Ch08 - Ch09 - Recruiting Training

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Chapter 8

Recruiting and Selecting the Sales


Force

SALES MANAGEMENT:
SHARPING FUTURE SALES LEADERS
Tanner, Honeycutt, and Erffmeyer,
2e Wesser 2014.

Copyright © 2014 Wesser Publiser


Objectives Chap.8

Explain the five steps of the selection


process
Understand of important role of a job
description.
Explain why it’s important to have a diverse
sales force
List common recruiting mistakes and ways to
avoid them
Recruiting and Selection Process

1 Planning to hire

Identify KSA
2
In each step,
salesperson needs
sales or HR will
3 Attract sufficient
be responsible
number of applicants for recruiting ?

4 Conduct interview to
select the best

5 Offer position to
applicants
1 Planning to hire

The plan help the firms:  How many


Salesperson ?
 Have list of applicants
 What are sales’ KSA
available any time.
you need?
 Choose the best one with  When?
least costs.
 How to recruit
effectively?
 ………..

Number of salespeople that left during the year


Annual Turnover Rate =
Average sales force size during the year

4
= = 16%
25
8-4
2 Identify Salesperson’s KSAs need ?
Identify • Working and major Experiences
Identify job
job
Qualifications
Qualifications (JQ)
(JQ) • Professional degree, Personalities, Specific skills
• Others requirements: be minority, local

• The nature of the products and services


• Duties on market and internal
• Specific tasks and responsibilities
Prepare
Prepare aa job
job • Relationship(s) with other people in organization
Description
Description (JD)
(JD) • Intellectual and physical demands of the job
• Environmental factors affecting position, such as
amount of travel
• Compensation rewards and benefits ….

• What are the activities? kinds of customers will be


contacted?
Conduct
Conduct aa job • Working Environments.
Analysis (JA)
(JA) • What are knowledge, skills, and potential needed
8-5
3 Attract applicants

Referrals  Current reps (or customers) provide names

 Posting in newspapers, magazines, and/or online


Advertising  Blind advertisements

Private  Locate and conduct initial applicant screening.


Recruiters

Educational  Colleges and universities


Institutions  Entry-level sales positions

 Opportunity to conduct initial screening interviews


Job/Career Fairs with large number of potential candidates

 Job openings posted on electronic bulletin boards or


e-Recruiting websites

8-6
4 Conduct interview process to select the best

1
Having completed application form
2
Testing candidate
3
Interviewing candidate
4
Verifying candidate’s background info
5
Conducting physical exam (if necessary)

8-7
Test and Interview
Testing Interview
 Test applicants’  Test the skills and
knowledge attitude
 Passed ones can be  Select the best ones
taken responsibility from people who
 Draft interview passed the tests

-8
Applicants’ Interview

Some questions candidates typically ask interviewers:


 What percentage of the job will require travel?
 What is the likelihood of relocation?
 What are the starting salaries for a particular position?
 What is the typical career path of each position?
 What is the compensation package?
 What are the benefits?
 ….
Other Interviews
Stress interview: places the applicant in
unstructured situation to see how well he/she
performs
Group interview: group of applicants placed in
a group or open forum and encouraged to ask
questions
Panel interview: placing a single applicant
before a panel of company representatives
Field observation: applicant travels with rep
making calls on current and potential clients
.
8-10
Discussion Questions

 Do you think stress interviews are


necessary?
• As an applicant?
• If you were a sales manager?
 Why is it important to have established
criteria for how an applicant responds to a
stress-type situation?

.
8-11
5 Offer position applicants

Includes
• Deadline for accepting the
position
• Info about responsibilities
• Starting salary
• Allowable moving expenses
• Formal training dates
• Time before first performance
review
• When rep will first be eligible
for a raise
Recruitment by Headhunters

 Company Prepares the Job


Description & other requirements
 Headhunter conducts some
steps in recruiting process, from
selecting candidate to draft
interview.
 The company makes the final
test and makes the last decision.

8-13
Avoiding Common Hiring Mistakes

Failing to Conduct Not Generate Enough


Don’t Rush to Hire
Proper Job Analysis Applicants
 Wrong rep hired  Identify essential  Have a large enough
 Backgrounds not skills, knowledge, and applicants to select
diverse activities that new hire the best ones
should possess to
succeed

Poor Interview Not Conduct Complete


Planning comprehensive Interview Background Check
 Don’t interview “off the  Sales managers ask a  Up to 20% fabricate
cuff” few questions and facts and
 Coordinate multiple make decision base accomplishments
interviewers on their experience as
reps.
All rights reserved. No part of this publication may be reproduced, stored in
a retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.
Chapter 9
Training the Sales Force

SALES MANAGEMENT:
SHARPING FUTURE SALES
LEADERS, Tanner, Honeycutt, and
Erffmeyer, 2e Wesser 2014.

Copyright © 2014 Wesser Publiser


Objectives Chap.9

How Important Is Sales Training ?


What are obstacles in making a sales
training plan ?
Training process
How Important Is Sales Training ?
BUT . . . .
 Increase sales only 30% of firms provide
real sales training.
 Raise profit
 Improve customers
relation
 Reduce turnover
rate of sales forces
 …..
WHY..? WHY..? WHY.. ?...

 Not sure about effectiveness of training,


especially comparing with cost.
 Skilled people usually request more
compensation/ benefit.
 Not known what sales people should be
trained, or how to conduct a sales
program?
 Management does not reinforce the
training

12-19
WHY..? WHY..? WHY.. ?...

Lack of frontline sales managers,


Experienced salespeople and
specialists.
Salespeople’s lack of
understanding of what training is
supposed to accomplish
Salespeople don't know how to
apply training to everyday tasks
Don’t know how to elect the
training method appropriate.
In the world…

• Top performing companies


invest more 57 hours (1.5
week) yearly of training for
sales.
• 94% sales personnel report that
sales training helps them do
their jobs better.
The Training Process:
4-Stage Training Cycle
Stage 1

 Organization Analysis – Review the


firm’s mission, strategic initiative and
upper management mandates to guide
training to fit with firm’s current
strategic goals.
 Task Analysis – Focus on identifying
the KSAs needed to perform the job
successfully.

 Individual Analysis - determines


which sales people needs what types
of training.
9-23
Sources of Training Needs Information

9-24
Stage 2: Develop the training Program

 What should the training take


place?
 Who should the training?
 When should the training take
place?
 Where should the training take
place?
 What teaching methods should
be used?
 How much could expense?

-25
Stage 2: Develop the training Program

 What should the training


take place?
• Product Knowledge
• Sales Skills
• Computer Skills  Who should the training?
• Communication Skills • Internal or External
• Organizational Skills • Line Sales Executives
• Management Skills
• Staff trainers
• Outside training
specialists

-26
Stage 2: Develop the training Program

 Where should the training


take place?
• in/out the office
• Decentralized training
• Centralized training

 Motivating trainees during


training :
• Relaxing and rewarding
• Team work activities…

-27
Stage 2: Develop the training Program

 When should the


training take place?
• On/off working
• Regularly/ Rarely…

 What methods should be  How much could expense?


used? • How long? How many
• On-the-job training (OJT) trainees ?
• Classroom • Travel costs
(transportation, lodging,
• group discussions meals….)
• Web, DVD, conference • Missed opportunity costs?
• Games, role play • Outsider provider costs?
• Seminar…
-28
Stage 3: Deliver the training
 Scheduling the Training
• Timing (Busy vs. slow selling season)
• Logistics
 Facilitate the Transfer of Learning
• Training and field conditions are as
similar
• Provide opportunities to practice
• Variety of situations to apply new
material
• Identify important features of the task

9-29
Levels in the training Program

-30
Levels in the training Program
Meta KSA’s: Self-management
 Set specific goals for individual and sales team.
 How to assess the identified problems and make solutions.
 Learning orientation: enhances the salesperson’ ability to improve on
task and growth KSAs.

Growth-related KSA’s: adaptive, creative, attitude, etc.


 Emotional Intelligence
 Ability making advisories to accounts
 Attitude toward selling.
 Creative and Adaptive training…

Task-related KSA’s: essential elements to sell


 Product knowledge and application
 Knowledge of competitive products, customers company, business
principles
 Selling skills….
-31
Ex: Training Salesforces in paint industry

Stage 1:
Training for
selling in the Stage 2:
market Training for
advising
customers
Stage 3:
Training for
self-
management
skills
9-32
Ex: Training Salesforces in paint industry

Stage 1 ? Stage 2 ? Stage 3?

• Product attribute • Apply as a painter • Self – managed


• Competitors’ • Handle defective skills
products & errors in painting • Build personal
policies • Consultants colors plan & action
• Sales Skills and furniture in • Skills relating
• Price, promotion, design. improve
distribution.. . customers…

9-33
Stage 4: Assess the training

Reaction
(level 1)

Learning
(Level 2) Results
(Level 4)

Behaviors
(Level 3)

Value to
Value to Organization
Salesperson
9-34
Stage 4: Assess the training
 Trainee feedback, training staff comments,
supervisory feedback
Reaction  Most frequently used method
(level 1)  Don’t show if anything was really learned and
applied

 Measuring the amount of information participants


Learning mastered during the program
(level 2)
 Doesn’t necessarily reflect if material can be applied
productively back in the field

 Identifies to what degree trainees applied training


Behaviors principles and techniques to their jobs.
(level 3)
 Research shows this level of evaluation has only a
few shortcomings and is particularly useful

9-35
Stage 4: Assess the training

 Whether or not an organization achieved objectives


it sought by conducting training
 More sales, fewer complaints, higher svc rating?
Results
 Difficult to tell if results are because of training or
(level 4)
other factors
 Utility analysis: looking at economic impact the
training had by examining cost-benefit trade-offs of
training program

9-36
Group Exercise
1. If you were Sales Manager ( Vinamilk/ Đồng
Tâm/ Toyota/ home furniture…) and your
company has recruited new salesmen.
You are required to make the training plan with 3
levels. In this plan, you also show which the
main topic that should be focused on for each
the period.

9-37
All rights reserved. No part of this publication may be reproduced, stored in
a retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.

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