Recruiting Salespeople

7/31/2019 Recruiting Salespeople

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Recruiting Salespeople


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Sales Management

Planning

PersonalSales RepsSales

Managers

Recruiting

Training

Motivating

Supervising

Managing a sales force involves recruiting, hiring, training, supervising,

compensating salespeople, motivating them to become problem solvers, and

providing the proper planning and backup support so they can perform their jobsproperly.

1) Recruiting

2) Selecting

Overview

Sales

Environment


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Objectives

What is recruiting?

How does the firm recruit salespeople?

What is turnover?

What are the issues relating to turnover?


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Introduction

Recruitment- is the set of activities and processes used to legally obtain a

sufficient number of individuals in such a manner that the recruits and the

sales forces best interests are taken into consideration

Turnover- someone leaving their present job. Promotions, transfers, and

leaving the firm are examples of turnover.

(Source: Futrell)


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Recruitment

Centralized vs. Decentralized Recruiting

Legal Restrictions

Job Analysis and Job Description

Job Qualifications

Sources of Salespeople


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Centralized vs. Decentralized Recruiting

Centralized

1) Highly technical positions

2) Positions requiring extensivecentralized training

3) When the sales positions isconsidered the first stepping-stoneinto top management

Initial promotion, contacting, andscreening often are implemented bya personnel department

If they pass this initial stage, theywill often be interviewed by salesmanagement in the next stage

Decentralized

Usually implemented by either thesales manager or a person assigned tothis function within the local office

(Source: Hite and Johnston)


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Job Analysis

Job Analysis- a systematic way to describe how a job is to be performed, as well asthe tasks that make up the job

(Source: Dalrymple et al)

A proper job analysis consists of the following steps:

Analyze the competition and social environment within which the salespersonis to work

Determine the duties that the salesperson to is expected perform

Determine how the salespeople define their duties

Spend at least one complete sales cycles with several salespeople, observingwhat they do and why, what they should be doing and why, and what theyshould not be doing and why

Based on the information collected, reconcile and write a preliminary jobdescription

Review this preliminary job description with those who can relate to it(Source: Hite and Johnston)


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Job Description

Job Description- is a written document that spells out the job relationships

and requirements that characterize each sales position(Source: Dalrymple et al)

Five basic sections of a job description:

Planning

Selling

Servicing

Communicating Miscellaneous


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Job Description

Planning- encompasses all preparatory work that is necessary before the actual salescall is made

Who the established customers are

Where they can be called on

How often they should be called on

What the specific objectives are for each call

Selling- this section outline the responsibilities of the salesperson in connectionwith the actual sales call

Number of sales calls

How to answer question and objections

How to stress the benefits How to write the order

How to turn orders in

Possibly how to check stock and set up displays(Source: Hite and Johnston)


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Job Description

Servicing

How to install the product

How to handle complaints, adjustments, returns, and special orders

How to offer credit terms

Communicating- the responsibilities involved in passing on information, requests,complaints, and orders from the customer to the company; and in turn, passing on

the companys policies, terms, and new product information to customers

Miscellaneous- include responsibilities not listed anywhere else

Training new salespeople Meeting

(Source: Hite and Johnston)


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Job Qualifications

Job Qualifications- refers to the aptitudes, skills, knowledge, and personality traits necessaryto perform the job successfully

A statement of job qualifications could include:

Education

Previous work experience

Technical expertise Aptitudes

Interests

Typically many companies look for people with:

Drive

Interpersonal skills Common sense

Intelligence

Experience in selling(Source: Dalrymple et al)


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Sources of Salespeople

Other departments within the company

Recommendations from present salespeople or other company employees

Recommendations from centers of influence

Education institutions

Other companies with the industry

Professional associations

Discharge centers for the armed forces

Classified advertisements

Employment agencies

Unsolicited applicants(Source: Hite and Johnston)


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Turnover

What is turnover?

Consequences of turnover

Factors contributing to turnover


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What is turnover?

Turnover rate = (Separations per year/ Average size of the sales force)

Example:

15 separations this year

150 employees in the sales force

What is the turnover rate?

15/150= 10%

(Source: Dalrymple et al)


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Consequences of turnover

Higher costs

Separation costs

Replacement costs

Training costs

Differences in compensation levels (could be higher, the same, or lower) Differences in skills (could be higher, the same, or lower)

Vacant territory costs

Reduced amount of sales

Lower profits(Source: Hite and Johnston)


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Factors contributing to turnover

Size of the sales force

Higher advancement opportunities

Low compensation

Role ambiguity

Role conflict (Source: Hite and Johnston)

Emotional Exhaustion (Burnout)


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Recruiting Salespeople

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