Professional Documents
Culture Documents
Chapter 09
Chapter 09
CHAPTER 9
SELECTION, PLACEMENT, AND SOCIALIZATION OF SUCCESSFUL SALESPEOPLE
LEARNING OBJECTIVES
The selection, placement, and socialization of salespeople are extremely important to the sales force and the new individual. This chapter should help you understand: The purposes, importance, and influencing factors of selection and placement. The predictors used to make selection decisions. The many forms of personnel selection, as well as their differences and similarities. That evaluation of selection and placement decisions is very necessary. With whom the final decision rests. The need to effectively socialize new personnel into their jobs.
Copyright 2001 by Harcourt, Inc. All rights reserved.
The proper match between person and job can improve productivity and reduce operating costs.
The Uniform Guidelines include all forms of information collection methods used to make selection decisions.
Other category: employment tests, interviews, etc. Other characteristics: physical examinations, reference checks, etc.
1 . A p p l i c a t i o n
6 .P h y s i c a l E x a m i n a t i o n
2 .I n i t i a l I n t e r v i e w
Y e s o D e c is io n N
5 .R e f e r e n c e C h e c k s
3 .I n d e p t h I n t e r v i e w s
4 .T e s t i n g
Copyright 2001 by Harcourt, Inc. All rights reserved.
Information classified into the other characteristics category usually represents minimum qualifications for a job.
When reviewing an application blank, the sales manager should look for the following: Minimum job requirements. All dates accounted for. Number of jobs and length of time spent on each job. Reason given for leaving jobs.
Pattern of growth.
TABLE 9.1 INTERVIEWS ARE IMPORTANT FOR THE SALES MANAGER AND THE APPLICANT
Determine what will be received from the job, such as training, compensation, promotional opportunities Meet the potential boss and determine if a match exists
SUCCESSFUL-LOOKING
The successfulPERFORMANCE looking failure FAILURE The unsuccessfullooking failure The successfullooking success PERFORMANCE The unsuccessful- SUCCESS looking success
UNSUCCESSFUL-LOOKING
Types of Interviews
In a structured interview, the recruiter asks questions, often from a standard form. In an unstructured interview, the recruiter asks few preplanned questions and often begins with open-ended questions such as Tell me about yourself or Why do you want to sell for IBM?.
The Stress Interview An interviewer may place the applicant in a stressful situation to ascertain how the person might cope with stress when selling.
Physical appearance.
One of the reasons nonverbal cues are so powerful is that, in most cases, interviewers are not aware of them as possible casual agents of impression formation. Interpretation of nonverbal cues varies with each person.
Copyright 2001 by Harcourt, Inc. All rights reserved.
1 . P r e p a r a t i o n
TESTS
Employment test refers to a procedure, technique, or measurement instrument for ascertaining characteristics such as aptitudes, capacities, intelligence, knowledge, skills, or personality.
Sales managers may decide the following: Not to use tests. To administer tests and interpret the results themselves. To administer tests and have someone else interpret the results. To turn the testing over to consulting industrial psychologists. The majority of sales managers use tests as only one part of the selection process. To be used successfully, tests must have reliability and validity.
Copyright 2001 by Harcourt, Inc. All rights reserved.
Test subjects that are often used for selecting sales personnel include:
Aptitude tests. Intelligence tests. Interest tests. Knowledge tests. Personality tests.
The polygraph test measures blood pressure, respiration, heartbeat and skin response and plots these on a graph.
Polygraph tests are seldom used to screen applicants for outside sales jobs for national companies and primarily are used by smaller companies.
The major problems with testing are: Tests are misused and not understood. Applicants can become test wise.
ASSESSMENT CENTERS
The assessment center is a centralized organizational unit within the firm.
EMPLOYMENT REFERENCES
References are the names of persons from whom information can be obtained on an applicants ability and character.
PHYSICAL EXAMINATIONS
Almost all companies require their prospective employees to undergo physical examinations. As a general rule, if the applicant gets this far in the process, he or she has the job unless health problems are discovered.
Costs to consider include both actual and potential costs: 1. Actual costs. a. Recruiting and assessment costs. b. Induction and orientation costs. c. Training costs.
continued
2. Potential costs.
a. Costs associated with hiring a person who subsequently fails. b. Costs associated with rejecting a person who would have been successful on the job.
Increase performance and job satisfaction. Reduce job anxieties and the fear of failure. Reduce turnover. Impart a positive image of the company, job duties, and future expectations. Save the managers time and thus reduce costs.