Sales Force Management 11th Edition Mark W. Johnston Greg W. Marshall Routledge 2013

Implementation of the Sales Program Part 2 Implementation of the Sales Program Routledge 2013

Sales Force Recruitment and Selection Chapter 9 Sales Force Recruitment and Selection Routledge 2013

Learning Objectives Understand key issues that drive recruitment and selection of salespeople Identify who is responsible for recruitment and selection Understand a job analysis and how selection criteria are determined Define sources for new sales recruits Explain selection procedures Understand equal opportunity requirements Routledge 2013

Recruitment and Sales Issues The first decision involves who in the company will have the responsibility for hiring new salespeople Procedures must be followed to ensure new recruits have aptitude for the job and potential for success Need for a thoughtful recruitment process At each stage of recruitment and selection managers must be careful not to violate equal employment opportunity laws and regulations Routledge 2013

The Decision Process for Recruiting and Selecting Salespeople Exhibit 9.1 The Decision Process for Recruiting and Selecting Salespeople Routledge 2013

Who is Responsible for Recruiting? Depends on size of sales force, kind of selling involved First-level sales managers Straightforward sales jobs New recruits need no special qualifications Turnover rates are high Recruiting specialist may assist when a firm must be selective Personnel executives or top-level managers often assist if sales force prepares individuals to be sales or marketing managers Routledge 2013

Exhibit 9.2 The Hiring Quiz Routledge 2013

The Hiring Quiz (Continued) Exhibit 9.2 The Hiring Quiz (Continued) Routledge 2013

Job Analysis and Selection Criteria Conduct a job analysis which determines activities, tasks, responsibilities and environmental influences that are involved in the job to be filled Write a job description that details findings of job analysis Develop a statement of job qualifications describes personal traits and abilities needed to perform the tasks and responsibilities of the job Routledge 2013

Sources for Job Analysis and Description Observe and interview current staff to determine what they actually do Interview sales managers who supervise people in the job to determine what they think job occupants should be doing Use the job description creation process as a means of reaching consensus on job content, activities and training needs Routledge 2013

Content of the Job Description Nature of product(s) or service(s) to be sold Types of customers to be called on Specific tasks and responsibilities to be carried out Relationship between the sales position and others within the organization Mental and physical demands of the job Environmental pressures and constraints Note Exhibit 9.3 Routledge 2013

Determining Job Qualifications and Selection Criteria Most difficult part of recruitment and selection Need specific criteria to guide the selection Examine job description Evaluate personal histories of current sales force to identify differentiating characteristics among high performers Routledge 2013

Salespeople Who Fail Klein Institute for Aptitude Testing notes the following common characteristics: Instability of residence Failure in business within past two years Unexplained gaps in employment record Recent divorce or marital problems Excessive personal indebtedness Routledge 2013

Applicant Interview Form Exhibit 9.4 Applicant Interview Form Routledge 2013

Recruiting Applicants Must be well-implemented system Recruitment Sources: Internal People who are already employed in other departments within the firm External People in other firms, educational institutions, advertisements, and employment agencies Routledge 2013

Internal Sources Advantages Established performance records, are a known entity Require less orientation and training Bolsters company morale Must fully inform human resources of sales staff needs Routledge 2013

External Sources Referrals from other firms Salespeople Customers Advertisements Employment agencies Educational institutions Internet Routledge 2013

Leadership: Recruiting a Global Sales Force Challenge Determining qualities Addressing cultural differences Focus on Sales tasks Relationship-building skills Motivation Technological savvy Routledge 2013

Technology: Social Media as a Recruiting Tool Social Media is a new external source to recruit new employees LinkedIn Global Network of Professionals Features multiple job boards Facebook Searchable directory that lists users and groups Offers three different tools for recruiters Twitter Microblogging site that allows recruiters to advertise jobs in fewer than 140 characters Routledge 2013

Selection Tools and Procedures Application blanks Personal interviews Reference checks Physical examinations Psychological tests Intelligence Personality Aptitude/skills Routledge 2013

Selection Tools and Procedures Composites of psychological test scores offer the greatest assessment validity and predictive value Personal interviews offer the lowest predictive potential Routledge 2013

Application Blanks Standardizes information Personal history information Facilitates interview preparation May raise questions Routledge 2013

Personal Interviews Structured interview Predetermined questions Interviewer may fail to probe unique qualities or limitations Unstructured interview Discussion on wide ranging topics May yield unexpected insights Requires interviewers with interpretative skills Routledge 2013

Reference Checks Should include several in-depth probes May be time-consuming, costly Can ensure factual data Job experience College degrees Can reveal opinions Aptitudes Job performance Can prevent costly hiring mistake Routledge 2013

Physical Examinations Sales jobs require sound basic health, stamina and the physical ability Caution when requiring medical examinations and specific tests for drug use, HIV virus Using a standard physical examination for all positions is ill-advised Physical exam can be performed only after extending job offer (ADA) Routledge 2013

Psychological Tests Types Valid tests: Intelligence – tests mental ability Aptitude – tests interest in and ability to perform job Personality – often tests traits related to future success in a job Valid tests: Well-designed Validated Well-administered Well designed, validated and administered tests provide a valid selection tool Intelligence Aptitude Personality Routledge 2013

Psychological Tests Concerns May not validly predict future success in a specific firm Some creative and talented people may deviate from expected norms “Test-wise” individuals may be able to manipulate results May discriminate against different races, genders, et al. – thus becoming illegal Routledge 2013

Guidelines for Appropriate Use of Tests Test scores should be considered one of several inputs Test only on abilities and traits relevant to job When possible, use tests with internal checks for validity Conduct empirical studies to validate the test’s predictive value Routledge 2013

Equal Employment Opportunity Requirements for Selection The number of federal lawsuits alleging workplace discriminations is growing Title VII of the 1964 Civil Rights Act is the primary basis for these lawsuits Title VII forbids discrimination in employment on the basis of: Race Sex Religion Color National origin Routledge 2013

Legislation Affecting Recruitment and Selection Exhibit 9.5 Legislation Affecting Recruitment and Selection

Exhibit 9.6 Illegal or Insensitive Questions that Should be Eliminated from Employment Applications and Interviews Routledge 2013

Routledge 2013