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Module Five
Staffing the Sales Force:
Recruitment and Selection
Learning Objectives
1.
2.
3.
4.
Explain the critical role of recruitment selection
and building and maintaining a productive sales
force.
Describe how recruitment and selection affect
sales force socialization and performance.
Identify the key activities in planning and
executing a program for sales force recruitment
and selection.
Discuss the legal and ethical considerations in
sales force recruitment and selection.
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
Setting the Stage
New Hiring Strategy at Information Graphics
Group Allows Them to Bring Aboard the Best
1. In what way did Information Graphics
Group change it’s interviewing format?
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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
Congruence
Achieving
Realism
Professional Selling:
A Trust-Based Approach
Important during
recruitment and
selection
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
Proposed Model of
Sales Force Socialization
Recruiting/Selection
Objectives
Training
Objectives
Person
Outcomes
Job
Outcomes
Realism
Initiation to
Task
Task Specific
Self -Esteem
Job
Satisfaction
Job
Involvement/
Commitment
Congruence
Professional Selling:
A Trust-Based Approach
Role
Definition
Resolution of
Conflicting
Demands at Work
Module 5:
Staffing the Sales Force: Recruitment and Selection
Performance
Ingram
LaForge Avila
Schwepker Jr. Williams
Recruitment and Selection Process
Step 1
Step 2
Step 3
Planning for
Recruitment & Selection
Recruitment: Locating
Prospective Candidates
Selection:
Evaluation and Hiring
•
•
•
•
Job Analysis
Job Qualifications
Job Description
Recruitment &
Selection Objec.
• Recruitment &
Selection Strategy
Professional Selling:
A Trust-Based Approach
• Internal Sources
• External Sources
• Screening Resumes
and Applications
• Initial Interview
• Intensive Interview
• Testing
• Assessment Centers
• Background Invest.
• Physical Exam
• Selection Decision
and Job Offer
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
Planning for Recruitment and Selection
Job Analysis:
Entails an investigation of the tasks, duties,
and responsibilities of the job.
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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.
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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.
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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.
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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.
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
Recruitment:
Locating Prospective Candidates
Internal Sources
– Employee referral programs
– Internships
External Sources
–
–
–
–
–
–
Advertisements
Private employment agencies
Colleges and universities
Job fairs
Professional societies
Computer rosters
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
Selection:
Evaluation and Hiring
•
•
•
•
•
•
•
Screening Resumes and Applications
Interviews
Testing
Assessment Centers
Background Investigation
Physical Examination
Selection Decision and Job Offer
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
Screening Resumes and Applications
•
•
•
•
•
•
Evidence of job qualifications
Work history
Salary history
Accomplishments
Responsibilities
Appearance and completeness
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
Interviews
Types of interviews
– Initial Interviews
– Intensive Interviews
– Stress Interviews
Locations
–
–
–
–
Campus
Recruiter’s Location (i.e. Plant Trip)
Neutral Site
Telephone
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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
Professional Selling:
A Trust-Based Approach
• Obtain a numerical
scale reference rating
• Identify an individual’s
best job
• Check for
idiosyncrasies
• Check financial and
personal habits
• Get customer opinion
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams
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
Professional Selling:
A Trust-Based Approach
Module 5:
Staffing the Sales Force: Recruitment and Selection
Ingram
LaForge Avila
Schwepker Jr. Williams