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Staffing the Sales Force:Recruitment and SelectionStaffing the Sales Force:
Recruitment and Selection
Module Five
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Learning ObjectivesLearning Objectives
1. Explain the critical role of recruitment selection and building and maintaining a productive sales force.
2. Describe how recruitment and selection affect sales force socialization and performance.
3. Identify the key activities in planning and executing a program for sales force recruitment and selection.
4. Discuss the legal and ethical considerations in sales force recruitment and selection.
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Setting the StageSetting the Stage
1. In what way did Information Graphics Group change it’s interviewing format?
New Hiring Strategy at Information Graphics Group Allows Them to Bring Aboard the Best
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Importance ofRecruitment and Selection
Importance ofRecruitment 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
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Introduction to Sales Force SocializationIntroduction to Sales Force Socialization
Sales Force Socialization refers to the process by which salespeople acquire the knowledge, skills, and values essential to perform their job.
AchievingRealism
Achieving Congruence Important during
recruitment and selection
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Proposed Model ofSales Force Socialization
Proposed Model ofSales Force Socialization
Realism
Congruence
Recruiting/SelectionObjectives
Recruiting/SelectionObjectives
JobSatisfaction
JobInvolvement/Commitment
Performance
JobOutcomes
JobOutcomes
Task SpecificSelf -Esteem
PersonOutcomes
PersonOutcomes
Resolution ofConflicting
Demands at Work
Initiation toTask
TrainingObjectivesTraining
Objectives
Role Definition
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Recruitment and Selection ProcessRecruitment and Selection Process
• Job AnalysisJob Analysis• Job QualificationsJob Qualifications• Job DescriptionJob Description• Recruitment & Recruitment &
Selection Objec.Selection Objec.• Recruitment & Recruitment &
Selection StrategySelection Strategy
• Internal SourcesInternal Sources• External SourcesExternal Sources
• Screening Resumes Screening Resumes and Applicationsand Applications
• Initial InterviewInitial Interview• Intensive InterviewIntensive Interview• TestingTesting• Assessment CentersAssessment Centers• Background Invest.Background Invest.• Physical ExamPhysical Exam• Selection Decision Selection Decision
and Job Offerand Job Offer
Planning for Recruitment & Selection
Step 1Step 1Recruitment: Locating Prospective Candidates
Step 2Step 2Selection:
Evaluation and Hiring
Step 3Step 3
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Planning for Recruitment and SelectionPlanning for Recruitment and Selection
Job Analysis:Entails an investigation of the tasks, duties, and responsibilities of the job.
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: 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 SelectionPlanning for Recruitment and Selection
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: 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 SelectionPlanning for Recruitment and Selection
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: 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 Planning for Recruitment and Selection
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: 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.
Planning for Recruitment and Selection Planning for Recruitment and Selection
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Internal Sources– Employee referral programs– Internships
External Sources – Advertisements– Private employment agencies– Colleges and universities– Job fairs– Professional societies– Computer rosters
Recruitment:Locating Prospective Candidates
Recruitment:Locating Prospective Candidates
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
• Screening Resumes and Applications• Interviews• Testing• Assessment Centers• Background Investigation• Physical Examination• Selection Decision and Job Offer
Selection: Evaluation and Hiring
Selection: Evaluation and Hiring
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
• Evidence of job qualifications• Work history• Salary history• Accomplishments• Responsibilities• Appearance and completeness
Screening Resumes and ApplicationsScreening Resumes and Applications
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
InterviewsInterviews
Types of interviews– Initial Interviews– Intensive Interviews– Stress Interviews
Locations– Campus– Recruiter’s Location (i.e. Plant Trip)– Neutral Site– Telephone
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Testing: Value and TypesTesting: 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
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Testing: Guidelines for UsingTesting: 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
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Testing: Guidelines for UsingTesting: 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
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Background CheckBackground 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 individual’s best job
• Check for idiosyncrasies
• Check financial and personal habits
• Get customer opinion
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
Selection Decision and Job OfferSelection 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
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
• 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
Legal and Ethical Considerations: Guidelines for Sales Managers
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 5:Staffing the Sales Force: Recruitment and Selection
• 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
Legal and Ethical Considerations: Guidelines for Sales Managers
Legal and Ethical Considerations: Guidelines for Sales Managers