STAFFING THE SALES FORCE: RECRUITMENT AND SELECTION

Learning Objectives
1.

2. 3.

4.

Explain the critical role of recruitment selection and building and maintaining a productive sales force. Describe how recruitment and selection affect sales force socialization and performance. Identify the key activities in planning and executing a program for sales force recruitment and selection. Discuss the legal and ethical considerations in sales force recruitment and selection.

Setting the Stage

New Hiring Strategy at Information Graphics Group Allows Them to Bring Aboard the Best

1. In what way did Information Graphics Group change its interviewing format?

Importance of Recruitment and Selection

Problems associated with inadequate implementation:
Inadequate sales coverage and lack of customer

follow-up Increased training costs to overcome deficiencies More supervisory problems Higher turnover rates Difficulty in establishing enduring relationships with customers Suboptimal total salesforce performance

Introduction to Sales Force Socialization

Sales Force Socialization refers to the process by

which salespeople acquire the knowledge, skills, and values essential to perform their job.

Achieving Congruence

Achieving Realism

Important during recruitment and selection

Proposed Model of Sales Force Socialization

Recruiting/Selection Objectives Realism Training Objectives Initiation to Task Person Outcomes Task Specific Self -Esteem Job Outcomes Job Satisfaction

Job Involvement/ Commitment

Congruence

Role Definition

Resolution of Conflicting Demands at Work

Performance

Recruitment and Selection Process

Step 1
Planning for Recruitment & Selection

Step 2
Recruitment: Locating Prospective Candidates

Step 3
Selection: Evaluation and Hiring

Job Analysis Job Qualifications Job Description Recruitment & Selection Objec. Recruitment & Selection Strategy

Internal Sources External Sources

Screening Resumes and Applications Initial Interview Intensive Interview Testing Assessment Centers Background Invest. Physical Exam Selection Decision and Job Offer

Planning for Recruitment and Selection

Job Qualifications: Refers to the aptitude, skills, knowledge, personal traits, and willingness to accept occupational conditions necessary to perform the job.

Planning for Recruitment and Selection

Job Description: A written summary of the job containing the job title, duties, administrative relationships, types of products sold, customer types, and other significant requirements.

Planning for Recruitment and Selection

Recruitment and Selection Objectives: The things the organization hopes to accomplish as a result of the recruitment and selection process. They should be specifically stated for a given period.

Planning for Recruitment and Selection

Recruitment and Selection Strategy: The plan the organization will implement to accomplish the recruitment and selection objectives. The sales managers should consider the scope and timing of recruitment and selection.

Recruitment: Locating Prospective Candidates

Internal Sources
Employee referral programs Internships

External Sources
Advertisements
Private employment agencies Colleges and universities Job fairs

Professional societies
Computer rosters

Selection: Evaluation and Hiring

Screening Resumes and Applications
Interviews Testing Assessment Centers Background Investigation Physical Examination Selection Decision and Job Offer

Screening Resumes and Applications

Evidence of job qualifications Work history Salary history Accomplishments Responsibilities Appearance and completeness

Interviews
Types of interviews
Initial Interviews Intensive Interviews Stress Interviews

Locations
Campus Recruiters Location (i.e. Plant Trip) Neutral Site Telephone

Testing: Value and Types

Value
May be used to assist with initial screening May indicate compatibility with job responsibilities May indicate compatibility with organizations culture

and personnel

Types
Personality Intelligence

Psychological
Ethical Framework

Testing: Guidelines for Using

Do not attempt to construct tests for the

purposes of selecting salespeople

If psychological tests are used, be sure the

standards of the American Psychological Association have been met

Use tests that have been based on a job

analysis for the particular job in question

Testing: Guidelines for Using

Select a test that minimizes the applicants

ability to anticipate desired responses

Use tests as part of the selection process, but

do not base the hiring decision solely on test results

Module 5: Staffing the Sales Force: Recruitment and Selection

Background Check
Be wary of first-party

Obtain a numerical

references Radial search referrals might be used Use an interview background check Use the critical incident technique Pick out problem areas

scale reference rating Identify an individuals best job Check for idiosyncrasies Check financial and personal habits Get customer opinion

Selection Decision and Job Offer

Evaluate qualifications in order of importance Look for offsetting strengths and weaknesses Rank candidates If none meet qualifications, may extend search May have to offer market bonus (signing bonus)

to highly qualified candidates

Legal and Ethical Considerations: Guidelines for Sales Managers

Become familiar with key legislation affecting

recruitment and selection

Conduct job analysis with an open mind Job descriptions and job qualifications should

be accurate and based on a thoughtful job analysis

All selection tools should be related to job

performance

Legal and Ethical Considerations: Guidelines for Sales Managers

Sources of job candidates should be informed

of the firms legal position

Communications must be devoid of

discriminatory content
Avoid other practices that may be perceived

as ethically questionable