Chapter Summary

The third phase in the sales force selection process involves (1) developing a system of tools and procedures to measure the applicants against the predetermined hiring specifications, and (2) actually using this system to select the salespeople. Processing applicants is a key activity in implementing a company’s strategic planning. When using any selection tool, management must make certain that it is complying with all pertinent laws and regulatory guidelines.

The application blank and the personal interview are the two most widely used selection tools. A short application blank may be used as an initial screening device. A longer application blank is a primary source of personal history information that can be used in hiring and in other phases of sales operations. An application blank is an excellent tool for getting information in three major categories of job qualifications—namely, the applicant’s physical condition, experience, and socioenvironmental information.

The personal interview, which is the most widely used of all selection tools, is designed to answer four questions regarding an applicant: (1) Is the person capable of excelling at this job? (2) How badly does the person want the job? (3) Will the job help the person realize his or her goals? (4) Will the person work to his or her fullest ability?

Unfortunately, interviews are not always an accurate predictor of job performance, because too many people don’t know how to interview. The predictive validity can be improved by using more than one interview, with more than one interviewer, in more than one place. Training the interviewers, providing a reasonable amount of structure to the interview, and using behavior-based interviews can also improve the process.

Interviews may vary according to (1) structure (guided versus nondirected interviews); (2) focus (behavior- versus performance-based interviews, or stress interviews); and (3) timing and method (early or late, telephone or face-to-face). Some companies are using videoconferencing to conduct interviews.

Psychological testing is another major selection tool, and researchers consider it the best tool for predicting job performance. The most commonly used tests cover four areas—mental intelligence, aptitudes, interests, and personality. There are some problems in using tests as part of the hiring process. Also, testing is more likely to be successful when firms are hiring a large number of inexperienced people using inexperienced recruiters, when the cost of failure is high, and when executives are free to use their own judgment.

Reference checks are widely used in the sales selection process. A personal visit or a phone call to a reference usually is a better method than letter writing. A key question to ask is whether the reference would hire the applicant. Credit reports and other outside sources may supplement reference checks. Assessment centers, the final hiring tool discussed briefly in this chapter, allow hiring companies to observe candidates perform simulated exercises.

Once acceptable recruits have been identified, the fourth phase of the staffing process begins: hiring. During preoffer planning, the acceptable recruits should be ranked. Then the company must decide what will be included in the offer and how it will be extended. The offer should include the compensation and the benefits. Some firms also offer to help the spouse or significant other find a job. Most offers specify a time by which the offer must be accepted.

Much of the sales recruit’s long-run success with a company depends on the fifth and final phase of the staffing process: socialization and assimilation. There is much to learn about the company, its people, and how things are done in the organization. The initial socialization begins during the preemployment period as the reps hear and read about the jobs they will soon begin. The second stage is the actual assimilation into the firm. During this period, the reps should become familiar with the firm’s operation and employees. Many firms are using mentoring programs to help salespeople feel comfortable in their new jobs.

In order to retain salespeople, companies must integrate them fully into the firm. The desire for social acceptance in the work group is so strong that the recruit who fails to gain it will probably quit. The sales manager can help employees initiate relationships by bringing the new employees together with their co-workers in social situations.