Belt On

BELTON INDUSTRIES, INC.
5/3/2012
MANUFACTURER OF TOYS AND BICYCLES SELECTING SALES PERSONNEL
selecting sales personnel
Abel Biniam Enchalew Kahsay Kenedi
CONTENT
5/3/2012
1. 2. 3.
Summary of the Case Recruitment and selection Turnover
4.
Discuss on the Case.
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Belton Industrial Inc sales Force Recruitment and Selection Abel Biniam Enchalew Kahsay Kenedi
CASE SUMMARY
Belton manufactured a wide line of children's toys and bicycles.
5/3/2012
Sales organization consisted of 110 salespeople Seventeen branch sales offices were selectively distributed to department stores, discount
products
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.
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Belton Industrial Inc sales Force Recruitment and Selection
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CASE SUMMARY
5/3/2012
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 application form requesting information such as personal history, education, previous experience, and the like
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CASE SUMMARY
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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 general sales manager decided whether or not to hire the applicant, then notified the branch sales manager, who, in turn, notified the applicant.
The
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CASE SUMMARY
5/3/2012
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 compared with standards of achievement for sales personnel in the Belton Company and in the entire industry lead to objective decision.
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CASE SUMMARY
5/3/2012
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 turnover problem. 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.
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CASE SUMMARY
5/3/2012
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 hard work and perseverance; they feel rewarded solely through their own efforts. Dr. Pfeiffer suggested that answers to the following questions would help to identify high-nAch people.
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CASE SUMMARY
5/3/2012
Do they use achievement words like success and accomplishment when talking about their work? Do they seem more concerned with results than with gettingalong 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.
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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,
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selecting the most suitable applicants, hiring, motivating and

controlling of the sales force.
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RECRUITMENT AND SELECTION PROCESS

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Step 1
Planning for Recruitment & Selection
Step 2
Recruitment: Locating Prospective Candidates
Step 3
Selection: Evaluation and Hiring
Job Analysis Job Qualifications Job Description Recruitment & Selection Objec. Recruitment & Selection Strategy
Internal Sources External Sources
Screening Resumes and Applications Initial Interview Intensive Interview Testing Assessment Centers Background Invest. Physical Exam Selection Decision and Job Offer
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Planning the recruitment and selection process

The primary activity is to decide the responsibility for recruitment and selection of sales force as well as other stages of sales force staffing Process . 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 the sales organization. It is a prime determinant of organizational structure.
The number of sales people needs depends on Sales growth target Distribution strategies
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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

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PLANNING FOR RECRUITMENT AND SELECTION

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Job Analysis: Entails an investigation of the tasks, duties, and responsibilities of the job.
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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.
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Job Qualifications: Refers to the aptitude, skills, knowledge, personal traits, and willingness to accept occupational conditions necessary to perform the job.
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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
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Job Description: A written summary of the job containing the job title, duties, administrative relationships, types of products sold, customer types, and other significant requirements.
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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

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Recruitment
and
Selection
Objectives:
The things the organization hopes to accomplish as a result of the recruitment and selection process. They should be specifically stated for a given period.
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Recruitment
and
Selection
Strategy:
The plan the organization will implement to accomplish the recruitment and selection objectives. selection. The sales managers should consider the scope and timing of recruitment and
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5/3/2012
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 sensitivity: awareness of others feelings
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Persona
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RECRUITMENT: LOCATING PROSPECTIVE CANDIDATES

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Internal Sources

Employee referral programs Internships
External Sources
Advertisements Private employment agencies Colleges and universities Job fairs Professional societies Computer rosters
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5/3/2012
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 recruits
Evaluating Contacting
and selecting
candidates through the selected sources
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5/3/2012
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 inside the companys own staff; Employee Referral Recruitment agencies; Educational institutions; Competitors; Other industries; Suppliers.
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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
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SELECTION: EVALUATION AND HIRING

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Screening Resumes and Applications Interviews Testing Assessment Centers Background Investigation Physical Examination Selection Decision and Job Offer
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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 developed under 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
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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.
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SCREENING RESUMES AND APPLICATIONS

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Evidence of job qualifications Work history Salary history Accomplishments Responsibilities Appearance and completeness
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INTERVIEWS
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Types of interviews

Initial Interviews Intensive Interviews Stress Interviews
Locations

Campus Recruiters Location (i.e. Plant Trip) Neutral Site Telephone

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TESTING: VALUE AND TYPES

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Value

May be used to assist with initial screening May indicate compatibility with job responsibilities May indicate compatibility with organizations culture and personnel Personality Intelligence Psychological Ethical Framework
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Types

BACKGROUND CHECK
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Be wary of first-party references Radial search referrals might be used Use an interview background check Use the critical incident technique Pick out problem areas
Obtain a numerical scale reference rating Identify an individuals best job Check for idiosyncrasies Check financial and personal habits Get customer opinion
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SELECTION DECISION AND JOB OFFER

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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
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LEGAL AND ETHICAL CONSIDERATIONS: GUIDELINES FOR SALES MANAGERS

5/3/2012
Become familiar with key legislation affecting recruitment and selection
Conduct job analysis with an open mind Job descriptions and job qualifications should be accurate and based on a thoughtful job analysis

All selection tools should be related to job performance

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LEGAL AND ETHICAL CONSIDERATIONS: GUIDELINES FOR SALES MANAGERS

5/3/2012
Sources of job candidates should be informed of the firms legal position Communications must be devoid of discriminatory content Avoid other practices that may be perceived as ethically questionable
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BELTON INDUSTRIES, INC.

MANUFACTURER OF TOYS AND BICYCLES SELECTING SALES PERSONNEL

selecting sales personnel

Abel Biniam Enchalew Kahsay Kenedi

Summary of the Case Recruitment and selection Turnover

Discuss on the Case.

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

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

Wrong with the selection process and that the selection

procedure should be evaluated.

Branch sales managers role

Initial screening interview: eliminate obviously unqualified applicants

The Belton president, John Wesley, disagreed.

selecting the most suitable applicants, hiring, motivating and

RECRUITMENT AND SELECTION PROCESS

Selection: Evaluation and Hiring

Internal Sources External Sources

Belton Industrial Inc sales Force Recruitment and Selection

RECRUITMENT AND SELECTION PROCESS

Planning the recruitment and selection process

RECRUITMENT AND SELECTION PROCESS

Sales force organization

Job Description Job Qualification

PLANNING FOR RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION PROCESS

PLANNING FOR RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION PROCESS

Job qualification includes,

PLANNING FOR RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION PROCESS

Most well prepared job description generally covers :

Job title Reporting relationships

Types of products/services to be sold

The physical and mental demand of the job technical requirement

Technical requirement Location and geographic area to be covered

PLANNING FOR RECRUITMENT AND SELECTION

PLANNING FOR RECRUITMENT AND SELECTION

RECRUITMENT AND SELECTION PROCESS

Many studies have presented the valuable traits sales people

Careful call planning

RECRUITMENT: LOCATING PROSPECTIVE CANDIDATES

Employee referral programs Internships

RECRUITMENT AND SELECTION PROCESS

and identifying the sales recruits

RECRUITMENT AND SELECTION PROCESS

RECRUITMENT AND SELECTION PROCESS

SELECTION: EVALUATION AND HIRING

RECRUITMENT AND SELECTION PROCESS

Selecting the sales force

RECRUITMENT AND SELECTION PROCESS

SCREENING RESUMES AND APPLICATIONS

Initial Interviews Intensive Interviews Stress Interviews

Campus Recruiters Location (i.e. Plant Trip) Neutral Site Telephone

TESTING: VALUE AND TYPES

SELECTION DECISION AND JOB OFFER

LEGAL AND ETHICAL CONSIDERATIONS: GUIDELINES FOR SALES MANAGERS

Become familiar with key legislation affecting recruitment and selection

All selection tools should be related to job performance

LEGAL AND ETHICAL CONSIDERATIONS: GUIDELINES FOR SALES MANAGERS

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