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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
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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$oid the(
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1uccess'ul Hiring e)uires 1ales3anagers to 4ollo& a Process
5hy6 E$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$idual
needed 'or the #ob
ttract su''icient nu(bers o' applicants
1elect the best-)uali'ied person 'or the position
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: 1teps o' a Co(prehensi$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$ie& process that accurately assesses )uali'ications4
"''er position to one or (ore applicants5
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Calculating
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5hy 1alespeople !ea$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
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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
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5riting a @ob *escription
.
8/18/2019 Chap 8 Tanner - Recruitment and Selection
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$er o%
!pplicants #eeded"
2 open positions
-1. selected , -8. acceptances
" 25
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ecruiting Internal pplicants
Pros 3anagers already no& a great deal about internal
applicants 5or habits, personality, and ability to assu(e (ore
responsibility
Cons Candidates seldo( possess sales e/perience 3anagers in 'ir(+s other areas &ill ha$e to replace
e(ployees &ho (o$e to sales
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ecruiting E/ternal pplicants
+riate
Recruiters !ocate and conduct initial applicant screening.
!dertising Posting in ne&spapers, (againes, andor online
Dlind ad$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$ie&s
&ith large nu(ber o' potential candidates
eRecruiting @ob openings posted on electronic bulletin boards or
&ebsites
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"nline ecruiting
3any 'ir(s are using online recruiting sites Correctly used, online sites e/pand reach and ti(e
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: 1tages o' the 1election Process
Ha$ing candidate co(plete application 'or(1
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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
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"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
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*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$e established criteria 'orho& an applicant responds to a stress-type
situation6 Is it acceptable 'or a sales (anager to use his or
her Ggut 'eelings to rate applicant responses6 5hy or &hy not6
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Dacground Feri'ication
s #udg(ent-neutral )uestions on theapplication 'or(
Contact re'erences
e)uire applicants to pro$ide di''erent categorieso' re'erences Dusiness
4inancial Educational
Credit checs
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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
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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
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.8-28
Dased on @ere(y Cohen, Gatural 1elect-ion, Sales & Marketing Management, 1epte(ber"ctober2008, 2;-2>.
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3odel 'or 1electing e& 1alespeople
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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
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$oiding Co((on Hiring 3istaes
6on7t Rush to ire
5rong rep hired Dacgrounds not di$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
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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.
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