Вы находитесь на странице: 1из 32

Sales Management: Shaping Future Sales Leaders

Chapter 8

Recruiting and Selecting the


Right Salespeople

1-1
People is special asset

 Salespersons
Can not be liquidated as
physical goods ?
Affect on the customers
relationship.
More used, more value

8-2
Recruitment and Selection Process
 Why?
Every competitive advantage can be duplicated by
competitors —except high-performing employees
 Process helps
Determine the most appropriate type of individual
needed for the job
Attract sufficient numbers of applicants
Select the best-qualified person for the position

8-3
5 Steps of a Recruiting and Selection
Process

1 Determine the number 4


Conduct interview
of salespeople process that accurately
needed assesses qualifications

Identify skills,
2 knowledge, attitudes 5
Offer position to
salesperson needs one or more
applicants

3 Attract sufficient
number of applicants

8-4
Turnover Rate
 Turnover rate: annual % of salespeople who
leave the firm

Number of salespeople that left during the year


Annual Turnover Rate =
Average sales force size during the year

4
= = 16%
25

8-5
Turnover rate
Why are turnover numbers important?

8-6 Annual Turnover rate by Industry


Why Salespeople Leave
 Before recruiting, sales Reasons for Turnover
manager should thinks: Controllable Uncontrollable
Who is leaving? Retirement Moving
How long has the average Promotion Marriage
rep worked here? Transfer Death
What is the level of Termination Quitting
performance? Territory Returning
What reason do reps give changes to college
for leaving? Changing
career

8-7
Key Recruiting Tools

JA

JR JD
11-8
Conducting a Job Analysis (JA)

Job Analysis:
Entails an investigation of the tasks, duties, and
responsibilities of the job.
1
What a salesperson currently does
on the job

2
How the salesperson should ideally
spend his or her time

8-9
Job Description (JD)
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.
 The nature of the products and services
 Customer type(s) and the frequency of calling
 Specific tasks and responsibilities
 Relationship(s) between rep and other people in
organization
 Intellectual and physical demands of the job
 Environmental factors affecting position, such as amount of
travel
8-10
 Compensation method used
Job Requirements (JR)

Job Requirements/ Job Qualifications:


Refers to the aptitude, skills, knowledge, personal
traits, and willingness to accept occupational
conditions necessary to perform the job.

11-11
Example: Ritz-Carlton Sales Position
POSITION Manager - National Accounts Sales

DESCRIPTION OF Must have at least 3 years previous high-level


POSITION / JOB hospitality group sales experience. Must be
REQUIREMENTS sales and relationship driven and service
oriented. Able to close the sale and meet
aggressive sales targets. Excellent verbal and
written communication skills. Must be able to
work independently, without direct supervision or
as part of a cohesive team. Must be able to think
clearly, analyze and resolve problems, while
exercising good judgment. Able to remain calm
and courteous in demanding situations.

11-12
Recruiting External Applicants
Referrals  Current reps (or customers) provide names

 Posting in newspapers, magazines, and/or online


Advertising
 Blind advertisements

Private
 Locate and conduct initial applicant screening.
Recruiters

Educational  Colleges and universities


Institutions  Entry-level sales positions

 Opportunity to conduct initial screening interviews


Job/Career Fairs with large number of potential candidates

 Job openings posted on electronic bulletin boards


e-Recruiting or websites

8-14
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
Recruiting Internal Applicants
 Pros
 Managers already know a great deal about internal
applicants
 Work habits, personality, and ability to assume more
responsibility

 Cons
 Candidates seldom possess sales experience
 Managers in firm’s other areas will have to replace
employees who move to sales

8-18
Competitors’ Sales Persons?
PROs. CONs.

8-19
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 Psychological Association have
been met
 Use tests that have been based on a job analysis
for the particular job in question
 Use tests as part of the selection process, but do
not base the hiring decision solely on test results
Examples of Questions on Hiring Tests

8-21
Interviews

Locations
 Campus
 Recruiter’s Location (i.e.
Plant Trip)
 Neutral Site
 Telephone
Types of Interviews
 Structured interview
 List of questions along with range of acceptable answers
 All candidates are asked the same questions
 Pros: confidence if mgr is new at interviewing, ensures
important areas are covered, easier to compare responses
 Cons: interviewer may just read questions and record
responses
 Semi-structured interview
 Series of open-ended questions applicants can address in
their own words
 Allows interviewer to gain insight about applicant as the
discussion moves along natural, logical course
8-23
 More important for jobs such as sales
Other Interviews
 Stress interview: places the applicant in unstructured
situation to see how well he/she performs

 Group interview: group of applicants placed in a


group or open forum and encouraged to ask questions

 Panel interview: placing a single applicant before a


panel of company representatives

 Field observation: applicant travels with rep making


calls on current and potential clients

8-24
Making the Job Offer
 Includes
 Deadline for accepting the position
 Info about responsibilities
 Starting salary
 Allowable moving expenses
 Formal training dates
 Time before first performance review
 When rep will first be eligible for a raise
 Number of vacation days

8-27
What Do Sales Candidates Want
to Know?
 Sales candidates ask themselves
How financially healthy is the recruiting firm?
What is the firm’s track record?
What are their opportunities?
What will it take to succeed?
What is a realistic first-year income?
Is the product something customers want to buy?
Does the selling firm support sales efforts?
Is there a commitment to employee development?

8-28
Recruitment by Headhunters
 Company Prepares the Job Description & other
requirements
 Headhunter conducts some steps in recruiting
process, from selecting candidate to draft
interview.
 The company makes the final test and makes the
last decision.

8-30
Recruitment by Headhunters
Pros. Cons.
 Quality candidates  Higher cost
 Process go on quickly
 Can be conducted
anytime
 Candidates are always
available

8-31
Recruitment by Headhunters:
Question ?

 When the Company should conduct recruitment


sales force by headhunters?
 What are the positions in sales force should be
selected through headhunters? Why?

8-32
Caselet 8.1: Southeastern Industrial
 Supplier of industrial products for computer
peripheral mfg
 Rep turnover increasing
 15% → 18% → 22%
 Reasons for leaving
 Retirement
 Better paying jobs
 Not meeting standards, were let go
 Regional sales mgr James Johnson wants to
reduce turnover to industry average 12%
8-33
Caselet 8.1 : Questions
1) What recommendations would you offer James Johnson for
evaluating the current recruitment and selection process at
Southeastern Industrial?
2) How would it help to compare the performance of each
salesperson who either resigned or was let go?
3) Would it be helpful for Johnson to know how each
salesperson was originally recruited?
4) Should Johnson scrutinize the notes from the former
salespeople’s personal interviews or their preemployment
test scores? Assuming these items were available, what
insight might they give Johnson?
5) How would you recommend that Southeastern recruit and
select new salespersons?

8-34
Caselet 8.2: Harmony International
 Win Ho is interviewing reps for HI in Singapore
 Territory is a mix of Chinese (85%), Malaysian
(10%), and Indian (5%) businesses

8-35
Caselet 8.2 : Candidates
 Chin Lo Wein  CR Rao  Mohammed
 Chinese  Indian Singaporean Asri Ashraf
Singaporean  BS in chemical  Malaysian with
 BS in business engineering U Singaporean
Nanvang U Madras citizenship
 No sales  2 yrs newspaper  MBA from
experience, good advertising sales Malaysian
connections in experience International U
Chinese business  Answered 5/10  Answered 8/10
community questions correctly questions correctly
 Answered 7/10  Balked at selling  Solid attempt to sell
questions correctly pen pen
 Attempted to sell  Appeared arrogant,  Lack of eye contact,
pen when asked considering several subservient
 “Dream job” job leads behavior

8-36
Caselet 8.2 : Questions
1) How helpful would a job description/
qualifications be in this situation?
2) Given that the territory is predominantly Chinese,
how should this influence Ho’s decision?
3) Can you identify factors that might disqualify any
of the finalists?
4) What explanation might you offer for Asri’s
behavior during the interview?
5) What is your recommendation for Ho? Why did
you reach this decision?
8-37
All rights reserved. No part of this publication may be reproduced, stored in
a retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.

Вам также может понравиться