STAFFING THE SALESFORCE:

RECRUITMENT
AND SELECTION
AFTER STUDYING THIS CHAPTER, THE STUDENTS
SHOULD BE ABLE TO:

01 UNDERSTAND THE NATURE OF RECRUITMENT AND

SELECTION OF SALESPEOPLE;

02 EXPLAIN THE IMPORTANCE OF RECRUITMENT AND

SELECTION;

03 DISCUSS THE RECRUITMENT PROCESS;

04 DESCRIBE THE SELECTION PROCESS; AND

05 EXPLAIN THE SALESFORCE SOCIALIZATION.

 Both recruitment and selection of sales employees
are significant and fundamental process in the human
resource management of a sales organization. It suits
the talent requirements of a sales company and can
guarantee high-quality sales staff.
RECRUITMENT AND SELECTION OF
SALESPEOPLE

• Different, selling styles call for individuals with varying

qualifications as to the type and amount of education, other
training, and experience: A sales organization with trade
selling as its basic style seeks individual with minimal or
general education and little or no experience. On the other
hand, technical selling by the sales organization as its basic
style, its management looks for even higher caliber
individuals with scientific or engineering educations and/or
background.
• if the selling job involves new business selling,
management looks for individuals with the required abilities
to apply this selling style.
• If the job specifications call for special talents, such as
knowledge of engineering or pharmacy, then management of
the sales organization is likely to accentuate educational
institutions as sources of recruits and solicits applicants
using the personal contacts
• if trade selling ability is the main job/ qualification reguired,
management looks for various sources and emphasizes
indirect recruiting methods such as advertiting in newspapers
and trade pab looks for
RECRUITING AND SELECTING SALES STAFF REQUIRES AN
ORGANIZED AND WELL-THOUGHT-OUT APPROACH FOR
THE FOLLOWING REASONS:

1. examining that all duties are covered,

2. allowing selection decisions to be made,
3. making available criteria against the
assessment of the performance and
determination of the training needs, and
4. offering motivation as the salesperson
recognizes the jobs restrictions and
opportunities offering basis for the
advertisement
IMPORTANCE OF RECRUITMENT AND
SELECTION

• Salespeople reflect the corporate image of a sales

organization and determine whether a product can be
promoted soundly. Recruitnent and sclectin of
salespeople in the long term are advantageous to
strategic management and add to the return on net
assets.
 THE IMPORTANCE CAN BE STIMULATED FROM THE
FOLLOWING ASPECTS:
1. Recruitment end selection of salespeople are associated to
the survival and development of a sales organization.
2. Recruitment and selection of salespeople are the foundation
that ensures high quality of salespeople.
3. Salespeople are the motive power and vigor of sales and
marketing department.
4. When a sales organization effectively recruits and selects the
right employee, there is a domino effect.
THE RECRUITMENT PROCESS
The recruitment and selection of a salesforce typically are the
key to success for an organization. A successful sales team leads
to profitability and future growth.

Recruitment is the process of generating a pool of candidates

from which to select the appropriate person to fill a job vacancy.
JOB ANALYSIS
Job analysis is the process of analyzing the content to
produce an account of the tasks and competencies that
comprise a particular job through interviewing
employees with similar position and supervisors.
Observation could also be used as another method.
Furthermose, Job analysis is the writing of job
descriptions, and the deriving of job specifications so
that employers can identify the qualifications they
should hunt for in potential salespeople.
A job analysis usually covers the following areas:
1. The mental/physical tasks involved - This ranges from
judging, planning and managing to cleaning, lifting and
welding
2. How the job will be done - This describes the methods and
equipment to be used.
3. The reason the job exists - This includes an explanation of
job goals and how they relate to other positions in the
company.
4. The qualifications needed - This consists of training,
knowledge, skills, and personality traits.
JOB DESCRIPTION
The job description is basically an outline of how the job
fits in to the company. It should point out in broad terms the
job's goals, responsibilities and duties.
The job descripion based on a job analysis includes the
personnel profile of the type of person required to fulfill the
job description, setting out qualities, skills ang experience
that an ideal salesperson should posses
 PERSON SPECIFICATION
Person specification is a document that describes the
skills, knowledge, and qualities considered necessary to
carry out a particular job. It converts the job requirements
into tangible features that applicants must show. A person
specification for a sales job may consist of features that
are not easy to appraise and to assess in a candidate.
ATTRACTING POOL OF SALES RECRUITS
One thing in common about top-performing salespeople is
that they always reach their sales goals. In order to recruit
these talented and exceptional salespeople, employers
require taking a hard look in their offering to prospective
candidates.
Best salespeople look for a specific set of characteristics
from employers.
 THESE ARE THE WAYS THAT SET A CLEAR PATH TOWARD
ATTRACTING AND HIRING THE BEST TALENT:

1. Define and build an employer brand- The primary reason exceptional

salespeople would like to work for a particular company is the attractiveness
of the employer brand.

Attracting top salespeople necessitates executives to develop their employer

brands with the following features:

A. SITUATE THE COMPANY AS MARKET LEADER - The best salespeople are at all
times attracted in working for industry leaders or high-growth companies that
are dominantly positioned in their sector. There should be a track record of
success in a company and current salespeople are meeting or even exceeding
their quotas.
 B. PRESENT PRO-SALES CULTURE - High-performing salespeople
seeks respect coming from their immediate colleagues and from
the organization. They desire to work for companies that give
importance to what they do.
C. CREATE A STRONG CAREER PATH - In order to draw best talent
to be part of the company rather than a competitor, most sales
executives have to propose potential candidates more than just a
better job.
2. Propose competitive compensation - For business leaders to
draw sales professionals with successful sales records, they must
offer competitive compensation. In the long run proposing
competitive compensation package to buy talents in the labor
market is advantageous.

3. Highlight job meaning and impact - High sales performers are

also motivated to be attracted by companies that give high sense
of meaning to the job of salespeople. The opportunity for
salespeople to take ownership of their role within a company and
have a material impact should be highlighted more than just perks.
FINAL SELECTION
When all other steps have been completed in the
selection process, the sales manager must decide
whether to hire each applicant. The company reviews
everything known about a particular candidate, gathered
from screening, reference checks, interviews, and tests.
THE SELECTION PROCESS

Selection systems for sales personnel range from simple one

step systems consisting of nothing more than an informal
personal interview into complex multiple-step systems
incorporating diverse mechanisms designed to gather
information about the applicants for sales jobs. A selection
system is a set of successive screening where an applicant
may be dropped from further consideration at any step.
 PRE-INTERVIEW

Pre-interview screening is for the purpose of eliminating

obviously unqualified applicants, thus, saving the time of
interviewers and applicants. Most companies ask applicants to
complete interview application forms, which obtain information
on the applicant's basic qualifications, education, experience,
health, and the like.
FORMAL APPLICATION FORM

The formal application form serves as a central record for

all relevant information taken during the selection process.
A formal application is filled out after a preliminary
interview indicates that a job candidate has a promise as a
company salesperson. The application form may be filled
out by the applicant personally or by an interviewer who
records the applicants responses.
OBJECTIVE EVALUATION OF
PERSONAL HISTORY ITEMS
The total profile, rather than any single item, determines the
predictive value of the personal history items. However, individuals
possessing all the personal history requirements are those most
likely to succeed. Yet, many potentially successful salespeople do
not possess all the requirements. For instance, one company may
find out that most of its best salespeople were hired between the
ages of thirty and thirty-five years.

.
 THE INTERVIEW
The interview is the most commonly used selection step, and in some companies,
it encompasses the complete selection system. Some personnel experts criticize
the interview as an unreliable tool, although it is a useful way to get certain
information.
Good interviewers avoid covering the same ground as other selection devices.
The interviewer reviews the completed application form prior to the interview and
refrains from asking questions already answered.
The job interview can be a trying experience for the applicant. Even for the
experienced salespersons who are comfortable in selling themselves and their
products daily to strangers, the great importance attached to a job change and the
unfamiliarity of the situation may cause nervousness.
Questions during the Interview
THE QUESTIONS ASKED TO THE APPLICANT SHOULD REFLECT THE
FOLLOWING:
1. Attitude - Was there a time that you lose in competition? How do you feel? How do you
manage customer complaints?
2. Motivation - How will this job help you out to get what you desire? What hindrances are
most possible to trip you up?
3. Initiative - How do you consider about working on your own? How did you enter into sales?
once?
4. Stability ~ What things upset you most? What is your most enjoyable work expense?
5. Planning ~ Provide me a plan of how you will spend a usual day last.
6. Insight- What are your strengths and wegknesses? What can you say about You employer?
7. Social Skills - What type of customer (person) do you relate well? What is effective in
dealing with people?
Interview techniques
Many companies provice specialized training
for the interviewee. Scientifically designed
rating scales and interview record forms help
interviewers to guide discussions along the
productive lines. Interviews have become
increasingly important sources of information
about applicants and their reactions.
 THE INFORMAL AND UNPLANNED INTERVIEW HAS BEEN GIVING WAY IN MOST
COMPANIES TO NEWER TECHNIQUES, SOME OF WHICH ARE DESCRIBED BELOW.

1. Patterned Interview - The interviewer uses a ready outline of

questions designed to draw out a basic core of information.Greater
spontaneity results when the interviewer memorizes the outline and
records the answers after the interview.
2. Non-directive Interview - In this technique, the applicant is
encouraged to speak freely about his or her experience, training, and
future plans. The interviewer asks few direct questions and says
only enough to keep the interviewee talking. The non-directive
interview does not give the answers to standard questions, and
much time is spent on outwardly irrelevant subjects.
3. Interaction (stress) Interview - The interaction interview
replicates the stresses that the applicant would encounter in
real selling and provides a means to study the applicant's
reactions to them. This interviewing practice has long been
used by sales executives who, in interviewing prospective
sales personnel, hand the applicant an object and say "Here,
sell this to me”
4. Rating Scales - One weakness of the personal interview is
its tendency to be short of objectivity, a shortcoming that is
reduced using rating scales. These are so created that
interviewers' ratings are directed into a restricted option of
responses.
 REFERENCES
References supply information on the applicant not obtainable
from other sources. Some employers contradict the value of
references.
Personal contact is the most excellent approach to get information
from the references. Facial expressions and voice intonations
disclose a great deal, and most people are more truthful orally than
in writing.
Applicants are likely to name as references for those on whom they
can trust to speak good things about them. In addition, there is a
tendency for references to be biased in favor of an applicant.
 THESE PEOPLE OFTEN ARE EXCELLENT SOURCES FOR FRANK
APPRAISALS AND FALL INTO FOUR CLASSIFICATIONS:

1. Present or former employers - These have observed the

applicant under real work conditions.
2. Former customers - If applicants have selling experience, their
former customers are in a position to evaluate sales ability.
3. Reputable citizens - If references suggested by the applicant
are used, it is best first to contact those who are reputable and
well-known persons.
4. Mutual acquaintances - Those who are familiar with both the
applicant and the employer may give their honest evaluations.
CREDIT CHECKS
Many companies use credit checks on applicants for
sales positions. When a serious burden of personal debt
is found, it may show financial worries that hinder with
the productivity, or a motivating factor serving to
encourage productivity to determine which needs more
investigation.
.
 EMPLOYMENT TEST
Employment test refers to a procedure, techniques or measurement
instrument for establishing characteristics like aptitudes capabilities,
intelligence, knowledge, skills or personality. Sales managers may use the
testing process in any one of several ways. They may decide the
following:
1. Not to use tests,
2. To administer tests and to interpret the results themselves,
3. To administer tests and have someone else interpret the results, and
4. turn the testing over to consulting industrial psychologists.
 TYPES OF TESTS
FOUR TYPES OF PSYCHOLOGICAL TESTS ARE USED IN SELECTION
SYSTEMS FOR SALES PERSONNEL:
1. Tests of ability measures how well a person can carry out particular
tasks with utmost motivation (tests of best performance). Tests of
ability contain tests of mental ability (intelligence tests) and tests of
special abilities (aptitude tests). Tests of mental ability or intelligence
tests are used in an extensive array of applications and have higher
soundness and dependability than most psychological tests. However,
they determine primarily the abilities that make for success in
educational or training situations, namely, language usage and
comprehension, and abstract reasoning or problem-solving ability.
They do not assess creativeness, originality, or insight.
2. Tests of habitual characteristics gauge how prospective employees act in their
daily work normally (tests of typical performance). These consist of attitude,
personality, and interest tests. Attitude tests are more suitable as moral
measuring techniques than as selection aids.
3. Interest test measures an individual's interest in a particular type of job. A
basic hypothesis embodded in the use of interest test is that a relationship exists
between interest and motivation. Hence, if two persons have equal ability, the one
with the greater interest in a particular job should be more successful in that job.
A second hidden hypothesis is that interests are invariable, that those of a person
at age forty are the same as they were at twenty-one. The interest test is useful
for vocational guidance, but it is not a satisfactory selection device.
4. Achievement tests measure how much the individuals have gained knowledge
from their experience, training, or education. Achievement tests try to determine
how much individuals are knowledgeable on a subject.
2. Tests of habitual characteristics gauge how prospective employees act
in their daily work normally (tests of typical performance). These consist of
attitude, personality, and interest tests. Attitude tests are more suitable as
moral measuring techniques than as selection aids.
3. Interest test measures an individual's interest in a particular type of job.
A basic hypothesis embodded in the use of interest test is that a
relationship exists between interest and motivation. Hence, if two persons
have equal ability, the one with the greater interest in a particular job
should be more successful in that job. A second hidden hypothesis is that
interests are invariable, that those of a person at age forty are the same as
they were at twenty-one. The interest test is useful for vocational
guidance, but it is not a satisfactory selection device. This is because of
the opportunity for faking responses in which individuals may select
answers overstating their interest in a particular field. interest tests help in
predicting selling success.
PHYSICAL EXAMINATION
Good health is important to a salesperson's success, most
companies require physical examinations. Since it is costly, the
physical examination usually is one of the last steps.

SOURCES OF SALESPEOPLE
.
Companies use several sources to find the qualified applicants.
The search can be initiated within the company by surveying the
sales force for possible recruits and then looking for individuals
from other departments.
SOURCES WITHIN THE COMPANY
1. Company salespeople - Many individuals apply for sales jobs because
they know company salespeople and salespeople's recommendations
may form an excellent source. Frequently such applicants are familiar
about company policies.
2. Company executives - Recommendations of the sales manager, the
president, and other company executives are an essential source. Sales
executives personal links could be top-caliber people.
3. Internal transfers - Furthermore, two internal sources of recruits are the
other departments and the non-selling section of the sales department.
Employees longing transfers know the company policies and the
personnel department of the sales organization has substantial detailed
information concerning them.
 SOURCES OUTSIDE THE COMPANY
1. Direct unsolicited applications - All companies accommodate "walkin" and "write-
in" applications for sales positions. Some sales managers favor employing applicants
who take the initiative in seeking sales jobs.
2. Employment agencies - Traditionally, sales managers consider employment
agencies as not-so-good sources. Many sales organizations frequently experience
that agency referrals' fall short to meet sales job specifications.
3. Salespeople making calls on the company - The purchasing director is in touch
with salespeople from other companies and is in a best position to appraise their
sales performances. The purchasing director meets talented salespeople in his job.
4. Employees of Customers - Some companies consider their customers as a
recruiting source Customers suggest people in their organizations who have reached
the utmost potential of their current jobs.
5. Sales forces of non-competing companies - Often, salespersons, currently
employed for non-competing companies, are good supply of prospects These
individuals possess selling experiences, some of it readily transferable.
6. Salesforce of competing companies - The experience in selling the same
products to the same markets, salespeople hired from competitors sales
forces may just need minimal training. On the other hand, competing sales
forces are pricey sources. Commonly best pay must be offered to temps
these salespeople to vacate their current: positions.
7. Educational Institutions - This type of source consists of colleges and
universities, community colleges, vocational-technical institutes, business
colleges, high schools, and night schools. It is realistic that graduates have
reached certain educational levels.
8. Recruiting consultants - In many cities, independent companies function
as specialists in recruiting sales personnel for client firms. These consultants
maintain contacts with diverse local organizations such as schools, and
churches, training specialists and alumni associations and have files
identifying possible candidates for sales jobs.
9. Indirect recruiting in newspaper advertisement - City newspapers carry
numerous advertisements announcing job openings for salespeople. Normally,
such advertisements are displayed both in classified ad sections and as
display advertising.
10. Recruiting brochures - Some sales companies give out brochures
outlining sales career opportunities to applicants. Effective brochures are
written based from the perspective of the potential sales recruit.
SALESFORCE SPECIALIZATION
Once the process of recruiting and selection is complete, the newly
hired salesperson must be integrated into the sales force. Salesforce
socialization refers to the process which involves the formal introduction
of the recruit to company practices, procedures, and philosophy as well
as the social aspects of the job.
Effective development of job skills, acceptance of correct role
behaviors and organization values, and adjustment to the work group and
its norms can influence a fresh recruits motivation, job satisfaction, and
performance. There are two levels in the socialization process. Initial
socialization happens during the recruiting, selection, and introductory
training processes. Extended socialization is completed during long-
term training, job rotation, and corporate social activities.
THE FOLLOWING ARE IMPORTANT THINGS TO REMEMBER IN
SALESFORCE SOCIALIZATION:
1. Initiation to task is the degree in which a sales trainee feels
knowledgeable and accepted as a working partner.
2. Role definition is an understanding of what tasks are to be executed,
what the precedence of the tasks is, and how time should be distributed
among the tasks.
3. Trainees who have been appropriately recruited and trained are likely to
be more self-assured on the job and have fewer problems with job
conflicts, leading to higher job satisfaction, involvement, commitment,
and performance.
4. Studies have revealed the correlation between positive relationships and
salespeople's job-related attitude and performances.
5. Newly hired salespeople should be really interested in learning about
their jobs, peers, and supervisors. More extensive socialization is needed
to do this and should be carried out besides the basic orientation.
THANK YOU!