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Sales Force Recruitment Training

This document discusses the recruitment and selection process for salespeople. It begins by outlining who is typically responsible for recruitment based on company size and the type of sales role. It then covers job analysis, determining selection criteria, and sources for recruiting both internally and externally. The document details various selection tools like application blanks, interviews, reference checks, physical exams, and psychological tests. It notes that while tests can provide valid assessments when well-designed and validated, they also have limitations. The document concludes with discussing equal opportunity requirements and legislation affecting the recruitment and selection process.

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anashussain
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236 views27 pages

Sales Force Recruitment Training

This document discusses the recruitment and selection process for salespeople. It begins by outlining who is typically responsible for recruitment based on company size and the type of sales role. It then covers job analysis, determining selection criteria, and sources for recruiting both internally and externally. The document details various selection tools like application blanks, interviews, reference checks, physical exams, and psychological tests. It notes that while tests can provide valid assessments when well-designed and validated, they also have limitations. The document concludes with discussing equal opportunity requirements and legislation affecting the recruitment and selection process.

Uploaded by

anashussain
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 27

9

Sales Force Recruitment and Selection


Value of Hiring Good
Employees

$1,400,000

$1,200,000
Average Annual Sales

$1,000,000

$800,000

$600,000

$400,000

$200,000

$0
No Testing Standardized Test Highly-Predictive
Standardized Test

Source: HR Chally Group 9-2


Average Hire Poor Hire
(2007).
 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
9-3
9.1
The decision process
for recruiting and
selecting
salespeople

9-4
Recruiting Responsibility?

 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
9-5
Job Analysis and Selection
Criteria
 Job analysis determines
activities, tasks,
responsibilities and
environmental influences are
involved
 Job description details findings
of job analysis
 Statement of job qualifications
describes personal traits and
abilities needed to perform
9-6
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
9-7
Content of the Job
Description

Nature of product(s) or
service(s) being sold

Types of customers

Specific tasks and
responsibilities

Relationship between the sales
position and others within the
organization

Mental and physical demands
of the job

Environmental pressures and
constraints
9-8
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
9-9
Salespeople who Fail

 Instability of residence
 Failure in business within past
two years
 Unexplained gaps in
employment record
 Recent divorce or marital
problems
 Excessive personal
indebtedness
9-10
9.3
Applicant interview form

9-11
Recruiting Applicants

 Must be well-implemented
 Sources
 Internal
 External

9-12
9.2 Recruiting a Global Sales
Force

 Challenge
 Determining qualities
 Addressing cultural
differences
 Focus on
 Sales tasks
 Relationship-building skills
 Motivation
 Technological savvy
9-13
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
9-14
External Sources

 Referrals from other firms


 Salespeople
 Customers
 Advertisements
 Employment agencies
 Educational institutions
 Internet

9-15
Selection Tools and
Procedures
 Application blanks
 Personal interviews
 Reference checks
 Physical examinations
 Psychological tests
 Intelligence
 Personality
 Aptitude/skills

9-16
Selection Tools and
Procedures
 Composites of
psychological test scores
offer the greatest
assessment validity and
predictive value
 Personal interviews offer
the lowest predictive
potential
9-17
Application Blanks

 Standardizes information
 Personal history
information
 Facilitates interview
preparation
 May raise questions

9-18
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

9-19
9.3 Role of Personal
Interviews
 First interview
 Draw out basic information
 Communication skills
 Personality traits
 Interest level
 Second interview
 “Drill down”
 Assess potential
Source: Bob Ayrer, “Hiring Salespeople—Getting behind the Mask,” American
9-20
Salesperson 49, no. 2 (2004), p. 20; and Audrey Bottjen, Interview with a
Salesperson,” Sales & Marketing Management, April 2001, p. 70.
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

9-21
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)

9-22
Psychological Tests

Types

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

9-23
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
9-24
Guidelines for the 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

9-25
Legislation affecting recruitment and selection
9.4
9-26
 Nationality or race
9.5  Religion
Illegal/Sensitive
Questions
 Sex and marital status
 Age
 Physical characteristics
 Height and weight
 Financial situation
 Arrests and convictions

9-27

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