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Staffing the Sales Force:

Recruitment and Selection


Recruitment and Selection Process
Step 1 Step 2 Step 3
Planning for Recruitment: Locating Selection:
Recruitment & Selection Prospective Candidates Evaluation and Hiring
• Screening Resumes
and Applications
• Job Analysis
• Initial Interview
• Job Qualifications
• Intensive Interview
• Job Description
• Internal Sources • Testing
• Recruitment &
• External Sources • Assessment Centers
Selection Objec.
• Background Invest.
• Recruitment &
• Physical Exam
Selection Strategy
• Selection Decision and
Job Offer
Planning for Recruitment and Selection

Job Analysis:
Entails an investigation of the tasks, duties, and
responsibilities of the job.
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.
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.
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.
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.
Recruitment:
Locating Prospective Candidates
Internal Sources
– Lateral or Upward Moves
– Employee referral programs
– Internships
External Sources
– Other industry sources
– Advertisements
– Private employment agencies
– Colleges and universities
– Job fairs
– Professional societies
– Unsolicited or Walk-in Applicants
– Web sources
Selection:
Evaluation and Hiring
• Screening Resumes and Applications
• Interviews
• Testing
• Assessment Centers
• Background Investigation
• Physical Examination
• Selection Decision and Job Offer
Screening Resumes and Applications

• Evidence of job qualifications


• Work history
• Salary history
• Accomplishments
• Responsibilities
• Appearance and completeness
Interviews

Types of interviews
– Initial Interviews
– Intensive Interviews
– Stress Interviews

Locations
– Campus
– Recruiter’s Location (i.e. Plant Trip)
– Neutral Site
– Telephone
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
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
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
Background Check

• Be wary of first-party • Obtain a numerical scale


references reference rating
• Radial search referrals • Identify an individual’s
might be used best job
• Use an interview • Check for idiosyncrasies
background check • Check financial and
• Use the critical incident personal habits
technique • Get customer opinion
• Pick out problem areas
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
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
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