2. Importance of
Recruitment 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
3. 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.
Achieving
Realism
Achieving
Congruence Important during
recruitment and
selection
7. Planning for Recruitment and
Selection
Job Analysis:
Entails an investigation of the tasks, duties, and
responsibilities of the job.
Job Analysis:
Entails an investigation of the tasks, duties, and
responsibilities of the job.
8. Planning for Recruitment and
Selection
Job Qualifications:
Refers to the aptitude, skills, knowledge, personal
traits, and willingness to accept occupational
conditions necessary to perform the job.
9. Planning for Recruitment and
Selection
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.
10. 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.
11. 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.
13. Selection:
Evaluation and Hiring
• Screening Resumes and Applications
• Interviews
• Testing
• Assessment Centers
• Background Investigation
• Physical Examination
• Selection Decision and Job Offer
14. Screening Resumes and Applications
• Evidence of job qualifications
• Work history
• Salary history
• Accomplishments
• Responsibilities
• Appearance and completeness
16. Testing: 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
17. 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
18. Testing: 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
19. 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 individual’s
best job
• Check for idiosyncrasies
• Check financial and
personal habits
• Get customer opinion
20. 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
21. 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
22. 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