Chap 8 Tanner - Recruitment and Selection

8/18/2019 Chap 8 Tanner - Recruitment and Selection

1/23

Sales Management: Shaping Future Sales Leaders

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8-Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.

Recruiting and Selecting

the Right Salespeople

Chapter 8


2/23

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8-2Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.

!earning "b#ecti$es

%nderstand &hy ha$ing a 'or(al selection processi(pro$es the )uality o' ne&ly hired salespeople

*iscuss &hy it+s i(portant to analye the sills asalesperson needs to succeed and include thatin'or(ation in a #ob description

a(e the sources 'ro( &hich salespeople can berecruited both &ithin and outside o' the 'ir(

E/plain the 'i$e steps o' the selection process

E/plain &hy it+s i(portant to ha$e a di$erse sales 'orce

!ist co((on recruiting (istaes and &ays to a$oid the(


3/23

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8-

1uccess'ul Hiring e)uires 1ales3anagers to 4ollo& a Process

5hy6 E$ery co(petiti$e ad$antage can be duplicated by

co(petitors 7e/cept high-per'or(ing e(ployees

Process helps *eter(ine the (ost appropriate type o' indi$idual

needed 'or the #ob

ttract su''icient nu(bers o' applicants

1elect the best-)uali'ied person 'or the position


4/23


: 1teps o' a Co(prehensi$e ecruitingand 1election Process

*eter(ine the nu(ber o' salespeople needed1

Identi'y uni)ue sills, no&ledge, and attitudes salesperson needs2

ttract su''icient nu(ber o' applicants3

Conduct inter$ie& process that accurately assesses )uali'ications4

"''er position to one or (ore applicants5


5/23

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8-;

Calculating


6/23

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8->

5hy 1alespeople !ea$e

5ho is lea$ing6

Ho& long has the a$eragerep &ored here6

5hat is the le$el o'per'or(ance6

5hat reason do reps gi$e'or lea$ing6

Reasons %or Turnoer

Controllable %ncontrollable

etire(ent 3o$ing

Pro(otion 3arriage


7/23Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8-8

Conducting a @ob nalysis

5hat a salesperson currently does

on the #ob

1

Ho& the salesperson should ideally

spend his or her ti(e

2



5riting a @ob *escription

.


9/23Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8-

4inding and ecruiting pplicants

1uitable nu(ber o' applicants

#um$er o%

!pplicants #eeded"

#um$er o% *pen +ositions

) o% !pplicants Selected , ) o% !cceptances

#um$er o%

!pplicants #eeded"

2 open positions

-1. selected , -8. acceptances

" 25



ecruiting Internal pplicants

Pros 3anagers already no& a great deal about internal

applicants 5or habits, personality, and ability to assu(e (ore

responsibility

Cons Candidates seldo( possess sales e/perience 3anagers in 'ir(+s other areas &ill ha$e to replace

e(ployees &ho (o$e to sales


11/23


ecruiting E/ternal pplicants

+riate

Recruiters !ocate and conduct initial applicant screening.

!dertising Posting in ne&spapers, (againes, andor online

Dlind ad$ertise(ents

Re%errals Current reps Aor custo(ersB pro$ide na(es

/ducational

0nstitutions

Colleges and uni$ersities Entry-le$el sales positions

o$Career Fairs "pportunity to conduct initial screening inter$ie&s

&ith large nu(ber o' potential candidates

eRecruiting @ob openings posted on electronic bulletin boards or

&ebsites


12/23

"nline ecruiting

3any 'ir(s are using online recruiting sites Correctly used, online sites e/pand reach and ti(e


13/23

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8-;

: 1tages o' the 1election Process

Ha$ing candidate co(plete application 'or(1


14/23

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8-22

Inter$ie&s

Structured interie !ist o' )uestions along &ith range o' acceptable ans&ers

ll candidates are ased the sa(e )uestions

Pros con'idence i' (gr is ne& at inter$ie&ing, ensures

i(portant areas are co$ered, easier to co(pare responses Cons inter$ie&er (ay #ust read )uestions and record

responses

Semistructured interie 1eries o' open-ended )uestions applicants can address in

their o&n &ords

llo&s inter$ie&er to gain insight about applicant as thediscussion (o$es along natural, logical course


15/23


"ther Inter$ie&s

Stress interie: places the applicant inunstructured situation to see ho& &ell hesheper'or(s

roup interie: group o' applicants placed in agroup or open 'oru( and encouraged to as)uestions

+anel interie: placing a single applicant

be'ore a panel o' co(pany representati$es

Field o$seration: applicant tra$els &ith rep(aing calls on current and potential clients


16/23

*iscussion ?uestions

5hy do 'ir(s put applicants through stress-typeinter$ie&s6

*o you thin stress inter$ie&s are necessary6 s an applicant6

I' you &ere a sales (anager6

5hy is it i(portant to ha$e established criteria 'orho& an applicant responds to a stress-type

situation6 Is it acceptable 'or a sales (anager to use his or

her Ggut 'eelings to rate applicant responses6 5hy or &hy not6



17/23

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8-2:

Dacground Feri'ication

s #udg(ent-neutral )uestions on theapplication 'or(

Contact re'erences

e)uire applicants to pro$ide di''erent categorieso' re'erences Dusiness

4inancial Educational

Credit checs


18/23

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8-2>

3aing the @ob "''er

Contact $ia phone

4ollo& up &ith 'irst-class letter containing 'or(al o''er o'e(ploy(ent

Include *eadline 'or accepting the position

In'o about responsibilities

1tarting salary

llo&able (o$ing e/penses

4or(al training dates


19/23

5hat *o 1ales Candidates 5antto Jno&6

1ales candidates as the(sel$es Ho& 'inancially healthy is the recruiting 'ir(6

5hat is the 'ir(+s trac record6

5hat are their opportunities6

5hat &ill it tae to succeed6

5hat is a realistic 'irst-year inco(e6

Is the product so(ething custo(ers &ant to buy6 *oes the selling 'ir( support sales e''orts6 Is there a co((it(ent to e(ployee de$elop(ent6


Dased on @ere(y Cohen, Gatural 1elect-ion, Sales & Marketing Management, 1epte(ber"ctober2008, 2;-2>.


20/23


3odel 'or 1electing e& 1alespeople


21/23


5hy a *i$erse 1ales 4orce IsI(portant

Dy 20:0, non-nglo (ericans &ill co(prise nearly hal' o'the %1 population

Dusinesses e/panding globally to re(ain co(petiti$e

Institute recruiting and selection procedures that do notdiscri(inate against candidates based upon nationality,ethnicity, age, andor gender

"''er opportunities 'or older reps to &or later in their li$es

ecognie that not all 'a(ilies are traditional, &hich resultsin di''ering e(ployee needs 'or parental lea$e, on-sitechildcare, #ob sharing, s&itching bet&een 'ull- and part-ti(e responsibilities and adoption support


22/23


$oiding Co((on Hiring 3istaes

6on7t Rush to ire

5rong rep hired Dacgrounds not di$erse

Conduct +roper

o$ !nal&sis

Identi'y essential sills,no&ledge, and acti$itiesthat ne& hire should

possess to succeed

enerate /nough

!pplicants

Ha$e a large enoughgroup o' )uali'iedindi$iduals 'ro( &hich to

select best applicants tointer$ie& and hire

+lan the 0nterie

*on+t inter$ie& Go'' thecu''

Coordinate (ultipleinter$ie&ers

Conduct Thorough

0nterie


23/23

ll rights reser$ed. o part o' this publication (ay be reproduced, stored in

a retrie$al syste(, or trans(itted, in any 'or( or by any (eans, electronic,

(echanical, photocopying, recording, or other&ise, &ithout the prior &ritten

per(ission o' the publisher. Printed in the %nited 1tates o' (erica.

Chap 8 Tanner - Recruitment and Selection

Documents

Transcript of Chap 8 Tanner - Recruitment and Selection