Recruiting & Selecting Personnel

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Recruiting & Selecting Personnel Asking the Right Questions - Discussion Question 4 1. May I look at your resume? 2. Where will I get my leads? 3. May I review your sales literature? 4. When are your slow times? 5. May I go with you on a sales call? 6. May I visit your marketing department?

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Recruiting & Selecting Personnel. Asking the Right Questions - Discussion Question 4 1. May I look at your resume? 2. Where will I get my leads? 3. May I review your sales literature? 4. When are your slow times? 5. May I go with you on a sales call? - PowerPoint PPT Presentation

Transcript of Recruiting & Selecting Personnel

Page 1: Recruiting & Selecting Personnel

Recruiting & Selecting PersonnelAsking the Right Questions - Discussion Question 4

1. May I look at your resume?

2. Where will I get my leads?

3. May I review your sales literature?

4. When are your slow times?

5. May I go with you on a sales call?

6. May I visit your marketing department?

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Figure 9-1: Sales Force Turnover Rates

53%

21%

26%

65%

18%17%

45%

34%

21%

Consumer Industrial Services

0-5% 5-10% Morethan10%

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Recruiting & Selecting PersonnelIn-Class Exercise 9-1 -- Which one to Pick?

• As a sales manager what are you trying to accomplish in an initial interview?

• Based on the job description, what are some of the qualifications you might look for in a candidate?

• What are the characteristics of a good interview question?

• Which person should be chosen for the last training class option?

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Recruiting & Selecting PersonnelIn-Class Exercise 9-1

• What questions will a strong candidate ask during an interview?

• Will you ask different questions of a person with experience than one coming out of college with no experience?

• What are common mistakes made by candidates on initial interviews?

• What are common mistakes made by companies during initial interviews?

• Is there a possibility of conflict between Armstrong and the wholesaler, if one of the wholesaler’s people is hired? How can the conflict be avoided?

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Recruiting & Selecting PersonnelIn-Class Exercise 9-2

• Why is T.S. letting you know about the offer?• Why is this such a difficult situation for the company?• What are the pitfalls of reacting in this situation?• Should management counter the offer?• Why do people leave after being successful with a

company for a long period of time?• What can management do to minimize the risk of this

happening?• If a start salesperson does leave to go to a competitor,

what steps can management take to minimize the damage?

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Recruiting & Selecting PersonnelSelecting Salespeople

Typical Interview Questions -- what is interviewer trying to determine?1. What was the most monotonous job you ever had to do?

What are your values & general orientation in life?

How creative were you in eliminating boredom?

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Recruiting & Selecting Personnel2. In thinking about people you like, what is it you most

like about them?Reflects what person is and desires to become

3. Up to this point in your life, what do you consider to be your biggest disappointment?Have you done anything? -- more active = more disappointments

4. How willing are you to relocate? To what extent are you willing to travel?Motivation in wanting job -- involves travel

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Recruiting & Selecting Personnel5. How do you feel about the way your previous employer

treated you?How you react to supervision & organizational cultures

6. What are your long-term financial objectives and how do you intend to achieve them?Are you realistic & mature? Will this company enable you to achieve these goals?

7. What was the most difficult decision you ever had to make as a leader?Were the leadership positions in your resume demanding or ceremonial in nature?What is your leadership style & philosophy?

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Recruiting & Selecting Personnel8. Why should we hire you?

How badly do you want the job?What do you think of yourself?Do you believe in yourself?

9. Sell me this pen.Do you really know how to make a sales presentation?Did you mention the main product benefits?Did you ask for the order?

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Sales jobanalysis

Sales job qualifications

Recruitcandidates

Selectprospects

Validatingthe process

Chapter 9

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Recruiting & Selecting Personnel

Physical Exams

• Selling is strenuous and stressful

• What are the physical requirements of the job?

• Americans with Disabilitites Act (1992)

• Graphology (9-16)

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Recruiting & Selecting PersonnelPlanning Cycle

• Job Analysis• Job Description (9-4)• Job Qualifications

– Research: » “Sales - ability to get other people to act”» “Balanced life-styles” are most successful

– Buyers perspective (9-5)– Sales vs. Technical skills

» -- which is more important?– Personality Factors (9-6)

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Recruiting & Selecting PersonnelPlanning Cycle

• Job Analysis• Job Description (9-4)• Job Qualifications

– Research: » “Sales - ability to get other people to act”» “Balanced life-styles” are most successful

– Buyers perspective (9-5)– Sales vs. Technical skills

» -- which is more important?– Personality Factors (9-6)

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Recruiting & Selecting PersonnelRecruiting

• Classified Ads• Reaches wide audience• Used if high turnover• Blind vs. open ads• Tend to over-produce under-qualified candidates

• Company Sources• Familiar w/ company products & procedures• Established job histories• Sales as a promotion• Over-rely on previous experience

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Recruiting & Selecting Personnel

Recruiting• Employment Agencies - best if company pays• Schools & Colleges - trend toward more use

• Poised & easily trained• Lack experience & become bored

• Customers, Suppliers & Competition• Good if need w/out much training• Legal & ethical issues• Common: insurance, stock broker, office

equipment, clothing

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Recruiting & Selecting PersonnelBackground and Credit Check

Previous Employer Reference Check• Dates of Employment?• What was the Job?• What type of selling was involved?• How did the applicant get along with his/her manager?

Customers? Fellow salespeople?• How did his/her job performance compare others?• Applicants strongest points? Weaknesses we should

help him/her overcome?• Why did s/he leave your company?• Would you rehire the applicant? Why?

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QUESTIONS ABOUT INTERVIEWERS What Research Shows

Does extensive interviewing experience help an interviewer to make better judgments?

Does pressure to recruit impair the judgment of experienced interviewers less than inexperiencedinterviewers?

When interviewing multiple recruits, do interviewers tend to use previous applicants as the standard ofcomparison for subsequent applicants?

Will the positive effects of good appearance offset an unfavorably rated personal history for a recruit?

How much of the factual information presented in an interview will the interviewer rememberimmediately after a short interview if no notes are taken?

How will lack of notes and factual recall affect the interviewer’s rating of the recruits interviewed?

How reliably can a group of interviewers rate a recruit’s qualifications for a job?

How reliably can a group of interviewers rate future job performance by a recruit?

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COMMON INTERVIEWER MISTAKES

1.Failure to establish rapport2.Lack of plan3.Insufficient time4.Not listening5.Personal bias6.Questions7.First impressions

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Figure 9-5: Typical Interview Questions

Why should we hire you?Regardless of the company and type of sales position for which you may interview,there are some interview questions that are typically asked. You may not be askedeach of these questions in every interview, but you should be prepared to answer themall. After reading each question, think about what the interviewer’s purpose may be inasking the question. What is he or she trying to determine? What should your responsebe to each question?

• What was the most monotonous job you ever had to do?• In thinking about the people you like, what is it you like most about them?• Up to this point in your life, what do you consider to be your biggest disappointment?• How willing are you to relocate? To what extent are you willing to travel?• How do you feel about the way your previous employer treated you?• What are your long-term financial objectives, and how do you propose to achieve them?• What was the most difficult decision you ever had to make as a leader?• Why should we hire you?• Sell me this pen.

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ASKING THE RIGHT QUESTIONS

About two weeks after starting a new job, doubts creep into your mind. The gap between what you were told and what’sactually happening gets wider by the day. When you’re on the job for three weeks, you say to yourself, “I think I madea mistake.” One way to avoid making a costly mistake like this is to ask the right questions when interviewing. Whatquestions would you ask when applying for a field sales position to avoid accepting the wrong job?

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PREVIOUS EMPLOYER REFERENCE CHECK -- POSSIBLE QUESTIONS

What were the dates if employment?What was the job?What type of selling was involved?How did the applicant get along with his or her managers? Customers?Fellow salespeople?How did his or her job performance compare with others on the job?What are the applicant’s strongest points?Are there any weaknesses we should help him or her overcome?Why did he or she leave your company?Would you rehire the applicant? Why?

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Table 9-4 Validity of Predictors for Entry-Level Jobs

Predictor Validity

Ability composite (tests) .53Job tryout .44Biographical inventory .37Reference check .26Experience .18Interview .14Training and experience ratings .13Academic achievement .11Education .10Interest .10Age .01

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WHAT’S IN A SIGNATURE?Signature

Small letters such as“a,” “e,” and “o” are more than 1/4 inch in height and farther to the right side of the page.

Small signatures, less than 1/8 inch tall with an upright slant and placed towards the left hand of the page.

Medium-sized signatures (about 1/4 inch).

InterpretationThese people tend to be enterprising and are usually risk takers, take charge leaders, and pacesetters. They are your typical salesperson.

These people tend to be objective observers.They keep cool, don’t get excited under pressure, and in general make good listeners and negotiators. They might be better for high-level sales to established clients.

These people are your team players. Interaction is their byword and they tend to play strictly by the rules. They take calculated risks, with emphasis on the calculations. Not generally sales types.

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WHAT MAKES A SUPER SALESPERSON?

Personal Computer Photographic Equipment Manufacturer Manufacturer

Threshold Competencies Threshold CompetenciesCommunication Decisiveness*Information Collection *Information CollectionPersonal Sensitivity *Organizational Awareness*Relationship-building *Relationship-buildingTechnical knowledge Systematic thinking

Differentiator Competencies Differentiator CompetenciesConcern for personal impact *Focused achievement*Focused achievement Interpersonal diagnosisInitiative Job commitment*Organizational awareness PersistencePersonal time-planning Presentation skillsQuick thinking Stress toleranceTargeted persuasion *Use of influence strategies*Use of influence strategies

* These traits were found in salespeople at both companies.

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TURNOVER RATES IN SELECTEDINDUSTRIES

TurnoverRate

Industry 1988-89

Construction 45.8%Office Equipment 35.9Instruments 34.9Retail 28.0Wholesale (Industrial) 25.5Electronics 13.2Utilities 13.0Food Products 13.0Machinery 12.6Rubber/Plastics 11.6

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FIRST YEAR COST OF A SALESPERSONIN THE U.S.

Compensation (trainee average) $24,752

Benefits (24% of compensation) 5,940

Field Expense 20,397

Direct Expense $51,089

Training Costs 16,117

Total Costs $67,206

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JOB DESCRIPTION FACTORSSelling Requirements:

New account vs. established account sellingSelling through distributorsEntertaining customersLevel of buying authorityPhysical activity requiredWeekends away from homeRelocation

Nonselling Tasks:

Reports to managementCustomer service and trainingSales promotion

Degree of Responsibility and Authority:

Negotiations of pricing

Career Paths:

Compensation planPromotion timing

Performance Expectations:

Activity level requirements

Written proposalsIndividual vs. team sellingOne time vs. systems sellingType of prospects and customersOne-on-one selling vs. groupsTravel -- how much and what kindProgram or concept sellingTechnical knowledge

Educational seminarsCollecting receivablesMarketing plans

Travel and entertainment

Earnings potentialPromotion leaders

Minimum sales volume or profits

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Table 9-1 What Purchasing Agents Like About Salespeople

0% 25% 50% 75% 100%

Willingness to fight forcustomer

Thoroughness/follow-through

Market knowledge/willinness to share

Knowledge of product line

Diplomacy in dealing withoperating departments

Imagination

Traits Percent of Respondents WhoRated Most Valued

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Table 9-3 Recruiting Sources for Salespeople

0% 25% 50% 75% 100%

Newspaper advertising

Employee referrals

Employment agencies

Educational institutes

Career conferences

Professional societies

Percent of firms using source

Sour

ce

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Figure 9-3: A Model for Selecting Salespeople

Direct recruit to controllocation or phone number

Complete applicationblanks

Conduct screeninginterviews

Check credit andbackground

Complete psychologicaland achievement tests

Secondary interviews

Make offer for salesposition

Physical exam

Measure subsequentsuccess on the job

Hiringcriteria

forsalesjobsused

toguide

selectionprocess

Modify hiringcriteria, tests or

interviewprocedures Reject

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RESUME ANALYSIS

1. Account for all dates.

2. Examine the number of jobs and length oftime spent on each job.

3. Reasons for leaving job.

4. Is there a pattern of growth?

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Hiring Criteria Ranked by 100 Sales Managers

Variable Characterisitc*

Maturity P Personal selling/sales management skills MAppearance PCooperativeness PCommunications/public speaking NDisposition PPunctuality PMannerisms PGeneral marketing skills MEnglish/writing skills NManagement skills NExtroversion PMarketing department reputation SProduct development/management skills MFinance skills NMarket research skills MMarket logistics skills MPersonnel management skills N

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Variable Characteristic

Civic functions OManagement science skills NAdvertising/advertising management skills MConsumer/industrial buyer behavior skills MSchool reputation SPricing skills MAccounting skills NInternship program SSocial functions ORecruiting success with school SInternship training skills NSports participation ORetailing/retail management skills MHome hobbies OFraternal organizations OSocial sciences/arts skills N

* P, personal traits; M,marketing skills; N, nonmarketing skills; S, school reputation; O, outside activities.

Source: Marketing News (January 13,1978), p.5.

Hiring Criteria Ranked by 100 Sales Managers (continued)