Module Five
Staffing the Sales Force:
Recruitment and Selection
Recruiting On-Line
An Expert’s Viewpoint:
Mike Williams, BFP’s corporate recruiter, finds it difficult to
recruit salespeople for the hydraulic and pneumatic
products business. He likes to hire salespeople with
experience, but not many have it in this industry. When he
needs to fill 15 to 20 positions, he goes on-line. Williams
says “I’d rather use the Internet to recruit . . . when you run
an ad in the newspaper, you don’t know what you are
going to get. It’s not targeted enough.”
Action
Recruiting On-Line
An Expert’s Viewpoint:
Result
Going online, BFP has significantly reduced the time
and money that it spends on recruiting. On average, it
costs $377 for an Internet hire, versus $2,000 to
$3,000 for a newspaper hire, and significantly more for
an agency referral.
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
Training
Objectives
Person
Outcomes
Job
Outcomes
Realism
Initiation to
Task
Task Specific
Self -Esteem
Job
Satisfaction
Job
Involvement/
Commitment
Congruence
Role
Definition
Resolution of
Conflicting
Demands at Work
Performance
Recruitment and Selection Process
Step 1
Step 2
Step 3
Planning for
Recruitment & Selection
Recruitment: Locating
Prospective Candidates
Selection:
Evaluation and Hiring
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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 Analysis:
Entails an investigation of the tasks, duties, and
responsibilities of the job.
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
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Advertisements
Private employment agencies
Colleges and universities
Job fairs
Professional societies
Computer rosters
Selection:
Evaluation and Hiring
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Screening Resumes and Applications
Interviews
Testing
Assessment Centers
Background Investigation
Physical Examination
Selection Decision and Job Offer
Screening Resumes and Applications
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Evidence of job qualifications
Work history
Salary history
Accomplishments
Responsibilities
Appearance and completeness
Interviews
Types of interviews
– Initial Interviews
– Intensive Interviews
– Stress Interviews
Locations
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Campus
Recruiter’s Location (i.e. Plant Trip)
Neutral Site
Telephone
Interviews
• Usually overrated
• More managers rely on interviews than any other
selection tool
• The objective is to predict future performance of the
candidate
• Correlation with future job performance
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Psychological tests = 0.53
Biographical info (applications) = 0.37
Reference checks = 0.26
Experience = 0.18
Personal interview ratings = 0.14
Recruit sales people
Recruit = if the first contact is by
phone, notice if the applicant
asks for an appointment
Use executive search firms?
Newspaper ads?
Online services?
Personal referral?
Appearances
Smart Stuff to Remember
• Appearances do matter.
• Don't underestimate the power of a first impression.
People make assumptions about you based upon your
appearance at your first meeting.
• You are more likely to receive better service, command
more respect and get what you want if you are dressed
and speak appropriately for your surroundings.
• Your appearance should be consistent with your
message.
Testing: Value and Types
Value
– May be used to assist with initial screening
– May indicate compatibility with job
responsibilities
– May indicate compatibility with
organization’s culture and personnel
Types
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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
applicant’s ability to anticipate desired
responses
• Use tests as part of the selection
process, but do not base the hiring
decision solely on test results
Background Check
• Be wary of first-party
references
• Radial search referrals
might be used
• Use an interview
background check
• Use the critical incident
technique
• Pick out problem areas
• Obtain a numerical scale
reference rating
• Identify an individual’s
best job
• Check for idiosyncrasies
• Check financial and
personal habits
• Get customer opinion
Selection Decision and Job Offer
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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 firm’s legal position
• Communications must be devoid of
discriminatory content
• Avoid other practices that may be
perceived as ethically questionable
Cannot ask in the U.S.
if you employ 4 or more
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How old are you?
Are you married?
Are you a citizen?
Have you abused drugs or alcohol?
Are you planning on having children soon?
May I have your maiden name? Nom de jeune fille
Are you disabled? Medical problems?
Americans with Disabilities Act 1990
You can ask people about their abilities, but
you can't ask people about their disabilities
– Have you ever been hospitalized?
If so, for what condition?
Can you perform all of the job functions?
How would you perform the job functions?
Can you meet my attendance requirements?
What are your professional certifications and
licenses?
Do you currently use illegal drugs?