Belt On

8/3/2019 Belt On

1/36

Abel

Kenedi

Biniam Enchalew

Kahsayselecting sales personnel

MANUFACTUREROFTOYSANDBICYCLES

SELECTINGSALESPERSONNEL

BELTON INDUSTRIES, INC. 5/3/2012

1

8/3/2019 Belt On

2/36

Belton Industrial Inc sales Force

Recruitment and Selection

Abel

Kenedi

Biniam Enchalew

Kahsay

CONTENT

1. Summary of the Case

2. Recruitment and selection

3. Turnover

4. Discuss on the Case.

5/3/2012

2

8/3/2019 Belt On

3/36



Abel

Kenedi

Biniam Enchalew

Kahsay

Abel3

Kenedi

Biniam Enchalew

Kahsay

CASE SUMMARYBelton manufactured a wide line of children's toys and bicycles.

Sales organization consisted of 110 salespeople

Seventeen branch sales offices

products were selectively distributed to department stores, discount

houses, toy stores, bicycle shops, and general hardware stores.

Albert Thompson, general sales manager for Belton Industries, Inc.,

faced a problem or high turnover of sales personnel.

5/3/2012

3

8/3/2019 Belt On

4/36



Abel

Kenedi

Biniam Enchalew

Kahsay

Abel4

Kenedi

Biniam Enchalew

Kahsay

CASE SUMMARY

Wrong with the selection process and that the selection

procedure should be evaluated.

Source of Staff

Colleges and universities throughout the country Other sources

Branch sales managers role

Initial screening interview: eliminate obviously unqualified applicants

Applicants judged as "possibilities - handed a standard applicationform

requesting information such as personal history, education, previous

experience, and the like

5/3/2012

4

8/3/2019 Belt On

5/36



AbelKenedi

Biniam EnchalewKahsayAbel

5

KenediBiniam Enchalew

Kahsay

CASE SUMMARY

Second interview

Given considerable information about the company applicants

make a sales presentation "on the spot.

Compete the rating sheet forwarded to the general sales

manager all materials compiled on the applicant

The general sales manager decided whether or not to hire the

applicant, then notified the branch sales manager, who, in turn,

notified the applicant.

5/3/2012

5

8/3/2019 Belt On

6/36



AbelKenedi


6


Kahsay

CASE SUMMARY

General sales manager believed that the Belton sales force

turnover rate was excessive (25%) above the industry's average

(15%).

The general sales manager lay the blame directly on the

selection procedure

Psychological testing could correct the weaknesses in the

selection procedure

The results of each applicant's testing program could be comparedwith standards of achievement for sales personnel in the BeltonCompany and in the entire industrylead to objective decision.

5/3/2012

6

8/3/2019 Belt On

7/36



AbelKenedi


7


Kahsay

CASE SUMMARY

The Belton president, John Wesley, disagreed.

Psychological testing - Highly theoretical and impersonal, and

tests in no way could be substituted for experienced judgment.

The selection process was not really the cause of the turnoverproblem.

Job dissatisfaction and turnover would be reduced by a better job

of training and motivating salespeople.

Thomson agreed to concentrate more effort on training and

motivation.

5/3/2012

7

8/3/2019 Belt On

8/36



AbelKenedi


8


Kahsay

CASE SUMMARY

Two years later revised training program and a stronger program

of sales incentives had not completely solved the turnover problem

(20%).

"you can't make a silk purse out of a sow's ear

Industrial psychologist, Dr. Claude Pfeiffer: Belton should be

recruiting individuals with high need for achievement

High-nAch persons are successful in endeavors that require hardwork and perseverance; they feel rewarded solely through their own

efforts.

Dr. Pfeiffer suggested that answers to the following questions wouldhelp to identify high-nAch people.

5/3/2012

8

8/3/2019 Belt On

9/36



AbelKenedi


9


Kahsay

CASE SUMMARY

Do they use achievement words like success and accomplishment

when talking about their work?

Do they seem more concerned with results than with getting-

along with people?

Do they have a track record of working independently?

Are they mode tale risk takers rather than impulsive reckless

types?

Do they seem to enjoy challenges or try to avoid them?

Dr. Pfeiffer recommended that Belton Industries concentrate its recruiting

efforts on, finding and hiring high-nAch salespeople.However, Thompson had reservations about seeking out and using

such people in his sales force.

5/3/2012

9

8/3/2019 Belt On

10/36



AbelKenedi


10


Kahsay

INTRODUCTION

Now a days, proper management of sales force is very important

and critical issue. Since it has a strong impact on the

performance of the company. Managing sales personnel is the

activity of the sales manager and the full cost of unsuccessful

recruitment and selection are probable very difficult to estimate.

Sales force management consists of planning recruitment and

selection process, recruiting a sufficient number of applicants,

selecting the most suitable applicants, hiring, motivating and

controlling of the sales force.

5/3/2012

10

8/3/2019 Belt On

11/36



AbelKenedi


11


Kahsay

RECRUITMENTAND SELECTION PROCESS

Job Analysis

Job Qualifications

Job Description

Recruitment &

Selection Objec. Recruitment &

Selection Strategy

Internal Sources

External Sources

Screening Resumesand Applications

Initial Interview

Intensive Interview

Testing

Assessment Centers

Background Invest. Physical Exam

Selection Decisionand Job Offer

Planning forRecruitment & Selection

Step 1

Recruitment: LocatingProspective Candidates

Step 2

Selection:Evaluation and Hiring

Step 3

5/3/2012

11

8/3/2019 Belt On

12/36



AbelKenedi


12


Kahsay

Planning the recruitment and selection process

The primary activity is to decide the responsibility for recruitment andselection of sales force as well as other stages of sales force staffingProcess .

Planning involves two major tasks these are:

A) Determining the number of sales people required

Its crucial issue to companies in two ways

it establish the total level of selling effort that is available to thesales organization.

It is a prime determinant of organizational structure.

The number of sales people needs depends on

Sales growth target Distribution strategies

RECRUITMENTANDSELECTIONPROCESS

5/3/2012

12

8/3/2019 Belt On

13/36



AbelKenedi


13


Kahsay


Sales force organization

Sales force turn over

B) Types of sales personnel needed

The second task of sales force planning is determining the sales people

desired

Types of sales force needed involves

Job Analysis

Job Description

Job Qualification

5/3/2012

13

8/3/2019 Belt On

14/36



AbelKenedi

Biniam EnchalewKahsay

PLANNINGFOR RECRUITMENTAND

SELECTION

Job Analysis:

Entails an investigation of the tasks, duties,

and responsibilities of the job.

5/3/2012

14

8/3/2019 Belt On

15/36



AbelKenedi


15


Kahsay


Job analysis consists of:

Analyzing the environment: it includes the nature of the customers,

competitors, knowledge and skill required for the job.

Determine the duties and responsibilities that are expected from the sales

person.

Job Description: companies use job analysis to develop job description.

Job description are formal written statements describing detailed account

of the job.

5/3/2012

15

8/3/2019 Belt On

16/36



AbelKenedi



SELECTION

Job Qualifications:

Refers to the aptitude, skills, knowledge,

personal traits, and willingness to acceptoccupational conditions necessary to

perform the job.

5/3/2012

16

8/3/2019 Belt On

17/36



AbelKenedi


17


Kahsay


Job qualification/Specification

It refers to aptitude, skills, knowledge and personality trait necessary to

perform the job successfully.

Job qualification includes,

Education level

Previous work experience

Technical expertise

Attitude and interest

5/3/2012

17

8/3/2019 Belt On

18/36



AbelKenedi



SELECTION

Job Description:

A written summary of the job containing

the job title, duties, administrativerelationships, types of products sold,

customer types, and other significant

requirements.

5/3/2012

18

8/3/2019 Belt On

19/36



AbelKenedi


19


Kahsay


Most well prepared job description generally covers :

Job title

Reporting relationships Types of products/services to be sold

The customer to be called on by the sales person

Duties and responsibilities

The physical and mental demand of the job technical

requirement

Technical requirement

Location and geographic area to be covered

5/3/2012

19

8/3/2019 Belt On

20/36



AbelKenedi



SELECTION

Recruitment and Selection Objectives:

The things the organization hopes to accomplish as aresult of the recruitment and selection process.

They should be specifically stated for a given period.

5/3/2012

20

8/3/2019 Belt On

21/36



AbelKenedi



SELECTION

Recruitment and Selection Strategy:

The plan the organization will implement to accomplish the

recruitment and selection objectives. The sales managers

should consider the scope and timing of recruitment and

selection.

5/3/2012

21

8/3/2019 Belt On

22/36



AbelKenedi


22


Kahsay


Many studies have presented the valuable traits sales people

which includes

Empathy

Reliability/ creditability Product knowledge

Loyalty to customers

Professionalism/ Integrity

Risk taking and problem solving

Care for customer Careful call planning

Quality information gathering and communication ability

Persona sensitivity: awareness of others feelings

5/3/2012

22

8/3/2019 Belt On

23/36



AbelKenedi


RECRUITMENT:

LOCATING PROSPECTIVE CANDIDATES

Internal Sources Employee referral programs

Internships

External Sources Advertisements

Private employment agencies

Colleges and universities

Job fairs

Professional societies

Computer rosters

5/3/2012

23

8/3/2019 Belt On

24/36



AbelKenedi


24


Kahsay


Based on the above qualities, each company should develop its own

specification including sales experience, education skill, personality trait

for selecting people.

RECRUITING SALES FORCE

The goal of the recruiting is find and attract the best qualified applicant

for the sales positions.

Recruiting needs 3 tasks

Finding and identifying the sales recruitsEvaluating and selecting

Contacting candidates through the selected sources

5/3/2012

24

8/3/2019 Belt On

25/36



AbelKenedi


25


Kahsay


Recruiting also involves activities to get individuals who will apply for the

job and it doesnt include selection activities.

Sources of Sales recruits:

There are six main sources of recruitment:

From insidethe companys own staff;

Employee Referral

Recruitment agencies;

Educational institutions;

Competitors;

Other industries;

Suppliers.

5/3/2012

25

8/3/2019 Belt On

26/36



AbelKenedi


26


Kahsay


Evaluation of recruiting sources

After identifying sources of the recruiting sales people, a company select

those sources that are evaluated on the basis of the following criteria's:

Performance of sales force

Percentage retained and

The total cost of recruiting

5/3/2012

26

8/3/2019 Belt On

27/36



AbelKenedi


SELECTION:

EVALUATIONAND HIRING

Screening Resumes and Applications

Interviews

Testing

Assessment Centers

Background Investigation

Physical Examination

Selection Decision and Job Offer

5/3/2012

27

8/3/2019 Belt On

28/36

Belton Industrial Inc sales ForceRecruitment and Selection

AbelKenedi


28


Kahsay


Selecting the sales force

After recruiting stage the selection consists of the following two steps:

Developing the selection process consisting of tools and procedures to

measure the applicants against the job specification that was developedunder the planning stage.

The second activity is to make the decision on the selection.

Selection process is influenced by

The type of job to be filled

The size of the organization

The number of people to be selected

Outside pressure

5/3/2012

28

8/3/2019 Belt On

29/36


AbelKenedi


29


Kahsay


The steps of selection process

All steps are used by few organizations, since they are time consuming

and expensive.

Each company designs its selection to fit its own information needs and

expensive budget.

The major selection tool used to select sales people:

Screening resume: Comparing with job specification.

Application Blank: to review applicants background

Personal Interview: Screening and selection Interview.

5/3/2012

29

8/3/2019 Belt On

30/36


AbelKenedi


SCREENING RESUMESAND APPLICATIONS

Evidence of job qualifications

Work history

Salary history

Accomplishments

Responsibilities

Appearance and completeness

5/3/2012

30

8/3/2019 Belt On

31/36


AbelKenedi


INTERVIEWS

Types of interviews

Initial Interviews

Intensive Interviews

Stress Interviews

Locations

Campus

Recruiters Location (i.e. Plant Trip)

Neutral Site

Telephone

5/3/2012

31

8/3/2019 Belt On

32/36


AbelKenedi


TESTING: VALUEAND TYPES

Value

May be used to assist with initial screening

May indicate compatibility with job

responsibilities May indicate compatibility with organizations

culture and personnel

Types

Personality

Intelligence

Psychological

Ethical Framework

5/3/2012

32

8/3/2019 Belt On

33/36


AbelKenedi


BACKGROUND CHECK

Be wary of first-party

references

Radial search referrals

might be used

Use an interview

background check

Use the critical

incident technique

Pick out problemareas

Obtain a numerical

scale reference rating

Identify an

individuals best job

Check for

idiosyncrasies

Check financial and

personal habits

Get customer opinion

5/3/2012

33

8/3/2019 Belt On

34/36


AbelKenedi


SELECTION DECISIONAND JOB OFFER

Evaluate qualifications in order of

importance

Look for offsetting strengths and

weaknesses

Rank candidates

If none meet qualifications, may extend

search

May have to offer market bonus (signing

bonus) to highly qualified candidates

5/3/2012

34

8/3/2019 Belt On

35/36


AbelKenedi


LEGALAND ETHICAL CONSIDERATIONS:

GUIDELINESFOR SALES MANAGERS

Become familiar with key legislationaffecting recruitment and selection

Conduct job analysis with an open mind

Job descriptions and job qualificationsshould be accurate and based on athoughtful job analysis

All selection tools should be related to jobperformance

5/3/2012

35

8/3/2019 Belt On

36/36

Belton Industrial Inc sales Force Abel Biniam Enchalew

LEGALAND ETHICAL CONSIDERATIONS:

GUIDELINESFOR SALES MANAGERS

Sources of job candidates should be

informed of the firms legal position

Communications must be devoid ofdiscriminatory content

Avoid other practices that may be

perceived as ethically questionable

5/3/2012

36

Date post:	06-Apr-2018
Category:	Documents
Upload:	melaku-tefera
View:	214 times
Download:	0 times

Belt On

Documents