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?
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?
ConsumerFigure 9-1: Sales Force Turnover Rates
In-Class Exercise 9-1 -- Which one to Pick?
In-Class Exercise 9-1
In-Class Exercise 9-2
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?
2. 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
5. 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?
8. 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?
Background and Credit Check
Previous Employer Reference Check
Does extensive interviewing experience help an interviewer to make better judgments?
Does pressure to recruit impair the judgment of experienced interviewers less than inexperienced
When interviewing multiple recruits, do interviewers tend to use previous applicants as the standard of
comparison 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 remember
immediately 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?
1.Failure to establish rapport
2.Lack of plan
About two weeks after starting a new job, doubts creep into
your mind. The gap between what you were told and what’s
actually happening gets wider by the day. When you’re on
the job for three weeks, you say to yourself, “I think I made
a mistake.” One way to avoid making a costly mistake like
this is to ask the right questions when interviewing. What
questions would you ask when applying for a field sales
position to avoid accepting the wrong job?
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?
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?
Ability composite (tests) .53
Job tryout .44
Biographical inventory .37
Reference check .26
Training and experience ratings .13
Academic achievement .11
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.
(about 1/4 inch).
These 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.WHAT’S IN A SIGNATURE?
Personal Computer Photographic Equipment
Threshold CompetenciesThreshold Competencies
*Information Collection *Information Collection
Personal Sensitivity *Organizational Awareness
Technical knowledge Systematic thinking
Differentiator CompetenciesDifferentiator Competencies
Concern for personal impact *Focused achievement
*Focused achievement Interpersonal diagnosis
Initiative Job commitment
*Organizational awareness Persistence
Personal time-planning Presentation skills
Quick thinking Stress tolerance
Targeted persuasion *Use of influence strategies
*Use of influence strategies
* These traits were found in salespeople at both companies.
Benefits (24% of
Field Expense 20,397
Training Costs 16,117
New account vs. established account selling
Selling through distributors
Level of buying authority
Physical activity required
Weekends away from home
Reports to management
Customer service and training
Degree of Responsibility and Authority:
Negotiations of pricing
Activity level requirements
Individual vs. team selling
One time vs. systems selling
Type of prospects and customers
One-on-one selling vs. groups
Travel -- how much and what kind
Program or concept selling
Travel and entertainment
Minimum sales volume or profitsJOB DESCRIPTION FACTORS
Percent of Respondents Who
Rated Most Valued
Willingness to fight for
willinness to share
Knowledge of product line
Diplomacy in dealing with
Percent of firms using source
location or phone numberFigure 9-3: A Model for Selecting Salespeople
Check credit and
and achievement tests
Make offer for sales
criteria, tests or
success on the job
1.Account for all dates.
2.Examine the number of jobs and length of
time spent on each job.
3.Reasons for leaving job.
4.Is there a pattern of growth?
Personal selling/sales management skills M
Communications/public speaking N
General marketing skills M
English/writing skills N
Management skills N
Marketing department reputation S
Product development/management skills M
Finance skills N
Market research skills M
Market logistics skills M
Personnel management skills N
Civic functions O
Management science skills N
Advertising/advertising management skills M
Consumer/industrial buyer behavior skills M
School reputation S
Pricing skills M
Accounting skills N
Internship program S
Social functions O
Recruiting success with school S
Internship training skills N
Sports participation O
Retailing/retail management skills M
Home hobbies O
Fraternal organizations O
Social 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.