Staffing the Sales Force: Recruitment and Selection

1. Staffing the Sales Force:Recruitment and Selection Module Five

2. Action Recruiting On-LineAn Expert’s Viewpoint: Mike Williams, BFP’s corporate recruiter, finds it difficult to recruit salespeople for the hydraulic and pneumatic products business. He likes to hire salespeople with experience, but not many have it in this industry. When he needs to fill 15 to 20 positions, he goes on-line. Williams says “I’d rather use the Internet to recruit . . . when you run an ad in the newspaper, you don’t know what you are going to get. It’s not targeted enough.”

3. Result Recruiting On-LineAn Expert’s Viewpoint: Going online, BFP has significantly reduced the time and money that it spends on recruiting. On average, it costs $377 for an Internet hire, versus $2,000 to $3,000 for a newspaper hire, and significantly more for an agency referral.

4. 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 Importance ofRecruitment and Selection

5. Sales Force Socializationrefers to the process by which salespeople acquire the knowledge, skills, and values essential to perform their job. Achieving Realism Achieving Congruence Important during recruitment and selection Introduction to Sales Force Socialization

6. Recruiting/Selection Objectives Training Objectives Person Outcomes Job Outcomes Job Satisfaction Initiation to Task Task Specific Self -Esteem Realism Job Involvement/ Commitment Resolution of Conflicting Demands at Work Role Definition Performance Congruence Proposed Model ofSales Force Socialization

7. Step 1 Step 2 Step 3 Planning for Recruitment & Selection Recruitment: Locating Prospective Candidates Selection: Evaluation and Hiring • Screening Resumes and Applications • Initial Interview • Intensive Interview • Testing • Assessment Centers • Background Invest. • Physical Exam • Selection Decision and Job Offer • Job Analysis • Job Qualifications • Job Description • Recruitment & Selection Objec. • Recruitment & Selection Strategy • Internal Sources • External Sources Recruitment and Selection Process

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

9. 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.

10. 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.

11. 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.

12. 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.

13. 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

14. Selection: Evaluation and Hiring • Screening Resumes and Applications • Interviews • Testing • Assessment Centers • Background Investigation • Physical Examination • Selection Decision and Job Offer

15. Screening Resumes and Applications • Evidence of job qualifications • Work history • Salary history • Accomplishments • Responsibilities • Appearance and completeness

16. Interviews Types of interviews • Initial Interviews • Intensive Interviews • Stress Interviews Locations • Campus • Recruiter’s Location (i.e. Plant Trip) • Neutral Site • Telephone

17. Interviews • Usually overrated • More managers rely on interviews than any other selection tool • The objective is to predict future performance of the candidate • Correlation with future job performance • Psychological tests = 0.53 • Biographical info (applications) = 0.37 • Reference checks = 0.26 • Experience = 0.18 • Personal interview ratings = 0.14

18. Recruit sales people Recruit = if the first contact is by phone, notice if the applicant asks for an appointment Use executive search firms? Newspaper ads? Online services? Personal referral?

19. Appearances Smart Stuff to Remember • Appearances do matter. • Don't underestimate the power of a first impression. People make assumptions about you based upon your appearance at your first meeting. • You are more likely to receive better service, command more respect and get what you want if you are dressed and speak appropriately for your surroundings. • Your appearance should be consistent with your message.

20. Testing: Value and Types Value • May be used to assist with initial screening • May indicate compatibility with job responsibilities • May indicate compatibility with organization’s culture and personnel Types • Personality • Intelligence • Psychological • Ethical Framework

21. Testing: Guidelines for Using • Do not attempt to construct tests for the purposes of selecting salespeople • If psychological tests are used, be sure the standards of the American Psychological Association have been met • Use tests that have been based on a job analysis for the particular job in question

22. Testing: Guidelines for Using • Select a test that minimizes the applicant’s ability to anticipate desired responses • Use tests as part of the selection process, but do not base the hiring decision solely on test results

23. 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 individual’s best job Check for idiosyncrasies Check financial and personal habits Get customer opinion Background Check

24. 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

25. 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

26. Legal and Ethical Considerations: Guidelines for Sales Managers • Sources of job candidates should be informed of the firm’s legal position • Communications must be devoid of discriminatory content • Avoid other practices that may be perceived as ethically questionable

27. Cannot ask in the U.S.if you employ 4 or more • How old are you? • Are you married? • Are you a citizen? • Have you abused drugs or alcohol? • Are you planning on having children soon? • May I have your maiden name? Nom de jeune fille • Are you disabled? Medical problems?

28. Americans with Disabilities Act 1990 You can ask people about their abilities, but you can't ask people about their disabilities • Have you ever been hospitalized? If so, for what condition? • Can you perform all of the job functions? • How would you perform the job functions? • Can you meet my attendance requirements? • What are your professional certifications and licenses? • Do you currently use illegal drugs?