11/22/2014

Value of Hiring Good Employees

$1,200,000
Average Annual Sales

$1,400,000

Sales Force Recruitment and

Selection

$1,000,000

$800,000
$600,000

$400,000

$200,000
$0
No Testing

McGraw-Hill/Irwin

Standardized Test

A verage Hire

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Poor Hire

Highly-Predictive
Standardized Test

The decision process

for recruiting and
selecting salespeople

9-4

Sources for Job Analysis and

Description

Job Analysis and Selection Criteria

Depends on size of sales force, kind of

selling involved
First-level sales managers

Straightforward sales jobs

New recruits need no special qualifications
Turnover rates are high

Recruiting specialist may assist when a

firm must be selective
Personnel executives or top-level
managers often assist if sales force
prepares individuals to be sales or
marketing managers

9-7

Job analysis determines

activities, tasks, responsibilities
and environmental influences
are involved
Job description details findings
of job analysis
Statement of job qualifications
describes personal traits and
abilities needed to perform

9-5

Content of the Job Description

Observe and interview current staff

to determine what they actually do
Interview sales managers who
supervise people in the job to
determine what they think job
occupants should be doing
Use the job description creation
process as a means of reaching
consensus on job content, activities
and training needs

9-3

9-2

Source: HR Chally Group (2007).

Recruiting Responsibility?
9.1

Key issues that drive recruitment and

selection of salespeople
Identify who is responsible for
recruitment and selection
Understand a job analysis and how
selection criteria are determined
Define sources for new sales recruits
Explain selection procedures
Understand equal opportunity
requirements

Nature of product(s) or service(s) being

sold
Types of customers
Specific tasks and responsibilities
Relationship between the sales position
and others within the organization
Mental and physical demands of the job
Environmental pressures and constraints
See exhibit 9.2 in the text

9-8

9-6

Determining Job Qualifications and

Selection Criteria

Most difficult part of

recruitment and selection
Need specific criteria to guide
the selection

Examine job description

Evaluate personal histories of
current sales force to identify
differentiating characteristics
among high performers
9-9

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Salespeople who Fail

Recruiting Applicants

Instability of residence
Failure in business within past two
years
Unexplained gaps in employment
record
Recent divorce or marital problems
Excessive personal indebtedness

9.3

Applicant interview form

9-10

Challenge

Determining qualities
Addressing cultural differences

Sales tasks
Relationship-building skills
Motivation
Technological savvy

Application blanks
Personal interviews
Reference checks
Physical examinations
Psychological tests

Salespeople
Customers

Advertisements
Employment agencies
Educational institutions
Internet
9-15

Selection Tools and Procedures

9-16

Referrals from other firms

9-14

Intelligence
Personality
Aptitude/skills

Established performance records,

are a known entity
Require less orientation and
training
Bolsters company morale
Must fully inform human
resources of sales staff needs

9-13

External Sources

Advantages

Selection Tools and Procedures

9-12

Internal Sources

Focus on

Internal
External

9-11

9.2 Recruiting a Global Sales Force

Must be well-implemented
Sources

Composites of psychological
test scores offer the greatest
assessment validity and
predictive value
Personal interviews offer the
lowest predictive potential

Application Blanks

9-17

Standardizes information
Personal history information
Facilitates interview
preparation
May raise questions

9-18

11/22/2014

Personal Interviews

Structured interview

9.3 Role of Personal Interviews

Predetermined questions
Interviewer may fail to probe unique
qualities or limitations

First interview

Unstructured interview

Discussion on wide ranging topics

May yield unexpected insights
Requires interviewers with
interpretative skills

Should include several in-depth

probes
May be time-consuming, costly
Can ensure factual data

Can prevent costly hiring mistake

9-21

Intelligence tests mental ability

Aptitude tests interest in and ability to perform
job
Personality often tests traits related to future
success in a job

Well-designed
Validated
Well-administered

Well designed, validated and administered tests

provide a valid selection tool

Intelligence
Aptitude
Personality

9-22

Concerns

Valid tests:

Psychological Tests

Types

Aptitudes
Job performance

9-20

Psychological Tests

Sales jobs require sound basic health,

stamina and the physical ability
Caution when requiring medical
examinations and specific tests for drug
use, HIV virus
Using a standard physical examination for
all positions is ill-advised
Physical exam can be performed only
after extending job offer (ADA)

Job experience
College degrees

Can reveal opinions

Drill down
Assess potential

Source: Bob Ayrer, Hiring SalespeopleGetting behind the Mask, American Salesperson 49, no. 2 (2004), p.
20; and Audrey Bottjen, Interview with a Salesperson, Sales & Marketing Management, April 2001, p. 70.

Physical Examinations

Draw out basic information

Communication skills
Personality traits
Interest level

Second interview

9-19

Reference Checks

May not validly predict future success

in a specific firm
Some creative and talented people
may deviate from expected norms
Test-wise individuals may be able to
manipulate results
May discriminate against different
races, genders, et al thus becoming
illegal

9-23

9-24

Guidelines for the Appropriate Use

of Tests

Test scores should be considered

one of several inputs
Test only on abilities and traits
relevant to job
When possible, use tests with
internal checks for validity
Conduct empirical studies to
validate the tests predictive value

9.5
Illegal/Sensitive Questions

9.4
9-25

Nationality or race
Religion
Sex and marital status
Age
Physical characteristics
Height and weight
Financial situation
Arrests and convictions

Legislation affecting recruitment and selection

9-26

9-27