PLANNING FOR AND RECRUITING SUCCESSFUL SALESPEOPLE
I. WHAT IS SALES HUMAN RESOURCE MANAGEMENT?
II. PEOPLE PLANNING
A. People Planning – process of determining the number and type of people to hire.
B. More Effective And Efficient Use Of Human Resources
1. Interview-To-Territory Time Line
C. Improved Performance Of The Sales Force
1. What’s a salesperson worth?
a. A salesperson's worth depends on what the salesperson costs to the
company and on the profits from the products he or she sells.
2. Goal: Hire Above Average Performers
D. Who Does The Planning?
III. PEOPLE FORECAST
IV. DETERMINING TYPE OF PERSON FOR THE JOB
A. The Job Analysis Is Important
1. Job Analysis – the formal study of jobs to define specific roles or activities to
be performed in sales positions, for example, and to determine the personal
qualifications needed for the jobs.
2. The three steps in the job analysis are:
a. Examine the total sales force and the fit of each job, and determine
how each job relates to other jobs.
b. Select the jobs to be analyzed.
c. Collect the necessary information through observations of what
people actually do in the jobs, interviews of people in the jobs, and
questionnaires completed by job holders.
V. JOB DESCRIPTIONS AND SPECIFICATIONS FOR SUCCESSFUL PEOPLE
A. Job Specifications – people qualifications that the organization feels are necessary
for successful performances of the job.
B. What Are Job Specifications For Successful Salespeople?
1. Intelligence—the mental ability to perform at a high level.
2. Education—was an above-average student.
3. Personality—achievement oriented, self-confident, self-starter, positive
outlook on life, tactful, mature, and has developed a realistic career plan.
4. Experience—will work hard, go beyond the call of duty; if a recent graduate,
has participated in school organizations and created above-average class
5. Physical—good first impression, neat appearance, good personal habits, and
C. Profiling The Successful Candidate
1. Success in a company may include the following:
b. Prospecting ability
c. Ability to create a follow-up system
d. Ability to influence people's decisions and opinions
e. Ability to cultivate long-term client relationships
f. Ability to negotiate contracts and prices.
g. Ability to determine prospects'/customers' needs (hot buttons)
h. Computer skills
i. Selling ability
j. Conceptual ability
2. The American Computer Supply Corporation’s Profile
a. ACSC identifies the characteristics based on success criteria
established by its sales managers.
b. Next, it determines the level of each characteristic in its top
performers—people in the above-average and top-performer
categories—using personality and intelligence tests.
c. ACSC then determines the level of each characteristic in the job
applicants using personality and intelligence tests plus scored
interview questions designed to collect information on each
d. It hires applicants based on the characteristics.
e. ACSC tracks the performance of each rookie over time using the
TAAMU performance system. Performance measures are averaged
to create a performance index. These five TAAMU performance
categories are usually present:
VI. RECRUITMENT'S PURPOSE
A. Recruitment – the set of activities and processes used to legally obtain a sufficient
number of individuals that takes the people's and the sales force's best interests into
VII. LEGAL INFLUENCES
A. Equal Employment Opportunity Commission (EEOC) – the principal
government agency responsible for monitoring discriminatory practices.
B. Equal Pay Act of 1963 – legislation applied to private employers that prohibits
discrimination on the basis of sex for substantially equal work.
C. Education Amendments Act of 1972 – legislation that entitles employees in
executive, administrative, or professional capacities, as well as outside salespeople, to
D. Equal Employment Opportunity Act of 1972 – legislation that prohibits
discrimination based on race, sex, religion, or national origin.
E. What Recruiting Information Can Be Collected?
1. The equal employment opportunity criteria are based on two questions:
a. Are the employment practices equally applied, and do they have the
same effect on all potential employees, regardless of race, sex,
religion, national origin, or other personal characteristics?
b. Are the employment practices job related?
VIII. RECRUITMENT OF SALESPEOPLE
A. To be an effective recruiter, a sales manager must have the answer to several
1. How many people do I need to recruit?
2. Who does the recruiting?
3. Where do I find recruits?
4. How can I develop a qualified pool of applicants?
5. How can recruiting programs be evaluated?
B. How Many Recruits Does It Take?
1. A big difference exists between the total number of people a firm needs to
hire and the number of recruits it needs to generate to obtain its hiring goals.
C. Who Does The Recruiting?
IX. SOURCES OF RECRUITS--WHERE ARE THEY FOUND?
A. Internal sources
1. Internal recruitment sources come from inside the company.
2. Current employees
B. External sources
1. External recruitment sources come from outside the organization.
3. Public employment agencies
4. Private employment agencies
5. Radio and television
6. Newspaper advertisements
7. Telephone-in advertisements
8. The Internet
10. Colleges And Universities
C. Realistic job previews help both company and recruits
1. Companies can expect these results from realistic previews
a. Newly hired salespeople have a higher rate of job survival than those
hired using traditional previews.
b. Salespeople hired indicate higher satisfaction.
c. They can set the job expectations of new salespeople at realistic
d. They do not reduce the flow of highly capable applicants.
X. THE QUALIFIED APPLICANT POOL
A. The organization should know:
1. How candidates obtain information regarding job availability.
2. What attracts people to the job.
3. What are the likes and dislikes about the job.
4. Why the person took the job.
XI RECRUITMENT EVALUATION
XII. THE BOTTOM LINE