6e SM Module05

Staffing the Sales Force:Recruitment and SelectionModule Five

IngramLaForgeAvilaSchwepker Jr.WilliamsProfessional Selling: A Trust-Based ApproachModule 5: Staffing the Sales Force: Recruitment and Selection

Learning ObjectivesExplain 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 StageIn what way did Information Graphics Group change its interviewing format? New Hiring Strategy at Information Graphics Group Allows Them to Bring Aboard the Best


Importance ofRecruitment and SelectionProblems associated with inadequate implementation:Inadequate sales coverage and lack of customer follow-upIncreased training costs to overcome deficienciesMore supervisory problemsHigher turnover ratesDifficulty in establishing enduring relationships with customersSuboptimal total salesforce performance


Introduction to Sales Force SocializationSales Force Socialization refers to the process by which salespeople acquire the knowledge, skills, and values essential to perform their job.


Proposed Model of Sales Force Socialization


Recruitment and Selection Process


Planning for Recruitment and SelectionJob Analysis: Entails an investigation of the tasks, duties, and responsibilities of the job.


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


Planning for Recruitment and SelectionJob 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 CandidatesInternal SourcesEmployee referral programsInternships

External Sources AdvertisementsPrivate employment agenciesColleges and universitiesJob fairsProfessional societiesComputer rosters


Selection: Evaluation and HiringScreening Resumes and ApplicationsInterviewsTestingAssessment CentersBackground InvestigationPhysical ExaminationSelection Decision and Job Offer


Screening Resumes and ApplicationsEvidence of job qualificationsWork historySalary historyAccomplishmentsResponsibilitiesAppearance and completeness


InterviewsTypes of interviewsInitial InterviewsIntensive InterviewsStress Interviews

LocationsCampusRecruiters Location (i.e. Plant Trip)Neutral SiteTelephone


Testing: Value and TypesValueMay be used to assist with initial screeningMay indicate compatibility with job responsibilitiesMay indicate compatibility with organizations culture and personnelTypesPersonalityIntelligencePsychologicalEthical Framework


Testing: Guidelines for UsingDo not attempt to construct tests for the purposes of selecting salespeopleIf psychological tests are used, be sure the standards of the American Psychological Association have been metUse tests that have been based on a job analysis for the particular job in question


Testing: Guidelines for UsingSelect a test that minimizes the applicants ability to anticipate desired responsesUse tests as part of the selection process, but do not base the hiring decision solely on test results


Background CheckBe wary of first-party referencesRadial search referrals might be usedUse an interview background checkUse the critical incident techniquePick out problem areasObtain a numerical scale reference ratingIdentify an individuals best jobCheck for idiosyncrasiesCheck financial and personal habitsGet customer opinion


Selection Decision and Job OfferEvaluate qualifications in order of importanceLook for offsetting strengths and weaknessesRank candidatesIf none meet qualifications, may extend searchMay have to offer market bonus (signing bonus) to highly qualified candidates


Legal and Ethical Considerations: Guidelines for Sales ManagersBecome familiar with key legislation affecting recruitment and selection

Conduct job analysis with an open mindJob 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 ManagersSources 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

Answers1. Rather than the standard interview questions, Ron asked more What would you do? type questions and scenarios. Those who made it through the interview process then spent a full day with two of the companys top salespeople, where they were required to sell them on themselves. Candidates also had to complete presentations and participate in role plays. In addition, candidates were taken to lunch, sometimes with customers, to see how they respond in social situations. 22344455781111

6e SM Module05

Documents

sales force recruitment

productive sales force

trustbased approachmodule

inadequate sales coverage

staffing t

job title

customer types

information graphics