Professional Documents
Culture Documents
$1,000,000 $800,000 $600,000 $400,000 $200,000 $0 No Testing Standardized Test Highly-Predictive Standardized Test
Source: HR Chally Group (2007). 9-2
Average Hire
Poor Hire
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 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
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
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
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
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
Internal External
9-12
Challenge
Determining qualities Addressing cultural differences Sales tasks Relationship-building skills Motivation Technological savvy
9-13
Focus on
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
Salespeople Customers
Application blanks Personal interviews Reference checks Physical examinations Psychological tests
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 Discussion on wide ranging topics May yield unexpected insights Requires interviewers with interpretative skills
9-19
Unstructured interview
First interview
Draw out basic information Communication skills Personality traits Interest level
Second interview
Source: Bob Ayrer, Hiring SalespeopleGetting behind the Mask, American 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
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
Valid tests:
Intelligence tests mental ability Aptitude tests interest in and ability to perform job Personality often tests traits related to future success in a job
Well-designed Validated Well-administered
Well designed, validated and administered tests provide a valid selection tool
9-23
Psychological Tests
Concerns
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
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 tests predictive value
9-25
9.4
9.5
Illegal/Sensitive Questions
Nationality or race Religion Sex and marital status Age Physical characteristics Height and weight Financial situation Arrests and convictions
9-27