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• Flexible in that recruiters have a variety of methods that can be changed “on the
fly” when meeting with a candidate.
• Considered the most effective recruiting tools in evaluating and assessing a sales
2. The key is to determine the objectives of each component in the recruiting process.
While the Internet may not work as a tool in the final selection stage of the process, it can
3. The key, as noted earlier, is to identify how each element fits into a broader recruiting
process. The Internet can be used to gather applications by encouraging sales people to apply
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The personal interview then becomes the selection tool. Once potential candidates
have been identified using the Internet, they can follow the standard interview process, or
(1) a logical plan for recruiting Bass Brokers, Inc. salespeople, especially focused on the
right sources of recruits
(2) a selection process especially focused on the right selection tools and procedures.
Players should thoroughly review Chapter 9, which is focused on the details of recruiting
plans and selection processes. Be mindful of the industry, company, and type of products and
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students learn in Chapter 9, there are many choices available for approaching these
issues. The idea of this role-play is to have students consider options and justify
the choices they ultimately make.
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should have been part of the job description. They could visit a job-search website such as
www.mo`nster.com to get ideas on sales-related job descriptions.
Answers to Minicase Questions
1. In conducting a job analysis it is essential that the person collect information about the
job’s content from two sources: (1) the current occupants of the job and (2) the sales
managers who supervise the people in the job. Shirley does a good job in collecting
2. Shirley’s job description can be evaluated against the guidelines listed in the chapter
for items commonly found in a job description.
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understand the product and be able to explain it to customers, but this qualification was not
addressed at all in the description.
• The types of customers to be called on, including policies on contacting them.
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o “Develop sales proposals and packages around game launches and
sponsorships as needed, including research, market analysis, asset creation and
post mortem analysis of effectiveness.”
o “Perform periodic market investigations within an assigned territory to develop
new applications; provide forecasting for assigned territory.”
o “Participate in tradeshows, special product demonstrations and other events
with the objective of increasing sales and enhancing the company’s image.”
• The relationships between the job occupant and other positions within the
organization.
The only mention related to relationships with the organization is about providing
feedback to others in the organization. The description could have mentioned other members
of the organization more specifically:
o “Interface effectively with Digital Age internal groups: credit, D.A. partners,
product marketing, retail account services, and retail sales analysis.”
o “Work closely with internal departments to execute on program deliverables
and define new advertising opportunities.”
o “Ability to communicate with Regional Sales Manager.”
• The mental and physical demands of the job, including knowledge needed.
The only mention of demands is “Team player who can deal with ambiguity.” Who
are the other members of the team? What kind of ambiguity? Again, there was no mention of
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o “Excellent negotiation skills.”
o “Ability to travel 10–14 days per month.”
3. Shirley recommended that the company primarily look to internal sources and recruit
new applicants from existing employees. This approach makes sense because the job involves
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available job to potential recruits. Customers can also be a good source of
referrals.
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P&G
Factors of Effective Performance at Procter
& Gamble
Primary Outcomes:
Build the Business
Build Organizational Capacity
KEY FACTORS: (Exceptional Performer)
• Priority Setting
Gets results while managing an unusually large variety of priorities. Takes the “big picture” into account when
setting priorities. Stays focused on objectives and is flexible to meet shifting demands.
• Thinking & Problem Solving
Top 5-10% of class with academic honors. Excelled in analytically demanding course of jobs. Broad range of diverse
interests – not a narrow person. Integrates information from a variety of sources to find breakthrough solutions.
• Initiative & Follow-Through
Has extraordinary capacity to take on new things and get them done. Volume, depth and breadth of activities is
comparable to best employees. Achieves unprecedented levels of performance.
• Leadership
Has the unusual ability to sense when a change of direction is needed and move quickly to make it happen. Is a major
factor in mobilizing people to follow new directions. Effective in managing complex organizations and making
decisions that impact how well they achieve their goals. Has more leadership experience than most candidates.
• Working Effectively with Others
Has multiple experiences with successfully managing a team to get excellent results. Can explain what he/she did to
sustain superior team effort. Knows how to create involvement that leads to better results, by combining individual
efforts with those of team.
• Communication
Is extraordinarily skilled in understanding others and tailoring communication to the situation. Wins people over in a
way that is comparable to our best employees. Has a way of expressing ideas that engage others interests and
increases their understanding.
• Creativity & Innovation
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Unconventional thinker who finds the new ideas others overlook. Likes to know “how things really work.”
Integrates knowledge and experience from seemingly unrelated areas to get breakthrough results.
• Technical Mastery
Has knowledge and skill level typically found only in employees with several years’ experience. Shows an aptitude for
applying technology to get noticeably improved results.
Source: The Procter & Gamble Company, 1 Procter & Gamble Plaza, Cincinnati, Ohio,
45202-3315.
Chapter 9 – Sales Force Recruitment and Selection