1. Profiling and Recruiting Salespeople
Chapter 5

2. Learning Objectives Sales force selection and strategic planning
Scope of sales force staffing process

3. Recruiting and Selection Problems
Lack of resources
Lack of job specification and qualifications
Qualifications not objectively established
Lack of managerial training
Personal prejudices
Search for managerial talent

4. Key Laws and Regulations Affecting a Sales Force
Civil Rights Act of 1964 –prohibit discrimination
Federal Contract Compliance, Executive Orders –comply with federal legislation and affirmative action plan (50 or more).
Age Discrimination in Employment Act (1967)-prohibit age discrimination
Fair Employment Opportunity Act (1972)-equal employment
Rehabilitation Act of 1973-hire people with disabilities (50 or more)
Vietnam Era Veterans Readjustment Act (1974) –hire Vietnam and disable veterans
Uniform Guidelines on Employment Selection Procedures (1978)-prohibit discriminatory practices in hiring.
Americans with Disabilities Act (1990) –prohibits discrimination based on disabilities.

5. Scope of sales force staffing process
Five major activities:
Plan the recruiting and selection process
Recruit an adequate number of applicants
Select the most qualified applicants
Hire those people who have been selected
Assimilate/integrate the new hires into the company

6. Recruit Applicants Hire the People
Fig. 5-2 Sales Force Staffing Process: Plan for Recruiting & Selection
Establish Responsibility for Recruiting, Selection and Assimilation
Determine Number of People Wanted
Conduct Job Analysis
Prepare Job Description
Determine Hiring Qualifications
Recruit Applicants
Select Applicants
Measure Applicants Against Hiring Qualifications
Design a System For Measuring Applicants
Make Selection Decisions
Hire the People
Assimilate New People into Sales Force

7. Workload Analysis Number of reps needed = Total workload in market
Workload one rep can handle
Market workload:
Customer Number of Calls Total
class accounts per year calls x =
A ,000
B ,000
14,000
One rep’s workload:
Calls/day x Selling days/week x Working weeks/year = Annual workload
x x =
Number of reps needed
= = reps
1250

8. Factors to consider in hiring applicants
Management should consider these factors:
Reps needed for changes in the development of salespeople: new territories, eliminated territories, realigned territories.
Promotions out of the sales force.
Expected retirements form the sales force.
Expected turnover, including terminations and resignations.

9. Fig 5-3 Determining the Number of Salespeople Needed
Strategic Plans
New - Eliminated/ + Promo Retirements Terminations/ = Total new territories combined tions resignations reps needed
territories
Expansion MN and RI promo retirements termination New reps into Texas. Territories expected expected expected needed =

10. Content of Job Description
Title
The nature of the product or service to be sold
Type of customers to be called on, frequency of calls, and types of personnel to be contacted
Specific tasks and responsibilities to be carried out-planning activities, actual selling activities, customer servicing task.
Organizational relationships – to whom to report
Mental and physical demands of the job – (e.g., travel, stress level)
Environmental pressures and constraints that might affect the job

11. Ten Traits and Abilities of Top Salespeople
Fig. 5-4
Ten Traits and Abilities of Top Salespeople
Trait Related Ability
Ego strength To handle rejection
Sense of urgency To complete the sale
Ego drive To persuade people
Assertiveness To be firm in negotiations
Willingness to take risks To be innovative
Sociability To build relationships
Abstract reasoning To sell ideas
Sense of skepticism To question, to be alert
Creativity To sell complex products and ideas
Empathy To understand customer needs
Source: Erika Rasmusson, “The 10 Traits of Top Salespeople, “ Sales & Marketing Management, August 1999, pp

12. Recruiting for the Team
Willingness to share
Cooperative
Trusting
Empathetic
Accepting of others
Receptive to others ideas
Selflessness
Leadership skills

13. Recruiting Sources of Sales Reps
Source Comment
Referrals: Candidates and position are known to person making referral. Existing sales force is an excellent source for referrals as they know their job requirements and can identify good matches.
Current employees Company employees know the company and its products.
Other Companies:
Competitors Competitors know the customers and are familiar with your products.
Customers Customers know your products and your company.
Suppliers Suppliers know your company and your products.
The Internet Recruits may come through the company’s own website – or through specialized Internet recruiting sites, such as Monster.com.
Educational institutions Primarily used when recruiting inexperienced people. Students are usually actively involved in a job search, and this provides an efficient place to screen large numbers of available candidates.
Advertisements Produces the greatest number of candidates, but the average quality is sometimes lower.
Employment agencies The agency is often more costly than other methods, but it will do a large part of the initial screening.
Part-time workers These workers are easy to contact, readily available, and can work flexible hours. This is a good source for in-home selling.
Voluntary applicants These applicants are interested in your firm and probably possess a high degree of self-confidence, self-reliance, and initiative.

14. Attributes as selected by the:
Fig Differences in Student and Recruiter Perceptions of Important Attributes for Selecting a Sales Position
Attributes as selected by the:
Importance
Rank Student Recruiter
1 Job satisfaction Training Program
2 Advancement opportunity Advancement opportunity
3 Company financial stability Salary
4 Recruiter shows interest Employee morale
5 Employee morale Job satisfaction
6 Fit with goals Company financial stability
7 Job Security Job security
8 Company reputation Company growth potential
9 Training program Employee voice own views
10 Company growth potential Task variety
11 Recruiter friendly Company reputation
12 Geographic location Non-monetary benefits
13 Non-monetary benefits Recruiter friendly
14 Salary Fits with goals
15 Recruiter personality Recruiter shows interest
Source: Michael A. Wiles and Rosann Spiro, “Attracting Graduates to Sales Positions and The Role of Recruiter Knowledge: A Reexamination,” Journal of Personal Selling & Sales Management, Winter 2004, pp

15. Fig. 5-8 Recruiting Evaluation Matrix
Evaluation Criteria
Consistent with strategic planning?
Number recruits
Number hired
Percent retained after 3 years
Cost
Frequency of use
Percentage successful after 2 yrs.
Recruiting sources
Within company:
Sales force Other departments
Competitors Customers Noncompetitors
Educational institutions
Advertisements
Employment agencies
Voluntary applicants
Computerized databases
Other companies:

16. In-class discussion