chapter 08
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Tanner chapter 8TRANSCRIPT
PowerPoint PresentationPART III
STAFFING THE
SALES TEAM
CHAPTER 8
Copyright © 2001 by Harcourt, Inc. All rights reserved.
What sales human resource management is and what its key relationships are.
The importance of planning for sales personnel needs.
What people planning and employment planning are.
What recruitment means and why it is so important.
The recruiting process: what it is, who does it, and where recruits are sought.
LEARNING OBJECTIVES
A successful sales force is determined by who is hired; this is the end result of sales human resource management. This chapter should help you understand:
Copyright © 2001 by Harcourt, Inc. All rights reserved.
WHAT IS SALES
HUMAN RESOURCE MANAGEMENT?
Sales human resource management (SHRM) refers to activities undertaken to attract, develop, and maintain effective sales force personnel within an organization.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 8.1 ACTIVITIES INVOLVED IN MANAGING A SALES FORCE’S HUMAN RESOURCES
1059.unknown
1060.unknown
1061.unknown
1062.unknown
1063.unknown
FIGURE 8.2 FROM INTERVIEW TO TERRITORY: A LONG TIME
1069.unknown
What’s a salesperson worth?
A salesperson’s worth depends on what the salesperson costs to the company and on the profits from the products he or she sells.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
Selecting someone who will become an above-average performer improves the overall performance of the sales group.
A successful hire is someone who performs above average.
Goal: Hire above-average performers.
WHO DOES THE PLANNING?
FIGURE 8.3 SALES FORCE PEOPLE-FORECAST MODEL: FACTORS TO CONSIDER WHEN DETERMINING HOW MANY TO HIRE
1071.unknown
1072.unknown
1073.unknown
1074.unknown
1075.unknown
1076.unknown
1077.unknown
1078.unknown
1079.unknown
Copyright © 2001 by Harcourt, Inc. All rights reserved.
DETERMINING THE TYPE OF PERSON FOR THE JOB
A job analysis refers to the formal study of jobs to define specific roles or activities to be performed in sales promotions.
The three steps in the job analysis are to:
1. Examine the total sales force and each job, and determine how each job relates to other jobs.
2. Select the jobs to be analyzed.
3. Collect the necessary information through observation of what people actually do in the jobs, interviews of people in the jobs, and questionnaires completed by job holders.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
JOB DESCRIPTIONS AND SPECIFICATIONS FOR SUCCESSFUL PEOPLE
Job specifications convert job descriptions into the qualifications.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
TABLE 8.1 FORMAL JOB DESCRIPTION, TRANSTEX AUTOMOTIVE SUPPLY CORPORATION
Position: Sales Representive Reports to: District Manager
Organizational Unit: replacement Parts Date: ( When Job Was Described)
NATURE OF JOB
Responsible for developing new accounts and reaching profitable sales goals in assigned territory.
PRINCIPAL RESPONSIBLITIES
Meeting total sales goals for product lines and individual products.
Maintaining an average of six daily sales calls.
Maintaining an average of one monthly product presentation to wholesalers.
DIMENSIONS
Develop strong promotional support from retail and wholesale customers.
Plan effective territorial coverage resulting in high sales/call ratio.
Inform management of activities by submitting daily and weekly call and sales reports to district manager.
SUPERVISION RECEIVED
General and specific tasks are assigned for each sales period. Every two months work with supervisor for a minimum of one day.
SUPERVISION EXERCISED
WHAT ARE JOB SPECIFICATIONS FOR SUCCESFUL SALESPEOPLE?
Intelligence
Education
Personality
Experience
Appearance
TABLE 8.2 SELECTED CHARACTERISTICS OF SUCCESSFUL SALESPEOPLE
1. High energy level
8. Good physical appearance
10. Self-disciplined
4. Hardworking
11. Intelligent
PROFILING THE SUCCESSFUL CANDIDATE
Ability to influence people’s decisions and opinions
Ability to cultivate long-term client relationships
Ability to negotiate contracts and prices
Success in a company may include the following:
Copyright © 2001 by Harcourt, Inc. All rights reserved.
PROFILING THE SUCCESSFUL CANDIDATE continued
Ability to determine prospects’/customers’ needs (hot buttons).
Computer skills.
Selling ability.
Conceptual ability.
RECRUITMENT’S PURPOSE
Recruitment is the set of activities and processes used to legally obtain a sufficient number of individuals in such a manner that the recruits’ and the sales force’s best interests are taken into consideration.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 8.4 MAJOR INFLUENCES AND COMPONENTS OF SALES RECRUITMENT
1085.unknown
1086.unknown
1087.unknown
1089.unknown
1088.unknown
1090.unknown
1091.unknown
1092.unknown
1093.unknown
1094.unknown
1095.unknown
1096.unknown
1097.unknown
1098.unknown
Equal Employment Opportunity Commission (EEOC) is the principal governmental agency responsible for monitoring discriminatory practices.
LEGAL INFLUENCES
TABLE 8.4 ANTIDISCRIMINATION LAWS AND ORDERS, UNITED STATES OF AMERICA
Federal Law
Employers Covered
Amendments
Federal government
State and local governments
1870 (based on 13th
ment, and continuation of
(based on the 14th
National Labor Relations Act
ference with employee rights, that
discriminate on the basis of race,
color, religion, sex, or national
origin
Sex differences in pay for substantially
equal work
ernments uncertain)
national origin
(as amended by the Equal
Employment Opportunity
race, color, religion, sex, or national
origin
employees; federal, state, and local
governments; unions and appren-
tive action required)
Copyright © 2001 by Harcourt, Inc. All rights reserved.
TABLE 8.4 ANTIDISCRIMINATION LAWS AND ORDERS, UNITED STATES OF AMERICA continued
Federal Law
Employers Covered
tween the ages of 40 and 65
Private employers with 20 or more
employees, unions with 25 or more
members, employment agencies,
uncertain
Interference with a person’s exercise of
rights with respect to race, religion,
color, or national origin
gion, sex, national origin, political
affiliation, marital status, or physical
disability
Discrimination based on race, color, na-
tional origin, or sex
revenue-sharing funds
mental handicap (affirmative action
ment Act of 1972
states
mental disabilities
employees
Subject
fide occupational qualification
Color of applicant’s eyes, hair, etc., or other direct
or indirect questions indicating race or color
Disability
signments and perform them well and in
a safe manner?
ties you have?
purposes
you living with anyone? Do you see your ex-
spouse?
Children
ing, for insurance purposes
cares for them? Do you plan more children?
Physical data
ments of the job; show how it is per-
formed; require physical exam
References
here?
Criminal record
done?
time in jail prior to employment?
Military status
experience?
branch did you serve in?
Age
How old are you? Estimate age
Housing
you?
Do you own your home? Do you rent? Do you
live in an apartment or a house?
Copyright © 2001 by Harcourt, Inc. All rights reserved.
To be an effective recruiter, a sales manager must have the answer to several questions, including:
How many people do I need to recruit?
Who does the recruiting?
How can I develop a qualified pool of applicants?
How can recruiting programs be evaluated?
RECRUITMENT OF SALESPEOPLE
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 8.5 RATIO AND DAYS FROM SALES JOB ANNOUNCEMENT TO REPORTING TO WORK
1101.unknown
1102.unknown
1103.unknown
Current Employees.
INTERNAL SOURCES
EXTERNAL SOURCES
Copyright © 2001 by Harcourt, Inc. All rights reserved.
REALISTIC JOB PREVIEWS HELP BOTH COMPANY AND RECRUITS
A “realistic job preview” means that a person is given pertinent information about the job without distortion or exaggeration.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
Newly hired salespeople have a higher rate of job survival than those hired using traditional previews.
Salespeople hired indicate higher satisfaction.
Managers can set the job expectations of new salespeople at realistic levels.
Realistic previews do not reduce the flow of highly capable applicants.
Companies can expect these results from realistic previews:
Copyright © 2001 by Harcourt, Inc. All rights reserved.
THE QUALIFIED APPLICANT POOL
How candidates obtain information regarding job availability.
What attracts people to the job.
What the likes and dislikes are about the job.
Why the person took the job.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
THE BOTTOM LINE
Sales human resource management (SHRM) is comprised of two elements: people planning and employment planning.
Developing a successful sales team requires the planning of personnel needs and analyzing the sales jobs to achieve more efficient use of human resources.
Job analysis is the definition of specific roles or activities to be performed.
The goal of managing sales human resources is to hire above-average performers.
In order to hire the right person for the job, there must be a recruitment strategy.
Subject
fide occupational qualification
Color of appl
or indirect questions indicating race or color
Disability
-
a safe manner?
y disabili
purposes
you living with anyone? Do you see your ex
-
hildren after hir
cares for them? Do you plan more children?
Physical data
-
-
References
here?
Criminal record
don
e?
time in jail prior to employment?
Military status
-
branch did you serve in?
Age
How old are you? Estimate age
Federal Law
Prohibited
-
Federal government
-
State and local governments
1870 (based on 13
-
(based on the 14
Employers if co
nspiracy is involved)
-
discriminate on the basis of race,
color, religion, sex, or national
origin
Sex differences in pay for substantially
equal work
-
national origin
(as amended by the Equal
Employment Opportunity
origin
employees; federal, state, and local
governments; unions and appren
-
-
Prohibited
-
Private employers with 20 or more
employe
members, employment agencies,
uncertain
Interference with a person’s exercise of
rights with respe
-
disability
Feder
Discrimination based on race, color, na
-
revenue
mental handicap (affirmative action
-
states
Am
mental disabilities
employees
Recruitment
Sales
STAFFING THE
SALES TEAM
CHAPTER 8
Copyright © 2001 by Harcourt, Inc. All rights reserved.
What sales human resource management is and what its key relationships are.
The importance of planning for sales personnel needs.
What people planning and employment planning are.
What recruitment means and why it is so important.
The recruiting process: what it is, who does it, and where recruits are sought.
LEARNING OBJECTIVES
A successful sales force is determined by who is hired; this is the end result of sales human resource management. This chapter should help you understand:
Copyright © 2001 by Harcourt, Inc. All rights reserved.
WHAT IS SALES
HUMAN RESOURCE MANAGEMENT?
Sales human resource management (SHRM) refers to activities undertaken to attract, develop, and maintain effective sales force personnel within an organization.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 8.1 ACTIVITIES INVOLVED IN MANAGING A SALES FORCE’S HUMAN RESOURCES
1059.unknown
1060.unknown
1061.unknown
1062.unknown
1063.unknown
FIGURE 8.2 FROM INTERVIEW TO TERRITORY: A LONG TIME
1069.unknown
What’s a salesperson worth?
A salesperson’s worth depends on what the salesperson costs to the company and on the profits from the products he or she sells.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
Selecting someone who will become an above-average performer improves the overall performance of the sales group.
A successful hire is someone who performs above average.
Goal: Hire above-average performers.
WHO DOES THE PLANNING?
FIGURE 8.3 SALES FORCE PEOPLE-FORECAST MODEL: FACTORS TO CONSIDER WHEN DETERMINING HOW MANY TO HIRE
1071.unknown
1072.unknown
1073.unknown
1074.unknown
1075.unknown
1076.unknown
1077.unknown
1078.unknown
1079.unknown
Copyright © 2001 by Harcourt, Inc. All rights reserved.
DETERMINING THE TYPE OF PERSON FOR THE JOB
A job analysis refers to the formal study of jobs to define specific roles or activities to be performed in sales promotions.
The three steps in the job analysis are to:
1. Examine the total sales force and each job, and determine how each job relates to other jobs.
2. Select the jobs to be analyzed.
3. Collect the necessary information through observation of what people actually do in the jobs, interviews of people in the jobs, and questionnaires completed by job holders.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
JOB DESCRIPTIONS AND SPECIFICATIONS FOR SUCCESSFUL PEOPLE
Job specifications convert job descriptions into the qualifications.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
TABLE 8.1 FORMAL JOB DESCRIPTION, TRANSTEX AUTOMOTIVE SUPPLY CORPORATION
Position: Sales Representive Reports to: District Manager
Organizational Unit: replacement Parts Date: ( When Job Was Described)
NATURE OF JOB
Responsible for developing new accounts and reaching profitable sales goals in assigned territory.
PRINCIPAL RESPONSIBLITIES
Meeting total sales goals for product lines and individual products.
Maintaining an average of six daily sales calls.
Maintaining an average of one monthly product presentation to wholesalers.
DIMENSIONS
Develop strong promotional support from retail and wholesale customers.
Plan effective territorial coverage resulting in high sales/call ratio.
Inform management of activities by submitting daily and weekly call and sales reports to district manager.
SUPERVISION RECEIVED
General and specific tasks are assigned for each sales period. Every two months work with supervisor for a minimum of one day.
SUPERVISION EXERCISED
WHAT ARE JOB SPECIFICATIONS FOR SUCCESFUL SALESPEOPLE?
Intelligence
Education
Personality
Experience
Appearance
TABLE 8.2 SELECTED CHARACTERISTICS OF SUCCESSFUL SALESPEOPLE
1. High energy level
8. Good physical appearance
10. Self-disciplined
4. Hardworking
11. Intelligent
PROFILING THE SUCCESSFUL CANDIDATE
Ability to influence people’s decisions and opinions
Ability to cultivate long-term client relationships
Ability to negotiate contracts and prices
Success in a company may include the following:
Copyright © 2001 by Harcourt, Inc. All rights reserved.
PROFILING THE SUCCESSFUL CANDIDATE continued
Ability to determine prospects’/customers’ needs (hot buttons).
Computer skills.
Selling ability.
Conceptual ability.
RECRUITMENT’S PURPOSE
Recruitment is the set of activities and processes used to legally obtain a sufficient number of individuals in such a manner that the recruits’ and the sales force’s best interests are taken into consideration.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 8.4 MAJOR INFLUENCES AND COMPONENTS OF SALES RECRUITMENT
1085.unknown
1086.unknown
1087.unknown
1089.unknown
1088.unknown
1090.unknown
1091.unknown
1092.unknown
1093.unknown
1094.unknown
1095.unknown
1096.unknown
1097.unknown
1098.unknown
Equal Employment Opportunity Commission (EEOC) is the principal governmental agency responsible for monitoring discriminatory practices.
LEGAL INFLUENCES
TABLE 8.4 ANTIDISCRIMINATION LAWS AND ORDERS, UNITED STATES OF AMERICA
Federal Law
Employers Covered
Amendments
Federal government
State and local governments
1870 (based on 13th
ment, and continuation of
(based on the 14th
National Labor Relations Act
ference with employee rights, that
discriminate on the basis of race,
color, religion, sex, or national
origin
Sex differences in pay for substantially
equal work
ernments uncertain)
national origin
(as amended by the Equal
Employment Opportunity
race, color, religion, sex, or national
origin
employees; federal, state, and local
governments; unions and appren-
tive action required)
Copyright © 2001 by Harcourt, Inc. All rights reserved.
TABLE 8.4 ANTIDISCRIMINATION LAWS AND ORDERS, UNITED STATES OF AMERICA continued
Federal Law
Employers Covered
tween the ages of 40 and 65
Private employers with 20 or more
employees, unions with 25 or more
members, employment agencies,
uncertain
Interference with a person’s exercise of
rights with respect to race, religion,
color, or national origin
gion, sex, national origin, political
affiliation, marital status, or physical
disability
Discrimination based on race, color, na-
tional origin, or sex
revenue-sharing funds
mental handicap (affirmative action
ment Act of 1972
states
mental disabilities
employees
Subject
fide occupational qualification
Color of applicant’s eyes, hair, etc., or other direct
or indirect questions indicating race or color
Disability
signments and perform them well and in
a safe manner?
ties you have?
purposes
you living with anyone? Do you see your ex-
spouse?
Children
ing, for insurance purposes
cares for them? Do you plan more children?
Physical data
ments of the job; show how it is per-
formed; require physical exam
References
here?
Criminal record
done?
time in jail prior to employment?
Military status
experience?
branch did you serve in?
Age
How old are you? Estimate age
Housing
you?
Do you own your home? Do you rent? Do you
live in an apartment or a house?
Copyright © 2001 by Harcourt, Inc. All rights reserved.
To be an effective recruiter, a sales manager must have the answer to several questions, including:
How many people do I need to recruit?
Who does the recruiting?
How can I develop a qualified pool of applicants?
How can recruiting programs be evaluated?
RECRUITMENT OF SALESPEOPLE
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 8.5 RATIO AND DAYS FROM SALES JOB ANNOUNCEMENT TO REPORTING TO WORK
1101.unknown
1102.unknown
1103.unknown
Current Employees.
INTERNAL SOURCES
EXTERNAL SOURCES
Copyright © 2001 by Harcourt, Inc. All rights reserved.
REALISTIC JOB PREVIEWS HELP BOTH COMPANY AND RECRUITS
A “realistic job preview” means that a person is given pertinent information about the job without distortion or exaggeration.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
Newly hired salespeople have a higher rate of job survival than those hired using traditional previews.
Salespeople hired indicate higher satisfaction.
Managers can set the job expectations of new salespeople at realistic levels.
Realistic previews do not reduce the flow of highly capable applicants.
Companies can expect these results from realistic previews:
Copyright © 2001 by Harcourt, Inc. All rights reserved.
THE QUALIFIED APPLICANT POOL
How candidates obtain information regarding job availability.
What attracts people to the job.
What the likes and dislikes are about the job.
Why the person took the job.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
THE BOTTOM LINE
Sales human resource management (SHRM) is comprised of two elements: people planning and employment planning.
Developing a successful sales team requires the planning of personnel needs and analyzing the sales jobs to achieve more efficient use of human resources.
Job analysis is the definition of specific roles or activities to be performed.
The goal of managing sales human resources is to hire above-average performers.
In order to hire the right person for the job, there must be a recruitment strategy.
Subject
fide occupational qualification
Color of appl
or indirect questions indicating race or color
Disability
-
a safe manner?
y disabili
purposes
you living with anyone? Do you see your ex
-
hildren after hir
cares for them? Do you plan more children?
Physical data
-
-
References
here?
Criminal record
don
e?
time in jail prior to employment?
Military status
-
branch did you serve in?
Age
How old are you? Estimate age
Federal Law
Prohibited
-
Federal government
-
State and local governments
1870 (based on 13
-
(based on the 14
Employers if co
nspiracy is involved)
-
discriminate on the basis of race,
color, religion, sex, or national
origin
Sex differences in pay for substantially
equal work
-
national origin
(as amended by the Equal
Employment Opportunity
origin
employees; federal, state, and local
governments; unions and appren
-
-
Prohibited
-
Private employers with 20 or more
employe
members, employment agencies,
uncertain
Interference with a person’s exercise of
rights with respe
-
disability
Feder
Discrimination based on race, color, na
-
revenue
mental handicap (affirmative action
-
states
Am
mental disabilities
employees
Recruitment
Sales