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Module Five

Staffing the Sales Force: Recruitment and Selection

Learning Objectives
1. Explain 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.

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Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Setting the Stage


New Hiring Strategy at Information Graphics Group Allows Them to Bring Aboard the Best

1. In what way did Information Graphics Group change its interviewing format?

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

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

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

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

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Proposed Model of Sales Force Socialization


Recruiting/Selection Objectives Realism Training Objectives Initiation to Task Person Outcomes Task Specific Self -Esteem Job Outcomes Job Satisfaction

Job Involvement/ Commitment

Congruence

Role Definition

Resolution of Conflicting Demands at Work

Performance

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Recruitment and Selection Process


Step 1
Planning for Recruitment & Selection

Step 2
Recruitment: Locating Prospective Candidates

Step 3
Selection: Evaluation and Hiring

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
Ingram LaForge Avila Williams

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Schwepker Jr.

Planning for Recruitment and Selection

Job Analysis:
Entails an investigation of the tasks, duties, and responsibilities of the job.

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

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.

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

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.

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

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.

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

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.

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Recruitment: Locating Prospective Candidates


Internal Sources
Employee referral programs Internships

External Sources
Advertisements Private employment agencies Colleges and universities Job fairs Professional societies Computer rosters

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Selection: Evaluation and Hiring


Screening Resumes and Applications Interviews Testing Assessment Centers Background Investigation Physical Examination Selection Decision and Job Offer

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Screening Resumes and Applications


Evidence of job qualifications Work history Salary history Accomplishments Responsibilities Appearance and completeness

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Interviews
Types of interviews
Initial Interviews Intensive Interviews Stress Interviews

Locations
Campus Recruiters Location (i.e. Plant Trip) Neutral Site Telephone

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Testing: Value and Types


Value
May be used to assist with initial screening May indicate compatibility with job responsibilities May indicate compatibility with organizations culture and personnel

Types
Personality Intelligence Psychological Ethical Framework

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Testing: Guidelines for Using

Do not attempt to construct tests for the purposes of selecting salespeople Use tests that have been based on a job analysis for the particular job in question

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Testing: Guidelines for Using

Select a test that minimizes the applicants ability to anticipate desired responses Use tests as part of the selection process, but do not base the hiring decision solely on test results

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

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 individuals best job Check for idiosyncrasies Check financial and personal habits Get customer opinion

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Selection Decision and Job Offer


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

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

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

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.

Legal and Ethical Considerations: Guidelines for Sales Managers


Sources 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

Professional Selling: A Trust-Based Approach

Module 5: Staffing the Sales Force: Recruitment and Selection

Ingram

LaForge Avila Williams

Schwepker Jr.