Sales Force Management

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9

Sales Force Recruitment and Selection

9-*

• 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

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9.1

The decision process

for recruiting and

selecting salespeople

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9-*

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

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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

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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

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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
• See exhibit 9.2 in the text

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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

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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

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9.3

Applicant interview form

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9-*

Recruiting Applicants

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

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9.2 Recruiting a Global Sales Force

• Challenge
• Determining qualities
• Addressing cultural differences
• Focus on
• Sales tasks
• Relationship-building skills
• Motivation
• Technological savvy

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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

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External Sources

• Referrals from other firms
• Salespeople
• Customers
• Advertisements
• Employment agencies
• Educational institutions
• Internet

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Selection Tools and Procedures

• Application blanks
• Personal interviews
• Reference checks
• Physical examinations
• Psychological tests
• Intelligence
• Personality
• Aptitude/skills

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Selection Tools and Procedures

• Composites of psychological test scores offer the greatest assessment validity and predictive value
• Personal interviews offer the lowest predictive potential

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Application Blanks

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

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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

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9.3 Role of Personal Interviews

• First interview
• Draw out basic information
• Communication skills
• Personality traits
• Interest level
• Second interview
• “Drill down”
• Assess potential
• Law of Three
• Interview minimum of three candidates
• Interview top candidate at least three times
• Interview candidate in three locations
• Have three people interview the top candidate

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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

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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)

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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-*

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

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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

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9.4

Legislation affecting recruitment and selection

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9.5

Illegal/Sensitive Questions

• Nationality or race
• Religion
• Sex and marital status
• Age
• Physical characteristics
• Height and weight
• Financial situation
• Arrests and convictions

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McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

Mark W. Johnston | Greg W. Marshall