Staffing the Sales Force: Recruitment and Selection

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Staffing the Sales ForceRecruitment and
Selection

• Module Five

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Recruiting On-LineAn Experts Viewpoint
Mike Williams, BFPs 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 Id rather use the Internet to
recruit . . . when you run an ad in the
newspaper, you dont know what you are going to
get. Its not targeted enough.
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Recruiting On-LineAn Experts 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.
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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

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.

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Proposed Model ofSales Force Socialization
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Recruitment and Selection Process
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Planning for Recruitment and Selection

• Job AnalysisEntails an investigation of the
  tasks, duties, and responsibilities of the job.

Obtain information from other sales people,
management and customers.
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Planning for Recruitment and Selection

• Job QualificationsRefers to the aptitude,
  skills, knowledge, personal traits, and
  willingness to accept occupational conditions
  necessary to perform the job.

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Planning for Recruitment and Selection

• Job DescriptionA written summary of the job
  containing the job title, duties, administrative
  relationships, types of products sold, customer
  types, job-related demands and other significant
  requirements.

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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.

• Present and future needs
• Diversity
• Properly qualified
• Cost
• Measuring effectiveness

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Planning for Recruitment and Selection

• Recruitment and Selection StrategyThe 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.

• When
• Marketing of the position(s)
• Sources
• Offer strategy

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RecruitmentLocating 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

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Screening Resumes and Applications

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

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Interviews

• Types of interviews (See guide on page 137)
• Initial Interviews
• Intensive Interviews
• Stress Interviews
• Locations
• Campus
• Recruiters Location (i.e. Plant Trip)
• Neutral Site
• Telephone

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Testing Value and Types

• Value
• May be used to assist with initial screening
• May indicate compatibility with job
  responsibilities
• May indicate compatibility with organizations
  culture and personnel
• Types
• Skills specific to the job
• Personality
• Intelligence
• Psychological
• Ethical Framework

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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

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Testing Guidelines for Using

• Select a test that minimizes the applicants
  ability to anticipate desired responses
• Use tests as part of the selection process, but
  do not base the hiring decision solely on test
  results (Testing best used to eliminate
  unqualified candidates)

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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 individuals best job
• Check for idiosyncrasies
• Check financial and personal habits
• Get customer opinion

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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

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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 (NOT REALLY!)

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Legislation

• Civil Rights Acts (1963, 1991)
• Age Discrimination Act
• American with Disabilities Act
• Fair Credit Reporting Act

See Ethical Dilemma on page 144
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Legal and Ethical Considerations Guidelines for
Sales Managers

• Sources of job candidates should be informed of
  the firms legal position
• Communications must be devoid of discriminatory
  content
• Avoid other practices that may be perceived as
  ethically questionable