Recruiting and Selecting the Sales Force

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• Recruiting and Selecting the Sales Force

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Group Members
Serhat Ata
Salih Kahraman
Salih Özdal
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Overview of the recruitment process

• The sales manager must have the right
  material, in terms of suitably qualified
  salespersons, to motivate. That means selecting
  and recruiting to rigid criteria that are
  demonstrably relevant to successful achievement
  and high performance as salespersons, and then
  training those persons to meet the standards and
  perform the selling job as suits the companys
  products and markets.

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IMPORTANCE OF A GOOD SELECTION PROGRAM

• Improves sales force
• performance
• Promotes cost savings
• Eases other managerial tasks
• Sales managers are no better
• than their sales forces

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PROBLEMS OF POOR SELECTION

• Inadequate sales coverage
• lack of customer follow-up
• Increased training costs
• More supervisory
• problems
• Higher turnover
• Suboptimal performance

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SCOPE OF SALESFORCE STAFFING

• Determine the number and
• type of people needed
• Recruit a number of applicants
• Process the recruits and select
• the most qualified

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Skills required of the salesperson

• Selling
• Product
• Knowledge
• Numerical
• Administrative
• Organizational
• Communicating
• Planning
• Interpersonal

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DETERMINING NUMBER OF PEOPLE NEEDED

• What should sales managers consider?
• Turnover rate
• Sales forecasts
• Proposed changes
• in products, markets,
• and market coverage

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Recruitment and Selection Process
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Planning and Recruitment Selection

• Job Analysis
• Job Qualifications
• Job Description
• Recruitment and
• Selection Objectives

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JOB ANALYSIS

• Its a systematic way to describe how a job
  is to be performed, as well as the tasks that
  make up a job.

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Purpose of Job Analysis

Performance Analysis
Recruitmet and Selection
Job Designing, Enrichment and Enlargement
Compensation Management
Training and Development
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JOB QUALIFICATIONS

• Aptitudes, skills, knowledge,
• and personality traits necessary to perform a
  job successfully

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ISSUES CONCERNING JOB QUALIFICATIONS

• Uniqueness
• Degree to which each trait must be possessed
• How essential is each quality?

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JOB DESCRIPTION

• A written document that
• spells out the job relationships
• and requirements that
• characterize each sales position.

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COMPONENTS OF JOB DESCRIPTIONS

• Job title
• Organizational relationship
• Duties and responsibilities
• Hiring specifications
• Summary technical requirements and demands of
  the job

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USES FOR THE JOB DESCRIPTION

• Selection and hiring
• Sales training
• Compensation plans
• Performance appraisal

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RecruitmentLocating Prospective Candidates

• Internal Sources
• Employee referral programs
• Internships
• External Sources
• Advertisements
• Private employment agencies
• Colleges and universities
• Job fairs
• Professional societies
• Computer rosters

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Recruit sales people

• Recruit if the first contact is by phone,
  notice if the applicant
• asks for an appointment
• Use executive search firms?
• Newspaper ads?
• Online services?
• Personal referral?

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SOURCES OF RECRUITS

• The present sales force
• Other company employees
• Other companies
• Competitors
• Customers
• Educational institutions
• Advertisements
• Voluntary applications
• Employment agencies
• Internet

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Selection Evaluation and Hiring

• Screening Resumes and
• Applications
• Interviews
• Testing
• Assessment Centers
• Background Investigation
• Physical Examination
• Selection Decision and Job Offer

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Screening Resumes and Applications

• Evidence of job
• qualifications
• Work history
• Salary history
• Accomplishments
• Responsibilities
• Appearance and completeness

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Interviews

• Types of interviews
• Initial Interviews
• Intensive Interviews
• Stress Interviews
• Locations
• Campus
• Recruiters Location (i.e. Plant Trip)
• Neutral Site
• Telephone

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INTERVIEWS FOUR BASIC ISSUES

• Is the individual qualified?
• How badly does the individual want the job?
• Is there a goal fit?
• Will the applicant work to the fullest of their
  ability?

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COMMON INTERVIEWER MISTAKES

• Failure to establish
• rapport
• Lack of a plan
• Insufficient time
• Not listening
• Personal bias
• Questions
• First impressions

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Testing Value and Types

• Value
• May be used to assist with initial screening
• May indicate compatibility with job
  responsibilities
• May indicate compatibility with organizations
  culture and personnel
• Types
• Personality
• Intelligence
• Psychological
• Ethical Framework

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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

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Testing Guidelines for Using

• Select a test that minimizes the applicants
  ability to anticipate desired responses
• Use tests as part of the selection process, but
  do not base the hiring decision solely on test
  results

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Background Check

• Be wary of first-party references
• Radial search referrals might be used
• Use an interview background check
• Use the critical incident technique
• Pick out problem areas

• Obtain a numerical scale reference rating
• Identify an individuals best job
• Check for idiosyncrasies
• Check financial and personal habits
• Get customer opinion

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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

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