Transcript 9 Recruiting - Bob McDonald

Sales Management 9
Sales Force Recruitment and
Selection
Importance of
Recruitment and Selection
Problems associated with inadequate
implementation:






Inadequate sales coverage and lack of customer
follow-up
Increased training costs to overcome
deficiencies
More supervisory problems
Higher turnover rates
Difficulty in establishing enduring relationships
with customers
Suboptimal total salesforce performance
Introduction to Sales Force
Socialization
Sales Force _________refers to the process by
which salespeople acquire the knowledge, skills, and
values essential to perform their job.
Need to achieve _________
Match company needs with employee needs.
Need to achieve _________
Employee knows what to expect.
Pre-Recruiting Decisions

Who will recruit?




Who will participate in process?



Designated recruiter
Manager
Incumbent
HR
Manager
Who will make hiring decision?
Job Analysis/Description

Steps




First do a job _________
Then, develop job _________
Finally, develop a list of job _________
Reason



Helps to identify _________
Develops _________
Cuts down on _________
Job Description






Nature of _________ to be sold
Type of _________, frequency of calls,
types of people to contact
Specific _________and _________
Relationship between job occupant and
other positions in the company
Mental/Physical _________of the job
Environmental _________that might affect
the job
Find a pool of applicants

Internal



Referrals
Transfers
External





Recruiting at colleges
Advertising
Agencies
Job Fairs
Professional Associations
Hiring Process
•Screening Resumes and Applications
•Interviews
•Testing
•Assessment Centers
•Background Investigation
•Physical Examination
•Selection Decision and Job Offer
Application Process I

Interviews (Ex. 5.5: Interview Guide)



#, Location
Funnel Process
Multiple Opinions
Application Process II

Reference Check

Employers
Teachers

Don’t burn bridges

Application Process III

Test Batteries





Ψ/Personality
IQ
Aptitude
Drug
Ethics
Application Process IV
•Evidence of job
qualifications
•Work history
•Salary history
•Accomplishments
•Responsibilities
•Appearance and
completeness
Application Form

Appropriate/Inappropriate Questions
Actual Questions




Who are your heroes?
What did you learn from your biggest
failure?
How would you sell this pen to me?
What are your weaknesses?


Kryptonite was not a popular answer.
Do you have a clean driving record?


DWI/DUI
Speeding
Information Concerning:
Comments/Recommendations
1. Arrests?
Absolutely barred
2. Convictions?
Include a statement indicating employer will
consider the nature and circumstances of the
conviction
3. Age?
Although not barred, be prepared to give a good
reason for this question. Age Discrimination Act.
4. Height and
Weight?
May discriminate against females, or Americans of
Asian or Spanish descent. Job functions.
5. Marital Status?
Illegal unless requested of both sexes and only then
when employer has a no-spouse hiring rule. (Some
states consider married persons a protected class,
prohibiting this question.) Rings.
6. Physical
Characteristics?
In light of the ADA, such questions should only
be included when necessary for the job (models,
actors).
Information Concerning:
Comments/Recommendations
7. Education?
The propriety of asking about educational
background is determined by the level of
education required for the job
8. Bankruptcy,
Garnishments?
Both questions are suspect as the bankruptcy code
prohibits discrimination against individuals who
have filed bankruptcy. Run credit check.
9. Disabilities,
Handicaps and
Health Problems?
Instead of asking questions such as these, simply ask
if the candidate can do the essential functions of the
job, with or without accommodation.
10. Citizenship?
To avoid discrimination charges under the
Immigration Reform and Control Act, it is best to
avoid citizenship questions. Need I-9.
11.Friends and
Relatives?
Improper if it perpetuates an imbalance in the
make-up for the work force. Other problems.
SOURCE: C. David Sheperd and James C. Hearfield, “Discrimination Issues in the Selection of Salespeople: A Review
and Managerial Suggestions,” Journal of Personal Selling & Sales Management, Fall 1991, p. 71.
Legislative Act
Purpose
_________Act (1964)
Prohibits discrimination based on race, color, religion,
sex, or national origin.
Fair Employment
Opportunity Act (1972)
Founded the Equal Employment Opportunity Commission to
ensure compliance with the Civil Rights Act.
_________Act
(1963)
Requires that men and women be paid the same amount
for performing similar job duties.
Rehabilitation Act (1973)
Requires affirmative action to hire and promote
handicapped persons if the firm employs 50 or more
employees and is seeking a federal contract in excess of
$50,000.
Vietnam Veterans
Readjustment Act (1974)
Requires affirmative action to hire Vietnam veterans and
disabled veterans of any war. Applicable in firms
holding federal contracts in excess of $10,000.
_________Act (1967)
Prohibits discrimination against people of ages 40 to 70.
(Yeah!)
Fifth and Fourteenth
Amendment to the U.S.
Constitution
_________(1990)
Provides equal-protection standards to prevent irrational
or unreasonable selection methods.
Prohibits discrimination on basis of disability.
SOURCE: Thomas N. Ingram and Raymond W. LaForge, Sales Management: Analysis and Decision
Making (Chicago: The Dryden Press, 1989)), p. 362.
So how do you obey the law?


Have a well trained HR department.
Train everyone involved in hiring process.

Seminars
Internal
 External




Hiring manuals
Memos
Have a good employment lawyer on
retainer.
Selecting salespeople is like
selecting the right chocolate
from the box. You don’t know
what you have until you take a
bite.
What to look for in hiring:
(Not in Particular Order)



_________
_________Skills
Ambition

Goal Oriented




Leadership
_________


_________
_________Skills
Persuasive
_________
Sales Experience

Not product specific
How do you pick the right person?


It’s still a craps shoot.
Limit Risk






Due Diligence
Check References
Multiple Interviews
Tests
Experience
Listen to your gut