evaluate comprehension, and application of subject material.
  • Position requires to be at the office daily.
  • Must have a valid driver’s license.
  • Will be required to travel between any future regional offices located in South Central PA.
  • Knowledge of Windows, Power Point, Word, Excel, QuickBooks, and Outlook, or similar programs required.
  • Complete support of and willing to adherence to Stonebridge Financial Group’s Standard of Conduct. Applicant must hold these standards as his/her own.

Required Personal Attributes:

Conscientiousness

  • Takes ownership for resolving problems rather than allowing them to persist or simply pointing them out to others.
  • Displays positive “Can Do” attitude.

Flexibility

  • Is receptive to new information, ideas, or strategies to achieve organization’s goals.
    Stonebridge Financial Group is an organization that experiences constant change.
  • This position must be able to react positively to these developments and help lead the way forward to include new developments in practice management targeted to both internal and external stakeholders.

Integrity/Honesty

  • Avoids any action, or situation that would give the appearance of unethical, or inappropriate behavior.
  • Demonstrates the courage to do the right thing in difficult situations.
  • Holds self and others accountable for meeting high standards of the organization’s
    integrity.

Stonebridge Financial Group employees always go the extra mile to serve their client’s financial needs. Want to join a winning team? Join the Stonebridge Financial Group today.

Location Will Be:

Stonebridge Financial Group
602 N Front Street
Wormleysburg, PA 17043

Click For Map

Due to the overwhelming response we anticipate we ask that you are patient during the selection and interview process. All qualified applicants will be notified.

All qualified individuals may submit a resume and cover letter which includes why you should be considered for the position and what would make you the best candidate to:

Email HR@InHISNameHR.com

Stonebridge Financial Group is an Equal Opportunity Employer.

Want to get future vacancies and blog updates?  Subscribe here: Click

Creating Impactful Mission Statements


Successful organizations begin by establishing their mission, which is the core reason for their existence—the product or service they provide, who they provide it to, and the benefits of that product or service. A lack of an established mission means that not only are staff and management unsure of their purpose, but customers and vendors are also left in the dark, uncertain of what to expect.

An organization’s mission ideally defines what it does best every day and why, and reflects the customer’s needs as well. Having a mission is the foundation upon which a high-performing organization’s dreams and potential become reality. Essentially, it affirms the reason(s) why an organization exists.

Under the guidance of a project facilitator, a team of senior management begins by developing a framework of what they believe the mission should be. The facilitator shares and explains this mission framework to each supervisory layer, soliciting input on each occasion, and ultimately shares it with the employees who then sit down with a good human resources representative in a roundtable session to discuss it and generate further input. The facilitator may need to go back and forth a few times before a final product is derived. Once the majority of employees and management agree to the refined mission, all employees need to agree to respect and support it.

A primary benefit to creating or revisiting a mission is that it opens up communication within and throughout an organization. Every successful organization has a clearly established mission, one that has been developed with input from all employees collectively, not simply flowing down from the top. By engaging employees in establishing their organization’s mission, they become fully invested in it. The mission must be ingrained within the organization’s culture. Not only are employees and customers made familiar with the organization’s mission; candidates are also exposed to the mission of high-performing organizations during the interview process, before they’re offered a position.

Some tips to remember when writing a mission statement: 1) keep it short and easy to remember; 2) specify who your target customer is and describe the advantages you offer; and 3) define your product clearly and how it differs from the competition.

You may be wondering how you can say all that and still keep your mission statement short and memorable. Here are two strong examples from high-performing organizations with effective mission statements.

Google: We organize the world‘s information and make it universally accessible and useful. Their marketplace? The world. Their product and its advantages? Organizing the world’s information to make it easily accessible and useful. They do this and they do it exceedingly well.

Starbucks: We inspire and nurture the human spirit — one person, one cup, and one neighborhood at a time. Their marketplace? Also, essentially the world, yet they stress the individual: one person, one neighborhood at a time to maintain a personal feel. We are already very familiar with their product and social coffeehouse environment, aren’t we?

Let’s look at a Bible College and Seminary Mission.

Lancaster Bible College|Capital Seminary & Graduate School:  Our focus is on your journey to fulfill God’s purpose for your life. Our mission has remained constant since 1933: To educate Christian students to think and live a biblical worldview and to proclaim Christ by serving Him in the Church and society.

And finally a Private Christian College.

Messiah College: Our mission is to educate men and women toward maturity of intellect, character and Christian faith in preparation for lives of service, leadership and reconciliation in church and society.

In addition to a mission statement, all high-performing organizations possess a clearly defined vision. Organizations with an established vision have a workplace of direction, purpose, and achievement. These organizations envision where they want to be and do the appropriate things to get there. Every employee is given a copy of this road map.

 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Sales Representative ~ Camp Hill, PA

Sales Representative ~ Camp Hill, PA


Position Closed 

Join an organization that is growing! Lesher, in business for over 66 years, is now expanding into the Harrisburg West Shore area to better serve its clients as it grows. Lesher is both a full-service Mack and Hino dealer and a full-service truck leasing company.

Lesher management, sales staff, parts and service personnel always go the extra mile to serve their client’s transportation needs. Want to join a winning team? Join Lesher today.

Purpose of Position:  

The Medium Duty Sales Representative position generates truck sales by effectively presenting the dealership and the various dealership services in a professional manner to all potential customers within an assigned territory and/or assigned accounts. Fully develop the assigned territory and/or accounts to maximize sales opportunities for the dealership plus Lesher Leasing.

Essential Responsibilities:

  • Contact and compile prospective customers and assigned accounts within your assigned territory. Maintain file and regularly update key customers information. Provide weekly contact reports to management, including updates and changes in key personnel of existing customer.
  • Make daily customer and prospect calls. Call frequency should depend on, but not be limited to, potential of the account and the status of any pending business.
  • Acquire and utilize effective customer relations and sales principles that ensure total customer satisfaction with the products and services of Lesher. Promote business opportunities in all areas: new trucks, used trucks, leasing, rentals, service, and parts sales.
  • Develop and maintain competent product knowledge.
  • Complete and submit to management for approval all sales quotation proposals, etc. that fall outside normal limits, prior to submission to customer.
  • Address customers service issues in the field by managing customer expectations, and coordination with the parts, service, and leasing managers.
  • Meet or exceed objectives for new/used-truck, and lease deliveries established by the dealership.
  • Perform various business duties assigned by management.
  • Adhere to all the established policies and procedures in effect at the distributorship.
  • Use all reasonable methods of prospecting for new-and used-truck customers on a daily basis, either by telephone, email, or internet.
  • Follow up with and provide ongoing service to existing customers.
  • Demonstrate new and used trucks to customers.
  • Write complete sales orders, secure deposits and process paperwork in accordance with established dealership policies.
  • Deliver new trucks, explaining new-truck warranty, and service policies.
  • Attend sales and training meetings which may require overnight travel.
  • Prepare and turn into the General Manager outside sales call reports weekly. Add information to CRM pertaining to sales calls, what units were quoted, and units available for sale, if applicable.
  • Communicate to customers that leasing is available if needed.

Required Personal Attributes:

  • Alignment with Lesher Mission, Vision and Values
  • Strong Interpersonal Skills – Demonstrated ability to work well, and communicate well, with others
  • Goal-oriented and results-driven
  • Dealing with Ambiguity – Ability to make decisions without a lot of direction
  • Candidate should be team oriented, have a positive attitude, and be self-motivated
  • Professional personal appearance

Some Position Requirements: 

  • HS Diploma or GED
  • 5 Years of successful sales / leasing experience, preferably in medium-duty or heavy-duty truck sales.
  • Must have mechanical aptitude.
  • Valid Drivers License; but must be willing to obtain Class B driver’s license.
  • Excellent written and verbal communication skills.
  • Proficient with Internet and Microsoft Office products (Word, Excel, Outlook)
  • Ability to read, comprehend instructions and information
  • Working knowledge of the major components of “all makes” for Class 4-8 trucks.

Start building your brighter tomorrow today.

Location Will Be:

Lesher Hino
415 Railroad Ave
Camp Hill, PA  17011

Click For Map 

Learn Why Customers Choose Lesher 

Due to the overwhelming response we anticipate we ask that you are patient during the selection and interview process. All qualified applicants will be notified.

Cover letter should include why you should be considered for the position and what would make you the best candidate.

Click to Email: Email HR Team

Lesher is an Equal Opportunity Employer.

Want to get future vacancies and blog updates?  Subscribe here: Click

 

 

HR and Employment Law News


No matter where you work, Higher Education, Business, Ministry, Nonprofit work or a church, today’s workplace is changing almost daily. Now more than ever staying abreast to changes in Human Resources related issues is very important to you and your organization.

Thank you for visiting HR and Employment Law News provided by In HIS Name HR. We’re helping professionals navigate the HR legal landscape of the world of work. From the Affordable Care Act to changes in payroll compliance state by state, we bring you the most relevant stories affecting today’s workplaces.
So check out our weekly highlights on new workplace legislation, recent employment lawsuits and other important news for today’s human resources.

Here are our recent stories:

HR and Employment Law News