staffing the sales force: recruitment and selection module five

Staffing the Sales Force:Recruitment and SelectionStaffing the Sales Force:

Recruitment and Selection

Module Five

Ingram LaForge Avila

Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach

Module 5:Staffing the Sales Force: Recruitment and Selection

Learning ObjectivesLearning Objectives

1. Explain the critical role of recruitment selection and building and maintaining a productive sales force.

2. Describe how recruitment and selection affect sales force socialization and performance.

3. Identify the key activities in planning and executing a program for sales force recruitment and selection.

4. Discuss the legal and ethical considerations in sales force recruitment and selection.




Setting the StageSetting the Stage

1. In what way did Information Graphics Group change it’s interviewing format?

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




Importance ofRecruitment and Selection

Importance ofRecruitment 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




Introduction to Sales Force SocializationIntroduction 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.

AchievingRealism

Achieving Congruence Important during

recruitment and selection




Proposed Model ofSales Force Socialization

Proposed Model ofSales Force Socialization

Realism

Congruence

Recruiting/SelectionObjectives

Recruiting/SelectionObjectives

JobSatisfaction

JobInvolvement/Commitment

Performance

JobOutcomes

JobOutcomes

Task SpecificSelf -Esteem

PersonOutcomes

PersonOutcomes

Resolution ofConflicting

Demands at Work

Initiation toTask

TrainingObjectivesTraining

Objectives

Role Definition




Recruitment and Selection ProcessRecruitment and Selection Process

• Job AnalysisJob Analysis• Job QualificationsJob Qualifications• Job DescriptionJob Description• Recruitment & Recruitment &

Selection Objec.Selection Objec.• Recruitment & Recruitment &

Selection StrategySelection Strategy

• Internal SourcesInternal Sources• External SourcesExternal Sources

• Screening Resumes Screening Resumes and Applicationsand Applications

• Initial InterviewInitial Interview• Intensive InterviewIntensive Interview• TestingTesting• Assessment CentersAssessment Centers• Background Invest.Background Invest.• Physical ExamPhysical Exam• Selection Decision Selection Decision

and Job Offerand Job Offer

Planning for Recruitment & Selection

Step 1Step 1Recruitment: Locating Prospective Candidates

Step 2Step 2Selection:

Evaluation and Hiring

Step 3Step 3




Planning for Recruitment and SelectionPlanning for Recruitment and Selection

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




Job Qualifications:Refers to the aptitude, skills, knowledge, personal traits, and willingness to accept occupational conditions necessary to perform the job.





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.





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.

Planning for Recruitment and Selection 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.

Planning for Recruitment and Selection Planning for Recruitment and Selection




Internal Sources– Employee referral programs– Internships

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

Recruitment:Locating Prospective Candidates

Recruitment:Locating Prospective Candidates




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

Selection: Evaluation and Hiring

Selection: Evaluation and Hiring




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

Screening Resumes and ApplicationsScreening Resumes and Applications




InterviewsInterviews

Types of interviews– Initial Interviews– Intensive Interviews– Stress Interviews

Locations– Campus– Recruiter’s Location (i.e. Plant Trip)– Neutral Site– Telephone




Testing: Value and TypesTesting: 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




Testing: Guidelines for UsingTesting: 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




Testing: Guidelines for UsingTesting: 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




Background CheckBackground 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




Selection Decision and Job OfferSelection 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




• 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

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



staffing the sales force: recruitment and selection module five

Documents

selection recruitment

sales force recruitment

selection slide

selection module

selection problems

selection introduction

productive sales force

selection learning objectives