Process
Content
Morale
Feelings
Atmosphere
Influence style
Participation
Conflict
Leadership
struggles
Competition
Cooperation
Projection
Analysis
Logic
Quality
Judgement
Common sense
Fluency
Communication
skills
Perceptions
Attitudes
Breadth of subject
coverage
132 Sales Management
Some behaviours to look for when observing group tasks
Participation ● Who exhibits high or low levels of participation? Degrees of influence ● Who exhibits high or low degrees of influence?
● Rivalries – do they develop and between whom? Styles of influence ● Who are the autocrats?
● Who are the democrats?
● Who are the mediators?
● Who takes a laissez faire attitude? Task functions ● Who are the controllers?
● Who are the strategists?
● Who are the analysts?
Decision-making procedures ● Self-authorized decision taker?
● Decision supporter?
● Topic jumpers?
● Majority decision (votes)?
● Consensus of opinions?
● Unrecognized contributions? Maintenance functions ● Who involves others in the task?
● Who blocks others’ participation?
● Who clarifies others’ comments?
● Who remains preoccupied?
● How are ideas accepted/rejected?
● How effective is each group member at communicat- ing?
Group atmosphere ● Who avoids conflict?
● Who prefers conflict?
● Who resolves conflict?
● Are participants involved and interested?
● How relaxed is the atmosphere?
● What is the pace?
Group membership ● What sub-groupings develop?
● How do sub-groups relate to the rest of the group?
● Do developing sub-groups reflect agreement/dis- agreement?
Group feelings ● What physical and emotional reactions are indicated by facial, verbal or other physical (body language) expression (e.g. anger, irritation, contempt, frustra- tion, impatience, intolerance, pleasure, warmth, affec- tion, friendliness, enthusiasm, excitement, boredom, competitiveness, sensitivity, etc.)
Group norms ● What group norms develop? (e.g. Are some topics avoided?)
● Who reinforces avoidance and how?
● Group formality/informality?
● Group harmony/disharmony?
● Open expressions of feelings or hiding of feelings?
Sometimes a job offer is made orally in the Àrst instance, but it should be made condi- tional upon satisfactory references being received. A conditional offer by letter avoids the risk of later misunderstandings. (Note that in some countries the taking of refer- ences from employers is not permitted.)
Personal references from friends acting as referees carry less weight than a reference from a current or former employer of a job applicant. Good sources of reference include:
● a former line superior, who can provide insight into a candidate’s performance against objectives, job achievements, skills, abilities, strengths, potential, management style, etc.
● a peer group colleague, who may provide insight into how the candidate works within a team, interacting with colleagues, and earns and builds respect
● a subordinate, who may provide insight
into management style, team building and leadership skills, training and feedback skills, etc.
References are usually best taken over the telephone. Letters tend to be replied to slowly, if at all, and produce minimum fac- tual information. Table 9.4 illustrates the who, what and how of taking references.
The person asked to give a reference will respond more positively if you identify your- self and conÀrm you call with the candidate’s permission, and if the referee has been fore- warned by the candidate to expect the call. Also, make a note of the key points. It is usu- ally best to do this on a structured reference- taking form, such as that illustrated in Table 9.4.
During a reference-taking conversation it is always best to start with a few basic ques- tions that are aimed to verify facts, as that usually will relax the referee more towards
Recruitment and selection in the sales force 133
Telephone references: some pointers Verify: ● relationship of referee to applicant
● employment dates
● job functions and responsibilities
● present reported income
● fringe benefits
● job attendance record
● time keeping record
● sick leave and health record
Question: ● job performance, key achievements and progress versus colleagues
● general job-related skills and competencies
● planning and organizing competencies
● management style (when recruiting for sales management jobs)
● time management, including meeting deadlines
● team spirit and ability to work with customers and colleagues
● reasons for leaving
● character assessment
● integrity
● reliability
● independence
● motivations
● drive and energy
● leadership
● ability to influence others
● adaptability
134 Sales Management
Table 9.4 An example of a form for recording reference notes Reference notes Candidate:
Position:
Reference source: Employment history
Probe with questions about:
● employment dates
● positions held
● job functions and responsibilities
● income and benefits
● health record
● time keeping Achievements and style Probe with questions about:
● job performance
● key achievements
● management style
● ability to influence and persuasiveness
● planning and organizing abilities
● time management
● creativity and promotion of change
Personality and character assessment
Probe with questions about:
● integrity
● reliability
● independence
● drive and determination
● motivations
● adaptability
● acceptability to colleagues
● team spirit
Implications for company and summary
● Fit with the company ● – skills
● – experience ● – personality
Date: Reference taken by:
Reference notes Candidate:
Position:
Identify the person or vacancy Prepare a job description Prepare a person specification Review alternative sources of candidates EXTERNAL SOURCES Prepare and place external media advertisement Receive applicants' letters and curriculum vitae Candidate self- screening process against advertised criteria Reject unsuitable candidates Reject unsuitable candidates Send application forms and job
descriptions to suitable applicants Receive and screen completed application forms Invite suitable applicants to initial interview and tests Conduct approved assessment tests Conduct initial interviews Select shortlist of most suitable candidates Check selected external sources for suitable candidates INTERNAL SOURCES Prepare and circulate internal advertisement Appoint from internal source if suitable candidate identified Conduct shortlist selection process: panel/multiple interviews and tests Final candidate evaluation Reject unsuitable candidates Hold second choice in reserve Make written offer to first choice candidate Conduct company induction and skills training Company
medical referencesCheck
you, and start the Áow of information. Then you can proceed to elicit some additional information with open questions, e.g.:
● ‘How would you describe his/her work and performance?’
● ‘How does he/she get on with the other staff and supervisors?’
● ‘Would you re-employ him/her?’
● ‘What have you found to be his/her main strengths and weaknesses?’
● ‘Is there anything else you think I should know about his/ her work, personality or background before offering a job?’