slides recruitment training
TRANSCRIPT
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Sales Force Recruitment and
Selection
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Value of Hiring Good Employees
Source: HR Chally Group (2007).
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
AverageA
nnualS
al
No Testing Standardized Test Highly-Predictive
Standardized Test
Average Hire Poor Hire9-2
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9-3
Key issues thatdrive recruitmentandselectionof salespeople
Identify whois responsible forrecruitmentandselection
Understanda jobanalysisand howselection criteriaaredetermined
Definesources fornew salesrecruits
Explainselection procedures
Understand equalopportunityrequirements
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9.1
The decision process
for recruiting andselecting salespeople
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Recruiting Responsibility?
Dependsonsizeofsales force, kindofselling involved
First-levelsalesmanagers
Straightforwardsales jobs New recruitsneednospecial qualifications
Turnoverratesare high
Recruiting specialistmayassist whenafirmmustbeselective
Personnel executivesortop-levelmanagersoftenassistifsales forcepreparesindividualstobesalesormarketing managers
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9-6
Job Analysisand Selection Criteria
Jobanalysisdeterminesactivities, tasks, responsibilities
and environmentalinfluencesareinvolved
Jobdescriptiondetails findingsof jobanalysis
Statementof job qualificationsdescribes personaltraitsandabilitiesneededto perform
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Sources forJob AnalysisandDescription
Observeandinterview currentstafftodetermine whattheyactuallydo
Interview salesmanagers whosupervise peopleinthe jobtodetermine whattheythink joboccupantsshould bedoing
Usethe jobdescriptioncreation
processasameansofreachingconsensuson jobcontent, activitiesandtraining needs
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ContentoftheJobDescription
Natureof product(s)orservice(s)being sold
Typesofcustomers Specifictasksandresponsibilities Relationship betweenthesales
positionandothers withintheorganization
Mentaland physicaldemandsofthe job Environmental pressuresand
constraints
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Determining Job QualificationsandSelection Criteria
Mostdifficultpartofrecruitmentandselection
Needspecificcriteriato guidetheselection Examine jobdescription
Evaluate personal historiesof
currentsales forcetoidentifydifferentiating characteristicsamong high performers
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Salespeople whoFail
Instabilityofresidence
Failureinbusiness within pasttwo
years Unexplained gapsin employment
record
Recentdivorceormarital problems
Excessive personalindebtedness
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9.3
Applicantinterview form
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Recruiting Applicants
Mustbe well-implemented
Sources
Internal
External
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InternalSources
Advantages
Established performancerecords,
area known entity Requirelessorientationand
training
Bolsterscompanymorale
Must fullyinform humanresourcesofsalesstaffneeds
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ExternalSources
Referrals fromother firms
Salespeople
CustomersAdvertisements
Employmentagencies
Educationalinstitutions Internet
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SelectionToolsand Procedures
Applicationblanks
Personalinterviews
Referencechecks Physical examinations
Psychologicaltests
Intelligence Personality
Aptitude/skills
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SelectionToolsand Procedures
Compositesof psychologicaltestscoresofferthe greatest
assessmentvalidityandpredictive value
Personalinterviewsofferthe
lowestpredictive potential
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Application Blanks
Standardizesinformation
Personal historyinformation
Facilitatesinterviewpreparation
Mayraise questions
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Personal Interviews
Structuredinterview
Predetermined questions
Interviewermay failto probeuniquequalitiesorlimitations
Unstructuredinterview
Discussionon wideranging topics
Mayyieldunexpectedinsights Requiresinterviewers with
interpretativeskills
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9.3Roleof Personal Interviews
Firstinterview
Draw outbasicinformation
Communicationskills Personalitytraits
Interestlevel
SecondinterviewDrilldown
Assess potential
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.
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Reference Checks
Shouldincludeseveralin-depthprobes
Maybetime-consuming, costly
Can ensure factualdata Job experience
Collegedegrees
Canrevealopinions Aptitudes
Job performance
Can preventcostly hiring mistake
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Physical Examinations
Sales jobsrequiresoundbasic health,staminaandthe physicalability
Caution whenrequiring medical
examinationsandspecifictests fordruguse, HIV virus
Using astandard physical examination forall positionsisill-advised
Physical examcanbe performedonly
after extending joboffer(ADA)
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PsychologicalTests
Types Intelligence testsmentalability Aptitude testsinterestinandabilityto perform
job Personality oftenteststraitsrelatedto future
successina job Validtests:
Well-designed Validated Well-administered
Welldesigned, validatedandadministeredtests
providea validselectiontool Intelligence Aptitude Personality
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PsychologicalTests
Concerns
Maynotvalidly predict futuresuccessinaspecific firm
Somecreativeandtalented peoplemaydeviate from expectednorms
Test-wiseindividuals maybeabletomanipulateresults
Maydiscriminateagainstdifferentraces, genders, etal thusbecomingillegal
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Guidelines forthe AppropriateUseofTests
Testscoresshouldbeconsideredoneofseveralinputs
Testonlyonabilitiesandtraitsrelevantto job
When possible, usetests withinternalchecks for validity
Conductempiricalstudiestovalidatethetests predictive value
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9.4Legislation affecting recruitment and selection
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9.5
Illegal/Sensitive Questions
Nationalityorrace
Religion
Sex andmaritalstatus
Age
Physicalcharacteristics
Heightand weight
Financialsituation
Arrestsandconvictions