1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (1) 6 Module 6 Staffing the Salesforce Recruitment and Selection

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (2) 6 Poor Recruitment and Selection Creates Problems 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.

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (3) 6 Introduction to Salesforce Socialization Socialization is the process by which salespeople acquire the knowledge, skills, and values essential to perform their job.

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (4) 6 A Proposed Model of Salesforce Socialization Realism Job Satisfaction Initiation to Task Job Involvement/ Commitment Congruence Resolution of Conflicting Demands at Work Performance Role Definition Task Specific Self -Esteem Recruiting/Selection Objectives Training Objectives Person Outcomes Job Outcomes (Figure 6.1)

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (5) 6 A Proposed Model of Salesforce Socialization Realism Job Satisfaction Initiation to Task Job Involvement/ Commitment Congruence Resolution of Conflicting Demands at Work Performance Role Definition Task Specific Self -Esteem Recruiting/Selection Objectives Training Objectives Person Outcomes Job Outcomes (Figure 6.1) Achieving realism - gives the recruit an accurate portrayal of the job

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (6) 6 A Proposed Model of Salesforce Socialization Realism Job Satisfaction Initiation to Task Job Involvement/ Commitment Congruence Resolution of Conflicting Demands at Work Performance Role Definition Task Specific Self -Esteem Recruiting/Selection Objectives Training Objectives Person Outcomes Job Outcomes (Figure 6.1) Achieving congruence - matches the capabilities of the recruit with the needs of the organization

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (7) 6 The Recruitment and Selection Process The Recruitment and Selection Process (Figure 6.2) Planning for Recruitment and Selection Job Analysis Job Qualifications Job Description Recruitment & Selection Objectives Recruitment & Selection Strategy Step 1

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (8) 6 The Recruitment and Selection Process The Recruitment and Selection Process Planning for Recruitment and Selection Job Analysis –An investigation of the tasks, duties, and responsibilities of the job

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (9) 6 Job Analysis Job Qualifications - the aptitude, skills, knowledge, personal traits, and willingness to accept occupational conditions necessary to perform the job The Recruitment and Selection Process The Recruitment and Selection Process Planning for Recruitment and Selection Domestic –Sales Experience –Educational Level –Willingness to Travel –Willingness to Relocate –Ability to Work Independently International –Patient –Flexible –Confident –Motivated –Tolerant of New Ways –Desire to Work Abroad –Sense of Humor

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (10) 6 Job Analysis Job Qualifications Job Description - a written summary of the job containing: –Job Title –Duties, Tasks, and Responsibilities –Administrative Relationships –Type of Products to be Sold –Customer Types –Significant Job-Related Demands The Recruitment and Selection Process The Recruitment and Selection Process Planning for Recruitment and Selection

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (11) 6 The Recruitment and Selection Process The Recruitment and Selection Process Planning for Recruitment and Selection Recruitment and Selection Objectives –Determine present and future needs in terms of numbers and types of salespeople. –Meet the company’s legal and social responsibilities regarding composition of the sales force. –Reduce the number of underqualified or overqualified applicants. –Increase the number of qualified applicants at a specified cost. –Evaluate the effectiveness of recruiting sources and evaluation techniques.

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (12) 6 The Recruitment and Selection Process The Recruitment and Selection Process Planning for Recruitment and Selection Recruitment and Selection Strategy –When will the recruitment and selection be done? –How will the job be portrayed? –How will efforts with intermediaries be optimized? –What type of salespeople will be hired when developing an international sales force? –How much time will be allowed for a candidate to accept or reject an offer? –What are the most likely sources for qualified applicants?

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (13) 6 The Recruitment and Selection Process The Recruitment and Selection Process (Figure 6.2) Planning for Recruitment and Selection Job Analysis Job Qualifications Job Description Recruitment & Selection Objectives Recruitment & Selection Strategy Recruitment: Locating Prospective Candidates Internal Sources External Sources Step 1Step 2

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (14) 6 The Recruitment and Selection Process The Recruitment and Selection Process Recruitment: Locating Prospective Candidates Internal Sources –Employee Referral Programs –Job Announcements External Sources –Advertising –Private Employment Agencies –Colleges and Universities –Job Fairs –Professional Societies –Computer Rosters

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (15) 6 The Recruitment and Selection Process The Recruitment and Selection Process (Figure 6.2) Planning for Recruitment and Selection Job Analysis Job Qualifications Job Description Recruitment & Selection Objectives Recruitment & Selection Strategy Recruitment: Locating Prospective Candidates Internal Sources External Sources Selection: Evaluation & Hiring Screening Resumes and Applications Initial Interview Intensive Interview Testing Assessment Centers Background Investigation Physical Exam Selection Decision/Job Offer Step 1 Step 3 Step 2

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (16) 6 The Recruitment and Selection Process The Recruitment and Selection Process Selection: Evaluation and Hiring Screening Resumes and Applications –Job Application Form Interviews –Interview Guide (Ex. 6.5) –Initial Interview –Intensive Interview –Interview Bias

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (17) 6 The Recruitment and Selection Process The Recruitment and Selection Process Selection: Evaluation and Hiring Testing –Identify candidate’s strengths and weaknesses –Identify key personality traits –Confirm validity of test –Consider using commercial testing services Assessment Centers –A set of well-defined procedures for utilizing multiple techniques such as group discussion, business game simulations, presentations, and role-playing exercises for the purpose of employee selection or development.

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (18) 6 The Recruitment and Selection Process The Recruitment and Selection Process Selection: Evaluation and Hiring Background Investigation –Request job related information –Conduct a reference

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (19) 6 The Recruitment and Selection Process The Recruitment and Selection Process Selection: Evaluation and Hiring Physical Exam –Do for insurance purposes –Drug test?

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (20) 6 The Recruitment and Selection Process The Recruitment and Selection Process Selection: Evaluation and Hiring Decision and Job Offer –Place some candidates on hold while top candidates decide or start over –Performance bonus –Offer should be in writing

1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (21) 6 Legal and Ethical Considerations Key Legislation Guidelines for Sales Managers –Become familiar with key legislation –Conduct job analysis with an open mind, attempting to overcome personal biases –Job descriptions and job qualifications should be accurate and based on a thoughtful job analysis –Sources of job candidates should be informed of the firm’s legal position –Communications must be devoid of discriminatory content –All selection tools should be related to job performance Ethical Issues –Misrepresentation –Stress Interview