How to Identify and Keep the Right People in Distribution

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How to Identify and Keep the Right People in Distribution

Read Time: 7 minutes By Frank Hurtte

Deep Dive on People – The Right Kind of People

In Part One of this series, we explored why people remain the most valuable asset in distribution. Now we turn our attention to identifying, developing, and retaining the right people—those who elevate your organization rather than quietly drain it.

Distribution has always been a people‑driven business. Technology has improved, automation has expanded, and digital tools have become standard, but none of these replace the impact of a capable, motivated employee. The right people accelerate growth. The wrong people slow it down. And in today’s competitive labor market, the cost of getting this wrong is higher than ever.

Let’s take a deeper look at what “the right people” actually means for distributors.

The Right People Bring More Than Skills

Skills matter, but they’re not the whole picture. The right people combine technical ability with curiosity, resilience, and a willingness to adapt. Distribution is full of moving parts—customer demands, vendor expectations, product changes, and shifting market pressures. People who thrive in this environment share a few traits:

  • They learn quickly.

  • They communicate clearly.

  • They collaborate without drama.

  • They solve problems instead of escalating them.

  • They understand that customer relationships are built, not assigned.

These traits are harder to teach than product knowledge. That’s why hiring for character and capability, not just experience, remains essential.

Misalignment Is More Expensive Than Ever

A misaligned employee doesn’t just underperform. They create ripple effects:

  • stalled projects

  • frustrated teammates

  • unhappy customers

  • increased managerial oversight

  • slower onboarding for others

  • reduced productivity across departments

In a business model where payroll consumes most of your gross margin, misalignment becomes a financial liability. The wrong hire can cost more than a lost customer.

Hiring With Intent

Many distributors still rely on informal hiring practices. A résumé, a handshake, and a gut feeling are not enough. Intentional hiring requires:

Structured interviews. Know what you’re evaluating before the candidate walks in.

Behavior‑based questions. Ask about real situations, not hypothetical ones.

Personality profiles. Not perfect, but extremely useful for identifying communication styles and potential friction points.

Thorough reference checks. Go beyond HR departments. Find mutual contacts, vendor reps, or customers who can speak to real performance.

Clear expectations. Candidates should understand the role, the pace, and the culture before accepting the job.

Hiring with intent reduces turnover, improves productivity, and strengthens your culture.

Early Reviews Protect Your Investment

Once you hire someone, the real work begins. Best practices recommend structured reviews at:

  • 30 days

  • 60 days

  • 90 days

  • 180 days

These checkpoints help you identify whether the new hire is adapting, learning, and contributing. If they’re struggling, early intervention can correct course. If they’re not improving, early termination prevents long‑term damage.

This isn’t harsh. It’s responsible leadership.

Coaching Builds Capability

The right people still need guidance. Coaching is not micromanagement—it’s structured support. Effective coaching includes:

  • clear goals

  • regular feedback

  • documented progress

  • accountability

  • recognition for improvement

Employees who feel supported stay longer, perform better, and contribute more meaningfully to the organization.

Culture Is the Glue

Even the best people fail in the wrong environment. Culture determines whether employees:

  • feel valued

  • feel heard

  • feel supported

  • feel connected

  • feel motivated

Culture isn’t a slogan. It’s how people behave when no one is watching. The right people thrive in cultures that reward effort, encourage learning, and recognize contributions.

A Companion to Part One

This article pairs with Part One of the Deep Dive series, which explores why people remain the core of distributor value. Together, these pieces form a foundational look at how distributors can strengthen their teams, improve productivity, and build long‑term stability. If your organization needs help improving hiring practices, strengthening coaching systems, or building a culture that retains the right people, River Heights Consulting can help you implement proven strategies tailored to distributors.


TL;DR

The right people bring more than skills. They bring adaptability, curiosity, and strong communication. Misaligned employees are expensive, structured hiring prevents costly mistakes, early reviews protect your investment, and coaching builds long‑term capability. Culture ties it all together.


About the Author 

Frank Hurtte has spent decades helping distributors find, develop, and keep the
right people. He believes every organization has hidden talent, and a few folks who might be better suited for a different adventure entirely.





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