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?

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Recruiting selecting personnel

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?


Figure 9 1 sales force turnover rates

Industrial

Services

Consumer

Figure 9-1: Sales Force Turnover Rates

21%

18%

34%

17%

26%

21%

53%

45%

65%

0-5%

More

than

10%

5-10%


Recruiting selecting personnel1

Recruiting & Selecting Personnel

In-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?


Recruiting selecting personnel2

Recruiting & Selecting Personnel

In-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?


Recruiting selecting personnel3

Recruiting & Selecting Personnel

In-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?


Recruiting selecting personnel4

Recruiting & Selecting Personnel

Selecting 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?


Recruiting selecting personnel5

Recruiting & Selecting Personnel

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


Recruiting selecting personnel6

Recruiting & Selecting Personnel

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?


Recruiting selecting personnel7

Recruiting & Selecting Personnel

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?


Recruiting selecting personnel

Chapter 9

Sales job

analysis

Sales job

qualifications

Recruit

candidates

Select

prospects

Validating

the process


Recruiting selecting personnel8

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)


Recruiting selecting personnel9

Recruiting & Selecting Personnel

Planning 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)


Recruiting selecting personnel10

Recruiting & Selecting Personnel

Planning 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)


Recruiting selecting personnel11

Recruiting & Selecting Personnel

Recruiting

  • 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


Recruiting selecting personnel12

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


Recruiting selecting personnel13

Recruiting & Selecting Personnel

Background 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?


Questions about interviewers what research shows

QUESTIONS ABOUT INTERVIEWERSWhat 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 inexperienced

interviewers?

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?


Common interviewer mistakes

COMMON INTERVIEWER MISTAKES

1.Failure to establish rapport

2.Lack of plan

3.Insufficient time

4.Not listening

5.Personal bias

6.Questions

7.First impressions


Figure 9 5 typical interview questions

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 asked

  • each of these questions in every interview, but you should be prepared to answer them

  • all. After reading each question, think about what the interviewer’s purpose may be in

  • asking the question. What is he or she trying to determine? What should your response

  • be 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.


Asking the right questions

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’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?


Previous employer reference check possible questions

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?


Table 9 4 validity of predictors for entry level jobs

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

PredictorValidity

Ability composite (tests) .53

Job tryout .44

Biographical inventory .37

Reference check .26

Experience .18

Interview .14

Training and experience ratings .13

Academic achievement .11

Education .10

Interest .10

Age .01


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).

Interpretation

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?


What makes a super salesperson

WHAT MAKES A SUPER SALESPERSON?

Personal Computer Photographic Equipment

Manufacturer Manufacturer

Threshold CompetenciesThreshold Competencies

Communication Decisiveness

*Information Collection *Information Collection

Personal Sensitivity *Organizational Awareness

*Relationship-building *Relationship-building

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.


Turnover rates in selected industries

TURNOVER RATES IN SELECTEDINDUSTRIES

Turnover

Rate

Industry1988-89

Construction45.8%

Office Equipment35.9

Instruments34.9

Retail28.0

Wholesale (Industrial)25.5

Electronics13.2

Utilities13.0

Food Products13.0

Machinery12.6

Rubber/Plastics11.6


First year cost of a salesperson in the u s

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


Job description factors

Selling Requirements:

New account vs. established account selling

Selling through distributors

Entertaining customers

Level of buying authority

Physical activity required

Weekends away from home

Relocation

Nonselling Tasks:

Reports to management

Customer service and training

Sales promotion

Degree of Responsibility and Authority:

Negotiations of pricing

Career Paths:

Compensation plan

Promotion timing

Performance Expectations:

Activity level requirements

Written proposals

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

Technical knowledge

Educational seminars

Collecting receivables

Marketing plans

Travel and entertainment

Earnings potential

Promotion leaders

Minimum sales volume or profits

JOB DESCRIPTION FACTORS


Table 9 1 what purchasing agents like about salespeople

Table 9-1 What Purchasing Agents Like About Salespeople

Percent of Respondents Who

Rated Most Valued

Traits

Willingness to fight for

customer

Thoroughness/follow-

through

Market knowledge/

willinness to share

Knowledge of product line

Diplomacy in dealing with

operating departments

Imagination


Table 9 3 recruiting sources for salespeople

Table 9-3 Recruiting Sources for Salespeople

Newspaper advertising

Employee referrals

Employment agencies

Educational institutes

Career conferences

Professional societies

Source

Percent of firms using source


Figure 9 3 a model for selecting salespeople

Direct recruit to control

location or phone number

Figure 9-3: A Model for Selecting Salespeople

Hiring

criteria

for

sales

jobs

used

to

guide

selection

process

Complete application

blanks

Conduct screening

interviews

Check credit and

background

Complete psychological

and achievement tests

Secondary interviews

Make offer for sales

position

Physical exam

Modify hiring

criteria, tests or

interviewprocedures

Measure subsequent

success on the job

Reject


Resume analysis

RESUME ANALYSIS

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?


Hiring criteria ranked by 100 sales managers

Hiring Criteria Ranked by 100 Sales Managers

Variable Characterisitc*

Maturity P

Personal selling/sales management skills M

Appearance P

Cooperativeness P

Communications/public speaking N

Disposition P

Punctuality P

Mannerisms P

General marketing skills M

English/writing skills N

Management skills N

Extroversion P

Marketing department reputation S

Product development/management skills M

Finance skills N

Market research skills M

Market logistics skills M

Personnel management skills N


Hiring criteria ranked by 100 sales managers continued

Hiring Criteria Ranked by 100 Sales Managers (continued)

Variable Characteristic

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.


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