Staffing the Sale Force: Recruitment and Selection

1. Staffing the Sales Force:
Recruitment and Selection
Module Five

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

4. Importance of Congruence

5. Realism
Congruence
Recruiting/Selection
Objectives
Job
Satisfaction
Job
Involvement/
Commitment
Performance
Job
Outcomes
Task Specific
Self -Esteem
Person
Outcomes
Resolution of
Conflicting
Demands at Work
Initiation to
Task
Training
Objectives
Role
Definition
Proposed Model of Sales Force
Socialization

6. Recruitment and Selection Process
• Job Analysis
• Job Qualifications
• Job Description
• Recruitment &
Selection
Objectives
• Recruitment &
Selection Strategy
• Internal Sources
• External Sources
• Screening Resumes
and Applications
• Initial Interview
• Intensive Interview
• Testing
• Assessment Centers
• Background Invest
• Physical Exam
• Selection Decision
and Job Offer
Planning for
Recruitment & Selection
Step 1
Recruitment: Locating
Prospective Candidates
Step 2
Selection:
Evaluation and Hiring
Step 3

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.

12. Recruitment:
Locating Prospective Candidates
Internal Sources
– Employee referral programs
– Internships
External Sources
– Advertisements
– Private employment agencies
– Colleges and universities
– Job fairs
– Professional societies

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

15. Interviews
Types of interviews
– Initial Interviews
– Intensive Interviews
– Stress Interviews
Locations
– Campus
– Recruiter’s Location (i.e. Plant Trip)
– Neutral Site
– Telephone

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