1. What is the single most important managerial responsibility? Staffing the organization with the right people. Staffing the organization with the right people. The staffing process: recruitment, selection, hiring The staffing process: recruitment, selection, hiring

2. Quotes from the book authors “Selecting those who will be successful in an organization remains one of the greatest challenges to management today.” “Selecting those who will be successful in an organization remains one of the greatest challenges to management today.” “The costs to a company which does a poor job of selecting employees are staggering.” “The costs to a company which does a poor job of selecting employees are staggering.”

3. What critical staffing mistakes do managers make? Hiring someone based on what “feels right” rather than using objective criteria Hiring someone based on what “feels right” rather than using objective criteria Starting to recruit when someone leaves rather than establishing an ongoing recruiting program Starting to recruit when someone leaves rather than establishing an ongoing recruiting program

4. How does good selection promote cost savings? It reduces both the direct and indirect costs incurred when a poor selection is made. It reduces both the direct and indirect costs incurred when a poor selection is made. Direct costs – recruiting, training, selling expenses, supervision costs Direct costs – recruiting, training, selling expenses, supervision costs Indirect cost – Lost sales (sales someone better could have made) Indirect cost – Lost sales (sales someone better could have made)

5. How does good selection ease other managerial tasks? It makes training easier. It makes training easier. Less motivation is required. Less motivation is required. Supervision is less difficult. Supervision is less difficult. It leads to less turnover and improved performance. It leads to less turnover and improved performance.

6. Nondiscrimination vs. Affirmative Action Nondiscrimination—The hiring process is conducted so that it eliminates all discriminatory practices and conditions, whether they are intentional or unintentional. Nondiscrimination—The hiring process is conducted so that it eliminates all discriminatory practices and conditions, whether they are intentional or unintentional. Affirmative Action—The hiring process includes additional efforts to recruit, employ, or promote persons formerly excluded or in the minority. Affirmative Action—The hiring process includes additional efforts to recruit, employ, or promote persons formerly excluded or in the minority.

7. Is is illegal to discriminate on the basis of: Race, color, religion, sex, nationality Race, color, religion, sex, nationality Age, physical or mental disability Age, physical or mental disability

8. Steps in the Staffing Process 1. Decide who is to be responsible for recruiting and selection. 1. Decide who is to be responsible for recruiting and selection. 2. Determine how many people need to be hired. 2. Determine how many people need to be hired. 3. Conduct a thorough job analysis. 3. Conduct a thorough job analysis. 4. Prepare the job description. 4. Prepare the job description. 5. Determine the hiring qualifications. 5. Determine the hiring qualifications.

9. Staffing Process (continued): 6. Identify sources for recruiting. 6. Identify sources for recruiting. 7. Select the sources to be used on this occasion. 7. Select the sources to be used on this occasion. 8. Contact the recruits. 8. Contact the recruits.

10. Who does recruiting and hiring? In small companies: In small companies: The company president; the top sales manager The company president; the top sales manager In large firms: In large firms: Lower level sales managers with help from the HR department in recruiting and screening Lower level sales managers with help from the HR department in recruiting and screening

11. Hiring Tools Job Analysis Job Analysis Studying a job carefully to clearly identify all the tasks involved; requires extensive observation and interviewing Studying a job carefully to clearly identify all the tasks involved; requires extensive observation and interviewing Job Description Job Description A written detailed explanation of the job and what is to be done on the job A written detailed explanation of the job and what is to be done on the job Qualifications Qualifications A listing of the personal characteristics needed to successfully perform the job A listing of the personal characteristics needed to successfully perform the job

12. Key Parts of the Job Description: Job Title Job Title Reporting Relationship Reporting Relationship Types of products/services sold Types of products/services sold Types of Customers called on Types of Customers called on Job Duties and Responsibilities Job Duties and Responsibilities Demands of the Job Demands of the Job Hiring Qualifications Hiring Qualifications

13. Why is it difficult to set job qualifications? There is no general profile of characteristics that leads to sales success. There is no general profile of characteristics that leads to sales success. The ability to perform is job specific. The ability to perform is job specific. Age, sex, and personality traits are poor predictors of performance. Age, sex, and personality traits are poor predictors of performance. Education and experience do little to explain performance. Education and experience do little to explain performance.

14. Generally Desirable Traits Knowledge, technology skills Knowledge, technology skills Punctuality, organization, and follow- through Punctuality, organization, and follow- through Energy, empathy, and honesty Energy, empathy, and honesty Ability to work on a team Ability to work on a team

15. How to Determine Job Qualifications: Deduce them from carefully studying the job description. Deduce them from carefully studying the job description. Systematically analyze a sampling of the job histories of present and past employees Systematically analyze a sampling of the job histories of present and past employees

16. Proactive Recruiting The best time to recruit is before you have an opening. The best time to recruit is before you have an opening. Recruiting should be done continuously, even when no immediate need exists. Recruiting should be done continuously, even when no immediate need exists.

17. Recruiting Sources: Inside Referrals Inside Referrals Outside Referrals Outside Referrals Educational Institutions Educational Institutions Advertisements Advertisements Employment Agencies Employment Agencies The Internet The Internet Computerized Databases Computerized Databases

18. Recruits from within: Are less costly to recruit Are less costly to recruit Are more familiar with the company products and policies Are more familiar with the company products and policies Are less costly to train Are less costly to train Have lower turnover Have lower turnover Yield more long-run profit for the company Yield more long-run profit for the company

19. Should we advertise our job openings? Newspapers and trade journals are most widely used; journals are more selective than newspapers. Newspapers and trade journals are most widely used; journals are more selective than newspapers. Ads produce many applicants but their overall quality is lower. Ads produce many applicants but their overall quality is lower. Job details and hiring qualifications can help readers to “self-screen.” Job details and hiring qualifications can help readers to “self-screen.”

20. Diversity in Hiring: The % of women and minorities in outside sales is well below average. The % of women and minorities in outside sales is well below average. The outside sales force usually has the lowest % of minorities of any dept. in the company. The outside sales force usually has the lowest % of minorities of any dept. in the company. Women are grossly underrepresented in outside sales jobs and in outside sales management. Women are grossly underrepresented in outside sales jobs and in outside sales management.

21. Why don’t African-Americans get outside sales jobs? African-Americans don’t apply for these jobs at the same rates as whites. African-Americans don’t apply for these jobs at the same rates as whites. There aren’t enough African-American recruiting sources. There aren’t enough African-American recruiting sources.

22. Understanding “Protected Classes”: The federal govt. has ruled that minorities, veterans, and handicapped persons are “protected” in hiring. The federal govt. has ruled that minorities, veterans, and handicapped persons are “protected” in hiring. Rejected applicants may file lawsuits. Rejected applicants may file lawsuits. A low proportion of these groups in a company may be enough to prove discrimination. A low proportion of these groups in a company may be enough to prove discrimination. Discrimination may result from the sources used to recruit (e.g. hiring only from within). Discrimination may result from the sources used to recruit (e.g. hiring only from within).

23. Legal Considerations: The EEOC Act (1972) says firms with 25 or more employees are required to comply with the Civil Rights Act. The EEOC Act (1972) says firms with 25 or more employees are required to comply with the Civil Rights Act. The EEOC investigates more than 30,000 cases of racial discrimination per year. The EEOC investigates more than 30,000 cases of racial discrimination per year. The EEOC can force companies to pay stiff fines and implement diversity programs. The EEOC can force companies to pay stiff fines and implement diversity programs.