Chapter 1 The Changing World of Sales Management
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Module 6
Staffing the Salesforce
Recruitment and Selection
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Poor Recruitment and Selection
Creates Problems
• 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
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Introduction to Salesforce
Socialization
The process by which salespeople acquire the knowledge, skills, and values essential to perform their job.
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The Recruitment and Selection
Process
(Figure 6.2)
Step 1
Planning for Recruitment and Selection
• Job Analysis
• Job Qualifications
• Job Description
• Recruitment & Selection
Objectives
• Recruitment & Selection
Strategy
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The Recruitment and Selection
Process
Planning for Recruitment and Selection
• Job Analysis
–
An investigation of the tasks, duties, and responsibilities of the job
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The Recruitment and Selection
Process
Planning for Recruitment and Selection
• Job Analysis
•
Job Qualifications - the aptitude, skills, knowledge, personal traits, and willingness to accept occupational conditions necessary to perform the job
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The Recruitment and Selection
Process
Planning for Recruitment and Selection
• Job Analysis
•
Job Qualifications
Domestic
– Sales Experience
–
Educational Level
– Willingness to Travel
– Willingness to Relocate
– Ability to Work
Independently
International
– Patient
– Flexible
–
Confident
– Motivated
– Tolerant of New Ways
–
Desire to Work Abroad
– Sense of Humor
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The Recruitment and Selection
Process
Planning for Recruitment and Selection
•
Job Description a written summary of the job
– Job Title
–
Duties, Tasks, and Responsibilities
– Administrative Relationships
–
Type of Products to be Sold
– Customer Types
–
Significant Job-Related Demands
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The Recruitment and Selection
Process
Recruitment and Selection Objectives
• Determine present and future needs in terms of numbers and types of salespeople
• Meet the company’s legal and social responsibilities regarding composition of the salesforce
• Reduce the number of underqualified or overqualified applicants
•
Increase the number of qualified applicants at a specified cost
•
Evaluate the effectiveness of recruiting sources and evaluation techniques
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The Recruitment and Selection
Process
Recruitment and Selection Strategy
• When will the recruitment and selection be done?
•
How will the job be portrayed?
•
How will efforts with intermediaries be optimized?
• What type of salespeople will be hired when developing an international salesforce?
• How much time will be allowed for a candidate to accept or reject an offer?
•
What are the most likely sources for qualified applicants?
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1 6
The Recruitment and Selection
Step 1
Process
(Figure 6.2)
Step 2
Planning for Recruitment and Selection
• Job Analysis
• Job Qualifications
• Job Description
• Recruitment & Selection
Objectives
• Recruitment & Selection
Strategy
Recruitment: Locating
Prospective Candidates
• Internal Sources
• External Sources
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The Recruitment and Selection
Process
Recruitment:
Locating Prospective Candidates
• Internal Sources
– Employee Referral Programs
• External Sources
– Advertisements
–
Private Employment Agencies
– Colleges and Universities
–
Job Fairs
– Professional Societies
–
Career/Job-related web sites
–
Computer Rosters
•
Wonderlic Personnel Test, Inc.
• SkillSearch Copyright © 2001 by Harcourt, Inc.
1 6
The Recruitment and Selection
Step 1
Process
(Figure 6.2)
Step 2
Planning for Recruitment and Selection
• Job Analysis
• Job Qualifications
• Job Description
• Recruitment & Selection
Objectives
• Recruitment & Selection
Strategy
Recruitment: Locating
Prospective Candidates
• Internal Sources
• External Sources
Step 3
Selection:
Evaluating & Hiring
• Screening Resumes and
Applications
• Initial Interview
• Intensive Interview
• Testing
• Assessment Centers
• Background Investigation
• Physical Exam
• Selection Decision/Job
Offer
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The Recruitment and Selection
Process
Selection: Evaluation and Hiring
• Screening Resumes and Applications
–
Job Application Form
•
Interviews
– Interview Guide (Ex. 6.5)
–
Initial Interview
–
Intensive Interview
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The Recruitment and Selection
Process
Selection: Evaluation and Hiring
• Screening Resumes and Applications
•
Interviews
• Interviewer Bias
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1 6
The Recruitment and Selection
Process
Selection: Evaluation and Hiring
• Screening Resumes and Applications
•
Interviews
• Interviewer Bias
•
Testing
Copyright © 2001 by Harcourt, Inc.
1 6
The Recruitment and Selection
Process
Selection: Evaluation and Hiring
• Screening Resumes and Applications
•
Interviews
• Interviewer Bias
•
Testing
• Assessment Centers
–
A set of well-defined procedures for utilizing multiple techniques such as group discussion, business game simulations, presentations, and role-playing exercises for the purpose of employee selection or development
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1 6
The Recruitment and Selection
Process
Selection: Evaluation and Hiring
• Screening Resumes and Applications
•
Interviews
• Interviewer Bias
•
Testing
• Assessment Centers
•
Background Investigation
Copyright © 2001 by Harcourt, Inc.
1 6
The Recruitment and Selection
Process
Selection: Evaluation and Hiring
• Screening Resumes and Applications
•
Interviews
• Interviewer Bias
•
Testing
• Assessment Centers
•
Background Investigation
• Physical Exam
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The Recruitment and Selection
Process
Selection Decision and Job Offer
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Legal and Ethical Considerations in Recruitment and Selection
Key Legislation (Exhibit 6.6)
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Guidelines for Sales Managers
• Become familiar with key legislation affecting recruitment and selection
•
Conduct job analysis with an open mind, attempting to overcome personal mental biases
•
Job descriptions and job qualifications should be accurate and based on a thoughtful job analysis
•
Sources of job candidates should be informed of the firm’s legal position
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Guidelines for Sales Managers,
too
• Communications must be devoid of discriminatory content
• All selection tools should be related to job performance
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Ethical Issues
• Misrepresentation
•
Stress Interview
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