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SALES MANAGEMENT

Chapter 9: Salesforce Recruitment and Selection

Who is Responsible for Recruiting? Depends on size of sales force and kind of selling involved First-level sales managers often handle recruiting for:

o Straightforward sales jobso Jobs where new recruits need no special qualificationso

Jobs where turnover rates are high When a firm must be selective a recruiting specialist may assist in the recruitment process If the sales force prepares individuals to be sales or marketing managers, personnel executives or top-level

managers often assist with recruitment

Job Analysis and Selection Criteriao Conduct a job analysis to determine what activities, tasks, responsibilities and environmental influences are

involvedo Write a job description that details the findings of the job analysiso Develop a statement of job qualifications describing the personal traits and abilities needed to perform in the job

Who Conducts the Analysis and Prepares the Description? o Current occupants of the jobo Sales managers who supervise people in the job

o Current staff should be observed and interviewed to determine what they actually doo Use the job description creation process as a means of reaching consensus on job content, activities and training

needs.

Content of the Job Descriptiono Nature of the product(s) or service(s) being soldo Types of customerso Specific tasks and responsibilitieso Relationship between the sales position and other positions within the organizationo Mental and physical demands of the jobo Environmental pressures and constraints

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Chapter 9: Salesforce Recruitment and Selection

Determining Job Qualifications and Selection Criteria o This is the most difficult part of the recruitment and selection processo Need specific criteria to guide the selectiono Methods deciding on criteria include:

o Examining the job descriptiono Evaluating personal histories of the current sales force to identify differentiating characteristics among high

performers

Characteristics of Salespeople who Failo Instability of residenceo Failure in business within the past two yearso Unexplained gaps in the persons employment record o Recent divorce or marital problemso Excessive personal indebtedness; for example, bills could not be paid within two years from earnings on the job

Recruiting Applicantso Successful firms depend upon a well-planned and effectively implemented recruiting effort.o Recruiting should be step one in the selection process.o Internal sources of candidates consist of employees in other departments within the firm.o External sources of candidates include:

o people in other firmso educational institutionso others attracted through advertising or employment agencies.

o Recruiting issues facing sales managers grow exponentially as companies expand globally and seek salespeoplein new international markets.

Inside RecruitingAdvantages:

o Company employees have established performance records and present themselves as a known entityo Recruits from inside require less orientation and training due to familiarity with current products, policies

and operationso Recruiting within bolsters company morale because employees see opportunities for advancement

o Facilitating internal recruiting starts with fully informing human resources of sales staff needs

Selection Tools and Procedureso Application blankso Personal interviewso Reference checkso Physical examinationso Psychological tests

o intelligenceo personalityo aptitude/skills

o Composites of psychological test scores offer the greatest assessment validity and predictive value for evaluating candidates potential and possible futurejob performance.

o Personal interviews offer the lowest predictive potential but often carry the greatest weight.

Personal Interviewso Structured interview

o applicants are asked the same predetermined questionso potential weakness is that interviewer may fail to identify or probe a candidates unique qualities or

limitationso Unstructured interview

o induces free discussion on wide ranging topicso afford the applicant opportunity to talk freely with minimal direction and may yield unexpected insighto requires experienced interviewers with interpretative skills

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Chapter 9: Salesforce Recruitment and Selection

Physical Examinationso Sales jobs require sound basic health, stamina and the physical ability to withstand stresso Caution should be exercised in requiring medical examinations and other specific tests for such things as drug use

or the HIV viruso A physical exam can be performed only after extending a job offer

o Managers deem using a standard physical examination for all positions ill-advisedTests

o Well designed, validated and administered tests provide a valid selection toolo Intelligenceo Aptitudeo Personality

o Possible reasons to use test cautiouslyo Tests may no validly predict future success in a specific firmo Some creative and talented people may deviation from expected normso Intelligent and test-wise individuals may be able to manipulate resultso Some tests may discriminate against people of different races, genders, et althus becoming illegal

Guidelines for the Appropriate Use of Testso Test scores should be considered only a single input of several in the selection process

o Applicants should be tested only when abilities and traits tested hold relevance to the jobo When possible, tests with internal checks for validity should be usedo The firm should conduct comparative, longitudinal studies to validate the predictive value in their setting

Illegal/Sensitive Questionso Nationality or raceo Religiono Sex and marital statuso Ageo Physical characteristicso Height and weighto Financial situationo Arrests and convictions