1 copyright © 2001 by harcourt, inc. 6 module 6 staffing the salesforce recruitment and selection

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Copyright © 2001 by Harcourt, Inc.

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Module 6Module 6

Staffing the Salesforce Staffing the Salesforce

Recruitment and SelectionRecruitment and Selection

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Poor Recruitment and Selection Poor Recruitment and Selection Creates ProblemsCreates Problems

• 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

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Introduction to Salesforce Introduction to Salesforce SocializationSocialization

The process by which salespeople acquire the knowledge, skills, and

values essential to perform their job.

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The Recruitment and Selection The Recruitment and Selection ProcessProcess(Figure 6.2)

Planning for Recruitmentand Selection• Job Analysis• Job Qualifications• Job Description• Recruitment & Selection Objectives• Recruitment & Selection Strategy

Step 1

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The Recruitment and Selection The Recruitment and Selection ProcessProcess

Planning for Recruitment and Selection• Job Analysis

– An investigation of the tasks, duties, and responsibilities of the job

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• Job Analysis • Job Qualifications - the aptitude, skills,

knowledge, personal traits, and willingness to accept occupational conditions necessary to perform the job


Planning for Recruitment and Selection

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Domestic– Sales Experience

– Educational Level

– Willingness to Travel

– Willingness to Relocate

– Ability to Work Independently

International– Patient– Flexible– Confident– Motivated– Tolerant of New Ways– Desire to Work Abroad– Sense of Humor

• Job Analysis • Job Qualifications



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• Job Description - a written summary of the job– Job Title– Duties, Tasks, and Responsibilities– Administrative Relationships– Type of Products to be Sold– Customer Types– Significant Job-Related Demands



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Recruitment and Selection Objectives • Determine present and future needs in terms of

numbers and types of salespeople• Meet the company’s legal and social responsibilities

regarding composition of the salesforce• Reduce the number of underqualified or

overqualified applicants• Increase the number of qualified applicants at a

specified cost• Evaluate the effectiveness of recruiting sources and

evaluation techniques

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Recruitment and Selection Strategy• When will the recruitment and selection be done?• How will the job be portrayed?• How will efforts with intermediaries be optimized?• What type of salespeople will be hired when

developing an international salesforce?• How much time will be allowed for a candidate to

accept or reject an offer?• What are the most likely sources for qualified

applicants?

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Recruitment: LocatingProspective Candidates• Internal Sources• External Sources

Step 1 Step 2

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6 The Recruitment and Selection The Recruitment and Selection ProcessProcess

Recruitment: Locating Prospective Candidates

• Internal Sources– Employee Referral Programs

• External Sources – Advertisements– Private Employment Agencies– Colleges and Universities– Job Fairs– Professional Societies– Career/Job-related web sites– Computer Rosters

• Wonderlic Personnel Test, Inc.• SkillSearch

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Recruitment: LocatingProspective Candidates• Internal Sources• External Sources

Selection: Evaluating & Hiring• Screening Resumes and Applications• Initial Interview• Intensive Interview• Testing• Assessment Centers• Background Investigation• Physical Exam• Selection Decision/Job Offer

Step 1 Step 3Step 2

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Selection: Evaluation and Hiring• Screening Resumes and Applications

– Job Application Form

• Interviews– Interview Guide (Ex. 6.5)

– Initial Interview

– Intensive Interview

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Selection: Evaluation and Hiring• Screening Resumes and Applications• Interviews• Interviewer Bias

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Selection: Evaluation and Hiring• Screening Resumes and Applications• Interviews• Interviewer Bias• Testing

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Selection: Evaluation and Hiring• Screening Resumes and Applications• Interviews• Interviewer Bias• Testing• Assessment Centers

– A set of well-defined procedures for utilizing multiple techniques such as group discussion, business game simulations, presentations, and role-playing exercises for the purpose of employee selection or development

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Selection: Evaluation and Hiring• Screening Resumes and Applications• Interviews• Interviewer Bias• Testing• Assessment Centers• Background Investigation

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Selection: Evaluation and Hiring• Screening Resumes and Applications• Interviews• Interviewer Bias• Testing• Assessment Centers• Background Investigation• Physical Exam

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Selection Decision and Job Offer

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Legal and Ethical Considerations Legal and Ethical Considerations in Recruitment and Selectionin Recruitment and Selection

Key Legislation (Exhibit 6.6)

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Guidelines for Sales ManagersGuidelines for Sales Managers

• Become familiar with key legislation affecting recruitment and selection

• Conduct job analysis with an open mind, attempting to overcome personal mental biases

• Job descriptions and job qualifications should be accurate and based on a thoughtful job analysis

• Sources of job candidates should be informed of the firm’s legal position

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Guidelines for Sales Managers, Guidelines for Sales Managers, tootoo

• Communications must be devoid of discriminatory content

• All selection tools should be related to job performance

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Ethical IssuesEthical Issues

• Misrepresentation• Stress Interview

1 copyright © 2001 by harcourt, inc. 6 module 6 staffing the salesforce recruitment and selection

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