Chapter 5

1. Chapter 5 Profiling and RecruitingSalespeople Eagles don’t flock. You have to find them one at a time. Yogi Berra

2. Recruiting and Selection Problems • Lack of resources • Lack of job specification and qualifications • Qualifications not objectively established • Lack of managerial training • Personal prejudices • Search for managerial talent

3. Key Laws and Regulations Affecting a Sales Force • Civil Rights Act of 1964 • Federal Contract Compliance, Executive Orders • Age Discrimination in Employment Act (1967) • Fair Employment Opportunity Act (1972) • Rehabilitation Act of 1973 • Vietnam Era Veterans Readjustment Act (1974) • Uniform Guidelines on Employment Selection Procedures (1978) • Americans with Disabilities Act (1990)

4. Fig. 5-2 Sales Force Staffing Process: Plan for Recruiting & Selection Determine Number of People Wanted Establish Responsibility for Recruiting, Selection and Assimilation Conduct Job Analysis Prepare Job Description Determine Hiring Qualifications Recruit Applicants Select Applicants Design a System For Measuring Applicants Measure Applicants Against Hiring Qualifications Make Selection Decisions Hire the People Assimilate New People into Sales Force

5. Number of reps needed = Total workload in market Workload one rep can handle Market workload: Customer Number of Calls Total x = class accounts per year calls A 400 20 8,000 B 600 10 6,000 14,000 One rep’s workload: Calls/day x Selling days/week x Working weeks/year = Annual workload 5 x 5 x 50 = 1250 Number of reps needed 14,000 1250 = = 112 reps Workload Analysis

6. Strategic Plans New - Eliminated/ + Promo- + Retirements + Terminations/ = Total new territories combined tions resignations reps needed territories Expansion MN and RI 2 promo 2 retirements 1 termination New repsinto Texas. Territories expected expected expected needed 4 - 1 + 2 + 2 + 1 = 8 Fig 5-3 Determining the Number of Salespeople Needed

7. Content of Job Description • Title • The nature of the product or service to be sold • Type of customers to be called on, frequency of calls, and types of personnel to be contacted • Specific tasks and responsibilities to be carried out • Organizational relationships • Mental and physical demands of the job • Environmental pressures and constraints that might affect the job

8. Fig. 5-4 Ten Traits and Abilities of Top Salespeople Trait Related Ability Ego strength To handle rejection Sense of urgency To complete the sale Ego drive To persuade people Assertiveness To be firm in negotiations Willingness to take risks To be innovative Sociability To build relationships Abstract reasoning To sell ideas Sense of skepticism To question, to be alert Creativity To sell complex products and ideas Empathy To understand customer needs Source: Erika Rasmusson, “The 10 Traits of Top Salespeople, “ Sales & Marketing Management, August 1999, pp. 34-37.

9. Recruiting for the Team • Willingness to share • Cooperative • Trusting • Empathetic • Accepting of others • Receptive to others ideas • Selflessness • Leadership skills

10. Source Comment Referrals: Candidates and position are known to person making referral. Existing sales force is an excellent source for referrals as they know their job requirements and can identify good matches. Current employees Company employees know the company and its products. Other Companies: Competitors Competitors know the customers and are familiar with your products. Customers Customers know your products and your company. Suppliers Suppliers know your company and your products. The Internet Recruits may come through the company’s own website – or through specialized Internet recruiting sites, such as Monster.com. Educational institutions Primarily used when recruiting inexperienced people. Students are usually actively involved in a job search, and this provides an efficient place to screen large numbers of available candidates. Advertisements Produces the greatest number of candidates, but the average quality is sometimes lower. Employment agencies The agency is often more costly than other methods, but it will do a large part of the initial screening. Part-time workers These workers are easy to contact, readily available, and can work flexible hours. This is a good source for in-home selling. Voluntary applicants These applicants are interested in your firm and probably possess a high degree of self-confidence, self-reliance, and initiative. Recruiting Sources of Sales Reps

11. Fig. 5-7 Differences in Student and Recruiter Perceptions of Important Attributes for Selecting a Sales Position Attributes as selected by the: Importance Rank Student Recruiter 1 Job satisfaction Training Program 2 Advancement opportunity Advancement opportunity 3 Company financial stability Salary 4 Recruiter shows interest Employee morale 5 Employee morale Job satisfaction 6 Fit with goals Company financial stability 7 Job Security Job security 8 Company reputation Company growth potential 9 Training program Employee voice own views 10 Company growth potential Task variety 11 Recruiter friendly Company reputation 12 Geographic location Non-monetary benefits 13 Non-monetary benefits Recruiter friendly 14 Salary Fits with goals 15 Recruiter personality Recruiter shows interest Source: Michael A. Wiles and Rosann Spiro, “Attracting Graduates to Sales Positions and The Role of Recruiter Knowledge: A Reexamination,” Journal of Personal Selling & Sales Management, Winter 2004, pp. 39-48.

12. Evaluation Criteria Consistent with strategic planning? Percent retained after 3 years Percentage successful after 2 yrs. Recruiting sources Number recruits Number hired Cost Frequency of use Within company: Sales force Other departments Other companies: Competitors Customers Noncompetitors Educational institutions Advertisements Employment agencies Voluntary applicants Computerized databases Fig. 5-8 Recruiting Evaluation Matrix