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

2. Recruiting On-Line An 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.”
Action

3. Recruiting On-Line An Expert’s Viewpoint:
Result
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. 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 2

5. 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
Realism
Congruence
Important during recruitment and selection

6. Proposed Model of Sales Force Socialization
Realism
Congruence
Recruiting/Selection
Objectives
Initiation to
Task
Training
Objectives
Role
Definition
Task Specific
Self -Esteem
Person
Outcomes
Resolution of
Conflicting
Demands at Work
Job
Satisfaction
Involvement/
Commitment
Performance
Outcomes 2

7. Recruitment and Selection Process
Planning for Recruitment & Selection
Step 1
Recruitment: Locating Prospective Candidates
Step 2
Selection: Evaluation and Hiring
Step 3
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 3

8. Planning for Recruitment and Selection
Job Analysis: Entails an investigation of the tasks, duties, and responsibilities of the job. 4

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. 4

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. 4

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. 5

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. 5

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 7

14. Selection: Evaluation and Hiring
Screening Resumes and Applications
Interviews
Testing
Assessment Centers
Background Investigation
Physical Examination
Selection Decision and Job Offer 8

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

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

17. Interviews Correlation with future job performance 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
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. 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 individual’s best job
Check for idiosyncrasies
Check financial and personal habits
Get customer opinion

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 11

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 11

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?