slides recruitment training

8/6/2019 Slides Recruitment Training

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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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9-4

9.1

The decision process

for recruiting andselecting salespeople


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9-5

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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9-7

Sources forJob AnalysisandDescription

Observeandinterview currentstafftodetermine whattheyactuallydo

Interview salesmanagers whosupervise peopleinthe jobtodetermine whattheythink joboccupantsshould bedoing

Usethe jobdescriptioncreation

processasameansofreachingconsensuson jobcontent, activitiesandtraining needs


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9-8

ContentoftheJobDescription

Natureof product(s)orservice(s)being sold

Typesofcustomers Specifictasksandresponsibilities Relationship betweenthesales

positionandothers withintheorganization

Mentaland physicaldemandsofthe job Environmental pressuresand

constraints


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9-9

Determining Job QualificationsandSelection Criteria

Mostdifficultpartofrecruitmentandselection

Needspecificcriteriato guidetheselection Examine jobdescription

Evaluate personal historiesof

currentsales forcetoidentifydifferentiating characteristicsamong high performers


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9-10

Salespeople whoFail

Instabilityofresidence

Failureinbusiness within pasttwo

years Unexplained gapsin employment

record

Recentdivorceormarital problems

Excessive personalindebtedness


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9-11

9.3

Applicantinterview form


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9-12

Recruiting Applicants

Mustbe well-implemented

Sources

Internal

External


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9-14

InternalSources

Advantages

Established performancerecords,

area known entity Requirelessorientationand

training

Bolsterscompanymorale

Must fullyinform humanresourcesofsalesstaffneeds


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9-15

ExternalSources

Referrals fromother firms

Salespeople

CustomersAdvertisements

Employmentagencies

Educationalinstitutions Internet


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9-16

SelectionToolsand Procedures

Applicationblanks

Personalinterviews

Referencechecks Physical examinations

Psychologicaltests

Intelligence Personality

Aptitude/skills


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9-17

SelectionToolsand Procedures

Compositesof psychologicaltestscoresofferthe greatest

assessmentvalidityandpredictive value

Personalinterviewsofferthe

lowestpredictive potential


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9-18

Application Blanks

Standardizesinformation

Personal historyinformation

Facilitatesinterviewpreparation

Mayraise questions


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9-19

Personal Interviews

Structuredinterview

Predetermined questions

Interviewermay failto probeuniquequalitiesorlimitations

Unstructuredinterview

Discussionon wideranging topics

Mayyieldunexpectedinsights Requiresinterviewers with

interpretativeskills


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9-20

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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9-21

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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9-22

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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9-23

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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9-24

PsychologicalTests

Concerns

Maynotvalidly predict futuresuccessinaspecific firm

Somecreativeandtalented peoplemaydeviate from expectednorms

Test-wiseindividuals maybeabletomanipulateresults

Maydiscriminateagainstdifferentraces, genders, etal thusbecomingillegal


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9-25

Guidelines forthe AppropriateUseofTests

Testscoresshouldbeconsideredoneofseveralinputs

Testonlyonabilitiesandtraitsrelevantto job

When possible, usetests withinternalchecks for validity

Conductempiricalstudiestovalidatethetests predictive value


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9-26

9.4Legislation affecting recruitment and selection


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9-27

9.5

Illegal/Sensitive Questions

Nationalityorrace

Religion

Sex andmaritalstatus

Age

Physicalcharacteristics

Heightand weight

Financialsituation

Arrestsandconvictions

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