Recruiting & Selecting PersonnelAsking the Right Questions - Discussion Question 4
1. May I look at your resume?
2. Where will I get my leads?
3. May I review your sales literature?
4. When are your slow times?
5. May I go with you on a sales call?
6. May I visit your marketing department?
Figure 9-1: Sales Force Turnover Rates
53%
21%
26%
65%
18%17%
45%
34%
21%
Consumer Industrial Services
0-5% 5-10% Morethan10%
Recruiting & Selecting PersonnelIn-Class Exercise 9-1 -- Which one to Pick?
• As a sales manager what are you trying to accomplish in an initial interview?
• Based on the job description, what are some of the qualifications you might look for in a candidate?
• What are the characteristics of a good interview question?
• Which person should be chosen for the last training class option?
Recruiting & Selecting PersonnelIn-Class Exercise 9-1
• What questions will a strong candidate ask during an interview?
• Will you ask different questions of a person with experience than one coming out of college with no experience?
• What are common mistakes made by candidates on initial interviews?
• What are common mistakes made by companies during initial interviews?
• Is there a possibility of conflict between Armstrong and the wholesaler, if one of the wholesaler’s people is hired? How can the conflict be avoided?
Recruiting & Selecting PersonnelIn-Class Exercise 9-2
• Why is T.S. letting you know about the offer?• Why is this such a difficult situation for the company?• What are the pitfalls of reacting in this situation?• Should management counter the offer?• Why do people leave after being successful with a
company for a long period of time?• What can management do to minimize the risk of this
happening?• If a start salesperson does leave to go to a competitor,
what steps can management take to minimize the damage?
Recruiting & Selecting PersonnelSelecting Salespeople
Typical Interview Questions
-- what is interviewer trying to determine?
1. What was the most monotonous job you ever had to do?
What are your values & general orientation in
life?
How creative were you in eliminating boredom?
Recruiting & Selecting Personnel2. In thinking about people you like, what is it you most
like about them?
Reflects what person is and desires to become
3. Up to this point in your life, what do you consider to
be your biggest disappointment?
Have you done anything? -- more active = more disappointments
4. How willing are you to relocate? To what extent are
you willing to travel?
Motivation in wanting job -- involves travel
Recruiting & Selecting Personnel5. How do you feel about the way your previous employer
treated you?
How you react to supervision & organizational cultures
6. What are your long-term financial objectives and how do you intend to achieve them?
Are you realistic & mature?
Will this company enable you to achieve these goals?
7. What was the most difficult decision you ever had to make as a leader?
Were the leadership positions in your resume demanding or ceremonial in nature?
What is your leadership style & philosophy?
Recruiting & Selecting Personnel8. Why should we hire you?
How badly do you want the job?
What do you think of yourself?
Do you believe in yourself?
9. Sell me this pen.
Do you really know how to make a sales presentation?
Did you mention the main product benefits?
Did you ask for the order?
Sales jobanalysis
Sales jobanalysis
Sales job qualifications
Sales job qualifications
Recruitcandidates
Recruitcandidates
Selectprospects
Selectprospects
Validatingthe process
Validatingthe process
Chapter 9
Recruiting & Selecting Personnel
Physical Exams
• Selling is strenuous and stressful
• What are the physical requirements of the job?
• Americans with Disabilitites Act (1992)
• Graphology (9-16)
Recruiting & Selecting Personnel
Planning Cycle• Job Analysis
• Job Description (9-4)
• Job Qualifications– Research:
» “Sales - ability to get other people to act”» “Balanced life-styles” are most successful
– Buyers perspective (9-5)– Sales vs. Technical skills
» -- which is more important?– Personality Factors (9-6)
Recruiting & Selecting Personnel
Planning Cycle• Job Analysis
• Job Description (9-4)
• Job Qualifications– Research:
» “Sales - ability to get other people to act”» “Balanced life-styles” are most successful
– Buyers perspective (9-5)– Sales vs. Technical skills
» -- which is more important?– Personality Factors (9-6)
Recruiting & Selecting PersonnelRecruiting
• Classified Ads• Reaches wide audience• Used if high turnover• Blind vs. open ads• Tend to over-produce under-qualified candidates
• Company Sources• Familiar w/ company products & procedures• Established job histories• Sales as a promotion• Over-rely on previous experience
Recruiting & Selecting Personnel
Recruiting• Employment Agencies - best if company pays
• Schools & Colleges - trend toward more use• Poised & easily trained• Lack experience & become bored
• Customers, Suppliers & Competition• Good if need w/out much training• Legal & ethical issues• Common: insurance, stock broker, office
equipment, clothing
Recruiting & Selecting PersonnelBackground and Credit Check
Previous Employer Reference Check• Dates of Employment?• What was the Job?• What type of selling was involved?• How did the applicant get along with his/her
manager? Customers? Fellow salespeople?• How did his/her job performance compare others?• Applicants strongest points? Weaknesses we should
help him/her overcome?• Why did s/he leave your company?• Would you rehire the applicant? Why?
QUESTIONS ABOUT INTERVIEWERS
What Research Shows
Does extensive interviewing experience help an interviewer to make better judgments?
Does pressure to recruit impair the judgment of experienced interviewers less than inexperienced
interviewers?
When interviewing multiple recruits, do interviewers tend to use previous applicants as the standard of
comparison for subsequent applicants?
Will the positive effects of good appearance offset an unfavorably rated personal history for a recruit?
How much of the factual information presented in an interview will the interviewer remember
immediately after a short interview if no notes are taken?
How will lack of notes and factual recall affect the interviewer’s rating of the recruits interviewed?
How reliably can a group of interviewers rate a recruit’s qualifications for a job?
How reliably can a group of interviewers rate future job performance by a recruit?
COMMON INTERVIEWER MISTAKES
1. Failure to establish rapport
2. Lack of plan
3. Insufficient time
4. Not listening
5. Personal bias
6. Questions
7. First impressions
Figure 9-5: Typical Interview Questions
Why should we hire you?Regardless of the company and type of sales position for which you may interview,there are some interview questions that are typically asked. You may not be askedeach of these questions in every interview, but you should be prepared to answer themall. After reading each question, think about what the interviewer’s purpose may be inasking the question. What is he or she trying to determine? What should your responsebe to each question?
• What was the most monotonous job you ever had to do?• In thinking about the people you like, what is it you like most about them?• Up to this point in your life, what do you consider to be your biggest disappointment?• How willing are you to relocate? To what extent are you willing to travel?• How do you feel about the way your previous employer treated you?• What are your long-term financial objectives, and how do you propose to achieve them?• What was the most difficult decision you ever had to make as a leader?• Why should we hire you?• Sell me this pen.
ASKING THE RIGHT QUESTIONS
About two weeks after starting a new job, doubts creep into
your mind. The gap between what you were told and what’s
actually happening gets wider by the day. When you’re on
the job for three weeks, you say to yourself, “I think I made
a mistake.” One way to avoid making a costly mistake like
this is to ask the right questions when interviewing. What
questions would you ask when applying for a field sales
position to avoid accepting the wrong job?
PREVIOUS EMPLOYER REFERENCE CHECK -- POSSIBLE QUESTIONS
What were the dates if employment?
What was the job?
What type of selling was involved?
How did the applicant get along with his or her managers? Customers?
Fellow salespeople?
How did his or her job performance compare with others on the job?
What are the applicant’s strongest points?
Are there any weaknesses we should help him or her overcome?
Why did he or she leave your company?
Would you rehire the applicant? Why?
Table 9-4 Validity of Predictors for Entry-Level Jobs
Predictor Validity
Ability composite (tests) .53Job tryout .44Biographical inventory .37Reference check .26Experience .18Interview .14Training and experience ratings .13Academic achievement .11Education .10Interest .10Age .01
WHAT’S IN A SIGNATURE?
SignatureSmall letters such as“a,” “e,” and “o” are more than 1/4 inch in height and farther to the right side of the page.
Small signatures, less than 1/8 inch tall with an upright slant and placed towards the left hand of the page.
Medium-sized signatures (about 1/4 inch).
InterpretationThese people tend to be enterprising and are usually risk takers, take charge leaders, and pacesetters. They are your typical salesperson.
These people tend to be objective observers.They keep cool, don’t get excited under pressure, and in general make good listeners and negotiators. They might be better for high-level sales to established clients.
These people are your team players. Interaction is their byword and they tend to play strictly by the rules. They take calculated risks, with emphasis on the calculations. Not generally sales types.
WHAT MAKES A SUPER SALESPERSON?
Personal Computer Photographic Equipment Manufacturer Manufacturer
Threshold Competencies Threshold CompetenciesCommunication Decisiveness*Information Collection *Information CollectionPersonal Sensitivity *Organizational Awareness*Relationship-building *Relationship-buildingTechnical knowledge Systematic thinking
Differentiator Competencies Differentiator CompetenciesConcern for personal impact *Focused achievement*Focused achievement Interpersonal diagnosisInitiative Job commitment*Organizational awareness PersistencePersonal time-planning Presentation skillsQuick thinking Stress toleranceTargeted persuasion *Use of influence strategies*Use of influence strategies
* These traits were found in salespeople at both companies.
TURNOVER RATES IN SELECTEDINDUSTRIES
TurnoverRate
Industry 1988-89
Construction 45.8%Office Equipment 35.9Instruments 34.9Retail 28.0Wholesale (Industrial) 25.5Electronics 13.2Utilities 13.0Food Products 13.0Machinery 12.6Rubber/Plastics 11.6
FIRST YEAR COST OF A SALESPERSONIN THE U.S.
Compensation (trainee average) $24,752
Benefits (24% of compensation) 5,940
Field Expense 20,397
Direct Expense $51,089
Training Costs 16,117
Total Costs $67,206
JOB DESCRIPTION FACTORSSelling Requirements:
New account vs. established account selling
Selling through distributors
Entertaining customers
Level of buying authority
Physical activity required
Weekends away from home
Relocation
Nonselling Tasks:
Reports to management
Customer service and training
Sales promotion
Degree of Responsibility and Authority:
Negotiations of pricing
Career Paths:
Compensation plan
Promotion timing
Performance Expectations:
Activity level requirements
Written proposals
Individual vs. team selling
One time vs. systems selling
Type of prospects and customers
One-on-one selling vs. groups
Travel -- how much and what kind
Program or concept selling
Technical knowledge
Educational seminarsCollecting receivables
Marketing plans
Travel and entertainment
Earnings potential
Promotion leaders
Minimum sales volume or profits
Table 9-1 What Purchasing Agents Like About Salespeople
0% 25% 50% 75% 100%
Willingness to fight forcustomer
Thoroughness/follow-through
Market knowledge/willinness to share
Knowledge of product line
Diplomacy in dealing withoperating departments
Imagination
TraitsPercent of Respondents Who
Rated Most Valued
Table 9-3 Recruiting Sources for Salespeople
0% 25% 50% 75% 100%
Newspaper advertising
Employee referrals
Employment agencies
Educational institutes
Career conferences
Professional societies
Percent of firms using source
Sou
rce
Figure 9-3: A Model for Selecting Salespeople
Direct recruit to controllocation or phone number
Direct recruit to controllocation or phone number
Complete applicationblanks
Complete applicationblanks
Conduct screeninginterviews
Conduct screeninginterviews
Check credit andbackground
Check credit andbackground
Complete psychologicaland achievement tests
Complete psychologicaland achievement tests
Secondary interviewsSecondary interviews
Make offer for salesposition
Make offer for salesposition
Physical examPhysical exam
Measure subsequentsuccess on the job
Measure subsequentsuccess on the job
Hiringcriteria
forsalesjobsused
toguide
selectionprocess
Hiringcriteria
forsalesjobsused
toguide
selectionprocess
Modify hiringcriteria, tests or
interviewprocedures
Modify hiringcriteria, tests or
interviewprocedures Reject
RESUME ANALYSIS
1. Account for all dates.
2. Examine the number of jobs and length of
time spent on each job.
3. Reasons for leaving job.
4. Is there a pattern of growth?
Hiring Criteria Ranked by 100 Sales Managers
Variable Characterisitc*
Maturity P Personal selling/sales management skills MAppearance PCooperativeness PCommunications/public speaking NDisposition PPunctuality PMannerisms PGeneral marketing skills MEnglish/writing skills NManagement skills NExtroversion PMarketing department reputation SProduct development/management skills MFinance skills NMarket research skills MMarket logistics skills MPersonnel management skills N
Variable Characteristic
Civic functions OManagement science skills NAdvertising/advertising management skills MConsumer/industrial buyer behavior skills MSchool reputation SPricing skills MAccounting skills NInternship program SSocial functions ORecruiting success with school SInternship training skills NSports participation ORetailing/retail management skills MHome hobbies OFraternal organizations OSocial sciences/arts skills N
* P, personal traits; M,marketing skills; N, nonmarketing skills; S, school reputation; O, outside activities.
Source: Marketing News (January 13,1978), p.5.
Hiring Criteria Ranked by 100 Sales Managers (continued)