I. Recruitment and Selection of Sales People

DON HONORIO VENTURA STATE UNIVERSITY
DHVSU Main Campus, Villa De Bacolor, Pampanga

COLLEGE OF BUSINESS STUDIES
SUBJECT CODE: MKTG P306
SUBJECT: PROFRESSIONAL SALESMANSHIP
INSTRUCTOR: TRIXIE B. OSORIO, MBA
TERM: FINALS
I. INTEGRATED MARKETING COMMUNICATION (CONTINUED)
 Recruiting and Selecting Salespeople

 Training, Compensating, Supervising and Evaluating Salespeople
 The Personal Selling Process
LEARNING OBJECTIVES
At the end of the lesson, the student will be able to:
Learn how to classify and acknowledge potential sales person, and be able to
understand the personal selling process.
 Determine Recruitment definition.
 Identify Recruitment importance, Sources & evaluation.
 Identify Sales force selection.
 Discuss Sales force selection Importance & strategic planning
 Identify selection tools.
____________________________________________________________________________
RECRUITMENT AND SELECTION OF SALES PEOPLE
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RECRUITMENT: Recruitment means searching for prospective candidates and inspiring

them to apply for the post. Recruitment ends on the last day/date of receiving applications.
Salesmen can be recruited through a number of sources.
Many organizations outsource their recruiting needs, while some companies rely exclusively on
advertisements, job boards, and social media channels to recruit talent for new positions. Many
companies of today, use recruitment software to make their recruitment process more effective
and efficient.
7 Phases in a Recruitment Process

The recruitment lifecycle consists of seven interrelated steps which are as follows:
1. Identifying the Hiring Needs
Whether a job opening is newly formed or just vacated, you cannot find what you need if you
don’t know what you need in the first place. So, your recruitment process should start with
identifying the vacancies that exist followed by analyzing the job specifications including the
knowledge, skills and experience needed for the role. Here’s how you can determine your
hiring needs:
• Figure out where the gaps are in your current team. Check if you have new needs in
terms of ability, performance or personality. Ask yourself if you need someone to take
care of something that is not being addressed currently. This will tell you that there is a
hiring need.
• Keep a track of input versus output when it comes to your team. See if there is an
increase in workload that needs to be addressed by hiring.
• Regularly analyze performance and make a list of missing qualities, qualifications,
skills and proficiencies that you need to add to your team. This can also signal towards
hiring needs.
• Be mindful of existing employees leaving. This is definitely when you will have a
hiring need.
Every time you recognize that there is indeed a hiring need, act before it becomes a pressing
matter.
The recruitment process starts off with recruitment planning that involves analyzing and
describing job specifications, qualifications, experience, and skills required to fill the open
positions.
If the recruitment plan is not well-structured, it may fail to attract potential employees from a
pool of candidates.
Setting up the Best Recruitment Team
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A strong recruitment team ensures a strong recruitment process. The team’s role in the
recruitment process is crucial because one wrong decision can affect the productivity of the
entire workforce.
The best recruitment team should be able to:
• Clearly identify the job vacancy and define the qualities of an ideal candidate.
• Write a clear job description to enable candidates to understand the job and to assess
whether they are the right fit.
• Create an outline detailing the qualities needed in an ideal candidate, which will also
help later during the candidate selection process.
2. Preparing the Job Description

• Once you know exactly what you need in terms of knowledge, skills and experience, it
is time to determine the duties and responsibilities of the job. Preparing
a comprehensive job description (JD) will help you know what your potential
employees must have in order to meet the demands of the role.
• More importantly, it provides your prospects with a checklist or a list that they can
compare themselves to before applying. It is a tool to ensure that you get applications
from the right candidates (hopefully).
A job description must include all of the following and can be as comprehensive as you want:
Checklist to Crafting the Perfect Job Description

• Company Name & Description
• Core Values
• Benefits Offered
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• Location
• Job Title
• Department
• Industry Pay
• Description of Duties
• Demand (specific skill set, knowledge, experience or training required for the job)
• Qualities that are nice to have and would be an added advantage
• A conversational Call To Action
Do’s and Don’ts of Writing a Perfect Job Description
3. Talent Search
Identifying the right talent, attracting them and motivating them to apply are the most important
aspects of the recruitment process.
The job listing should be advertised internally to generate referrals as well as externally on
popular social networking sites and preferred job boards.
Recruiters can also conduct job fairs and promote openings in leading industry publications to
cast a wider net.
Broadly, there are two sources of recruitment that can be tapped for a talent search:
Internal Sources of Recruitment

When recruiters use internal sources for recruitment, it works to motivate the existing
employees to be more productive and maximizes their job satisfaction and sense of security.
Recruiting through internal sources also reduces the attrition rate along with cost and effort.
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External Sources of Recruitment

Recruiting through external sources offers a much wider scope for selection from a big number
of qualified candidates. The process moves much faster even for bulk requirements while
eliminating the chances of partiality or biases.
4. Screening and Shortlisting

In order to move forward with the recruitment process, you need to screen and shortlist
applicants efficiently and accurately. This is where the recruitment process gets difficult and
challenging. You can resolve this recruitment bottleneck by following these four steps:
Steps to Effectively Screen or Shortlist Candidates
5. Interviewing
The shortlisted applications will now move through the interview process prior to receiving an
offer letter or a rejection note.
Depending on the size of the hiring team and their unique recruitment needs, several interviews
may be scheduled for every candidate.
6. Evaluation and Offer of Employment

This is the final stage of the recruitment process. You should never take it for granted that the
candidate will accept your offer. However, if your candidate has patiently completed all the
paperwork and waited through the selection process, the odds of accepting the offer are high.
7. Introduction and Induction of the New Employee
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When applicants accept the job offer, they officially become the employees of the company.
The joining date and time is communicated to the employee. Once that’s done, pre-employment
screening that includes reference and background checks are conducted.
Once the verification is done, the employees are then introduced to the organization. The
induction process of the employees then begins. During the induction process, a welcome kit is
usually given to the new employees, and then the employment contract is signed.
ORGANIZATION FOR RECRUITING AND SELECTION
Recruitment and Selection
The organization of recruiting and selection of sales personnel varies from company to
company. Company size, executive’s personalities, and departmental structure all influence the
organization uses. Companies with small sales forces sometimes assign sole responsibility for
recruiting and selection of sales personnel to the company personnel manager. It is more
common for the personnel department to handle certain but not all, aspects of recruiting and
preliminary screening and for the sales department to handle other aspect of recruiting and
screening and to make the hiring decisions.
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Sources of Sales Force Recruits.
Internal Sources
i) Company Sales Personnel

Many individuals apply for sales jobs because they know company sales personnel, and
salesperson’s recommendations may constitute an excellent source. Often such applicants
already know something about company policies, and the fact that they apply indicates a
favorable disposition toward the company. Salespeople have wide circles of acquaintances,
since both on and off the job; they continually meet new people and have many friends with
similar interests. Many of their contacts have potential as sales personnel – indeed, many now
sell for other firms. Salespeople are a particularly valuable source of recommendations when
jobs must be filled in remote territories; sales personnel in the same or adjacent areas may
know more about unique territorial requirements and local sources of personnel than home
office executives.
ii) Company Executives
Recommendations of the sales manager, and other company executives are an important
sources. Sales executives’ personal contact may yield top-caliber people because of their
understanding of the needed qualifications.
iii) Internal Transfer
Two additional internal sources are other departments and non-selling section of the sales
department. Employees desiring transfers are already familiar with company policies, and the
personnel department has considerable detailed information about them. While little is known
about their aptitude for selling, they often possess excellent product knowledge. Aptitude for
selling, of course, can be tested formally or by trial assignment to the field positions whenever
product knowledge makes up a substantial portion of sales training.
Sources Outside the Company
i) Direct Unsolicited Applications
All companies receive unsolicited “walk-in” and “write-in” applications for sales positions.
Some sales managers favor immediate hiring of applicants who take the initiative in seeking
sales jobs, the reasoning being that this indicated selling aggressiveness. Others reject all direct
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application because they believe the proportion of qualified applicants from this source is low.
The most logical policy is to treat volunteer applications the same as solicited applications-
applicants not meeting minimum requirements as set forth in job specifications should be
eliminated; those meeting these requirements should be processed together with other
applicants. The aim should be to recruit the best qualified applicants regardless of the sources
from which they come. Direct unsolicited applications do not provide a steady flow of
applicants; the volume fluctuates with changing business conditions.
ii) Employment Agencies
Sales managers traditionally regard employment agencies as unpromising sources. Many use
agencies only after exhausting other sources. Many believe that good salespeople neither need
nor will use an agency’s services. Experience, unfortunately, tends to reinforce such attitudes,
because frequently agency referrals fail to meet sales job specifications. Sometimes this traces
to agency deficiencies (such as the overzealous desire to receive placement fees), but often the
fault is that of prospective employers, who may be using unrealistically high job specifications,
may not make the company’s requirements clear, and so on. When an agency is used, it should
receive a clear statement of the job’s objectives and a complete rundown of job specifications.
iii) Salespeople Making Calls on the Company
The purchasing director is in contact with sales personnel from other companies and is in a
position to evaluate their on-the-job performances. The purchasing director meets high-caliber
salespeople for who jobs with the company would be attractive both financially and in other
respects. In well-managed companies, the purchasing director, serving as a “center of
influence” contributes names to the persecuting reservoir.
iv) Employees of Customers
Some companies regard their customers as a recruiting source. Customers recommend people
in their organizations who have reached the maximum potential of their existing jobs. Such
transfers may have a favorable effect upon morale in the customer’s organization. A customer’s
employees should be recruited only with the prior approval of the customer.
v) Sales forces of Other Companies

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Individuals currently employed as salespersons for noncompeting companies are often

attractive recruiting prospects. Such people have selling experience, some of it readily
transferable, and for those who have worked for companies in related industries, there is the
attraction of knowing something about the product line. For salespeople in dead-end jobs and
those seeking to upgrade their employment, this source provides a channel for career
advancement.
Because of their experience in selling similar products to similar markets, personnel recruited
from competitors even though they now are either working somewhere else or are unemployed
In considering the recruitment of individuals currently employed by competitors, a key
question to answer is why does this person want to leave his or her present position? When the
new job will not improve the applicant’s pay, status, or future prospects, the desire to change
companies may trace to personality conflicts, or instability. But dissatisfaction with a present
job may not mean that the fault is the applicant.
vi) Educational Institutions
This source includes colleges and universities, vocational-technical institutes, business colleges
and high schools. It is reasonable to expect that graduates have attained certain educational
levels, the amount depending upon the type of school. Many have training in general business,
marketing, and sales techniques. Schools are fruitful sources of new sales personnel at
graduation time, and some maintain year round placement services for their graduates. Recent
graduates are new to the labor market and, consequently, need not be attracted away from other
jobs.
vii) Indirect Recruiting
Newspapers carry numerous advertisements publicizing openings for sales personnel. Such
advertisements appear both in classified (want-ad) sections and as display advertising. So great
is the number of prospective job candidates reached by a single advertisement that companies
often try to reduce the volume of applications. If the employer publishes details about the
company and job, fewer obviously unqualified persons will reply. Specific job details vary with
the company and its situations, and these should be in the ad if it is to attract good applicants.
Most sales managers favor open over blind advertisements although mixed practice exists. An
open advertisement reveals the company identity; a blind advertisement hides company
identity.
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viii) Recruiting Brochures
Some companies distribute brochures outlining sales career opportunities to applicants

answering recruiting advertisements, as well as those contact through such centers of influence
as career counselors in educational institutions. Effective brochures are written from the
viewpoint of the prospective sales recruit. Besides describing the company and its history, the
brochure details the qualifications required for sales jobs, and the salesperson’s duties,
responsibilities, and cautions required for sales jobs, and the salesperson’s duties,
responsibilities, and advancement opportunities.
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TRAINING, COMPENSATING, SUPERVISING AND EVALUATING SALESPEOPLE
TRAINING
Definition
 E. F L. Breech — "Training is the organized procedure by which people learn skill for
a definite purpose.
 Edwin B. Phillippo— Training is the act of increasing knowledge and skill of an
employee for doing a particular Job."
 Michace J. Jucious —"Training is a process by which the attitudes, skills and abilities
of employees to perform specific jobs are increased."
 National Society of Sales Training Executives, US-A— "Sales training is the
intentional and sound application or ordinary human sense to the problems of helping
the sales personnel to make the most of its talents."
On the basis of making an analytical study of above definitions, it may be concluded that the art
of acquiring knowledge and skill of doing a particular job in a particular manner is called
training.
According to B.R. Conefield, "Good salesmen are not born but made by properly organized and
directed sales training programme."
What are the Objectives of Sales Training?
At its core, effective sales training teaches salespeople the key elements of ethical sales and the
processes therein that can enable them to succeed in their specific industry.
To teach you how to ethically operate as a sales professional.
Most sales environments are highly competitive and, in reaction to such high levels of
competition, can cause salespeople to succumb to less-than-savory practices when trying to
meet quota.
But here’s the problem: When you approach sales with a “by hook or by crook” mentality, you
only hurt your success -- and your customers’ success -- in the long run. Eventually, dishonest
tactics always make their way back to your customer, destroying any trust that they may once
have placed in your word and permanently ending that relationship.
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To help you avoid the pitfall of unethical sales practices, a well-rounded sales training program
helps you understand how to operate ethically with clients, with the peers and superiors in your
organization, and within your industry as a whole and demonstrates why doing so is far more
profitable throughout your career.
To teach you how to confidently engage prospects and customers.
Nearly every salesperson struggles with confidence at some point in their career. Whether
it’s working up the courage to pick up the phone or walk into the next networking event, we all
fear the rejection that is so common in our industry.
In light of this, quality sales training teaches salespeople how to confidently engage with
prospects and customers alike and how to shift your focus toward being of service to them,
rather than focusing on yourself and your own needs.
To show you how to build long-term, trust-based relationships with customers.
The sales industry is based around the building and maintaining of trust-based relationships
between salespeople and their customers. For many newcomers to the industry, however, the
prospect of engaging with people and beginning to build that rapport can be overwhelming.
Through proper sales training, you’ll learn how to begin building prospects and how to nurture
those relationships to a level of mutual trust and respect that can yield fruitful opportunities for
both you and your customer.
To teach you to understand your customer’s buying cycles.
A critical part of meeting your customer’s needs and expectations is understanding where they
are in their buying cycle -- the phases of thought, consideration, and action that describe where
your customer is in their path to potentially buying from you.
By understanding your customer’s buying cycle, you’re able to know where their mind and
heart are when it comes to making that next purchasing decision.
With this knowledge, you’ll be able to position yourself in a manner that allows you to equip
them with the insight they need to make a decision that fits their best interests.
To teach you how to build and continually refine your selling cycle.
Just as your customers have a buying cycle, salespeople have a selling cycle.
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Your selling cycle, in short, is the series of steps that guide you and your customers from the
initial stages of relationship building to the final phases of them making a purchasing decision
that best suits their needs.
Through sales training, you’ll be taught how to recognize inefficiencies within your sales cycle
and how to continually improve it in accordance with your customer’s needs and buying cycle.
To teach you the personal and professional attributes necessary for success.
A good salesperson can secure contracts and sell units of a product like any other, but great
salespeople are those who recognize and develop the character traits that allow them to connect
with others and build long-term relationships.
And quality sales training imparts those traits -- such as self-discipline, dependability, and
honesty -- and teaches how to develop those traits both personally and professionally.
To show you how to identify and meet your customers’ needs and expectations.
Each of your customers has unique needs and expectations that they expect you to meet. And
failing to do so can mean the end of your relationship with them as a trusted partner and
advisor.
Throughout your time in a quality sales training program, students learn these needs and
expectations and how to work with customers to discover the problems they’re needing to
overcome.
To show you how to be a student of your industry.
Staying up to date on your industry’s latest information isn’t a practice that merely serves
yourself.
By learning how to analyze trends within your industry and how to separate the meaningful
information from the noise, you make yourself all the more valuable to your customers as a
trusted source of helpful information.
What Types of Exercises Are Performed in Sales Training?
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Quality sales training programs consist of multiple forms of instruction and specialized
exercises that allow students to embrace the training through the use of multiple senses an array
of learning experiences.
Though exercises will vary from program to program, most sales training will incorporate
many of the following types of coursework and exercises into the curriculum.
Roleplay exercises
Roleplay exercises, conducted in either a trainer-to-student or peer-to-peer format, serve as a

tool to introduce students to the various situations they will encounter.
Whether simulating in-person encounters, over-the-phone conversations, or interactions on

social media, students are tasked with initially working through the problems presented using
their own intuition.
Either during the exercise or after it’s completed, the trainer steps in, showing both the
participating student and the rest of the class what should have been done in that specific
situation.
These exercises can also be recorded, allowing the participating students to see how they
performed from a third-party perspective, encouraging a more objective analysis of what may
have gone wrong and how they can improve.
Rejection and customer resistance exercises
Rejection is a fact of life in the sales industry. And so too is the fear of that rejection that can
manifest into salespeople being hesitant to reach out and connect with prospects and existing
customers alike.
With the fear of rejection being a pervasive issue that stunts the growth of many salespeople,
most training programs expose their students to rejection and the different forms of resistance
that they can expect to face in their day-to-day work.
Whether it’s a customer expressing dissatisfaction with a product, stating concern over a price
point, or frequently canceling meetings, sales training provides students with the tools to
understand what’s fueling those rejections and how to work with the customer to bring those
issues to a resolution.
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Product and services training
In some sales training programs, the trainers will also impart to the students a thorough
understanding of the products and services they will be responsible for selling.
Having this knowledge is absolutely vital to success in sales. With it, you empower yourself to
be a source of trusted knowledge to your customers and you instill within yourself a belief in
the products and services you offer and the help the ultimately bring to your customers.
Self-examination exercises
It’s difficult to judge ourselves objectively and be honest about where our skills or personality
might be lacking. However, the ability to analyze one’s self is what paves the way to growth on
both a personal and professional level.
Throughout the course of training, students will be tasked with critically reviewing themselves
in an effort to see where they could be of better service to their customers, where they may be
coming up short, and then develop a plan of improvement that can be put into action.
Methods of Training Salesmen
INDIVIDUAL TRAINING METHOD—The individual training methods include the

following
1. ON THE JOB TRAINING — On the Job training, which is also known as `training within
industry' or 'watch and pupil training' is the oldest and most popular method of training. Under
this method, the new employee is put on the Job under the concept, guidance and supervision of
his senior officer. He learns by observation, experience and guidance from his officer. He gets
the necessary instructions and directions under the guidance of a supervisor or a senior
employee. The secret of its success lies in its proper planning and effective execution.
2.TRAINING THROUGH CORRESPONDENCE —Under this method training is provided

through correspondence. The study courses are supplied to the trainees through post by a
recognized institution regularly at the residence of the trainees. Of course, the training material
sent to the trainees should be compact, easily assimilating. To make the study material more
appealing, charts, pictures, paintings, cartoons, bulletins, booklets, sales-manuals, house-organs
etc. are also provided. A separate training section is designed to look to the needs of the
trainees and their doubts, misunderstandings and difficulties are removed. After a certain
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period, trainees are required to appear in formal examination after passing of which, they are
awarded degrees, diplomas or certificates.
3.INTERNSHIP TRAINING—The object of internship training is to match the theoretical

training with that of practical one. For the purpose, the college, technical institutions and
business houses co-operate and work in collaboration. Here in Job-oriented courses are opened.
These courses are of short as well as long duration. After the completion of such training, the
trainees are taken in the regular service of the concerned business house.
4.TRAINING THROUGH STUDY COURSE — Under this method, study courses are
prepared under the direct supervision and guidance of the experts in different fields. These
courses are supplied to the trainees on different intervals with the purpose of refreshing the
trainee with the latest techniques and methods of salesmanship.
5.TRAINING THROUGH INDIVIDUAL Coaching—Under this method regular coaching is

provided by the supervisor to the trainee. It is taken as a part of his Job.
6.TRAINING THROUGH SPECIAL ASSIGNMENTS —Under this method, trainees are

provided special assignments and they are made free to handle the affairs as they please. The
method aims at creating confidence among the trainees and do the job to the best of their
ability.
7.OBSERVATION POSTS — This method lays emphasis on 'Learning by observation'.

Trainees who work as assistants learn by observing the working of their seniors on the post.
GROUP TRAINING METHOD—UNDER THIS METHOD, TRAINING IS
1.THE LECTURE METHOD —This is the easiest, simplest and cheapest method of
providing training to the trainees. It is a method to teach factual information to a number of
trainees at a stretch, if properly planned and diligently delivered. It is a sort of classroom
method in which lectures are delivered by senior supervisors and leading experts to a group of
employees. After lectures, questions are asked so as to have a clear conception. Good voice,
attractive appearance, clarity of expression, current examples, visual aids, authentic information
etc. make the lectures a success.
2.THE CONFERENCE AND SEMINAR METHOD—Under this method, conferences and

seminars are organized in which some groups of trainees participate under the leadership of
experts. The participants acquire latest and up to date information. The problems are analyzed
and each participant contributes in one way or the other. Such conferences have motivation
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effect as all the participants are given chances of creative thinking and free expression of their
opinion. it develops group morale and stimulates analytical thinking.
3.COMMITTEE METHOD —Under this method of training, committees of trainees under

the leadership of experts are formed wherein they learn about organizational relationship. Such
meetings help the trainees to visualize the operations of each unit of the organization. More-
over, the trainee learns how to adjust and accommodate other's views.
4.TRAINING BY SUPERVISORS —This is the simplest method of training. Under this

method the employees are put on the Job under the supervision of their supervisor who
instructs them to do their work and supervisor their performance.
5.ROLE PLAYING METHOD —It is a newly developed method, of course interesting and
effective. In this method, some talented trainees or demonstrators are selected. They present the
information in a dramatic way. They make a playlet, fully stripped, rehearsed and acted on a
stage. The trainees witness it as spectators and learn the art of dealing with customers in real
life as the problems, criticisms and objections are solved and replied in a very skillful, pleasing
and convincing manner.
6.JOB ROTATION METHOD—Under this method, the trainees work on different types of
Jobs in the sales organization. It provides broad based, balanced and enriched experience to the
trainees.
7.THE BRAIN STORMING METHOD —Under this method, a particular problem is given
to the trainees, who sit round the table along with the chairman. Each one thinks over the
problem and gives his impression. No trainee is contradicted. A steno collects the information
and sends it to policy makers or a panel of experts. Some good ideas are selected and the rest
are thrown into the paper basket.
8.THE 'EACH ONE-TRAIN ONE' METHOD—Under this method, two teams of salesmen
are formed: One of the experienced salesmen and the other of the new salesmen. The old and
experienced salesman teaches the new ones about the sale-techniques which he had acquired
through his experience.
9.VISUAL TRAINING METHOD—Under this method, visual, audio-visual and audio-aids

are used. This method makes lectures more attractive, impressive and entertaining. Visual aids
includeslides strips, black boards, charts, graphs, diagrams. Audiovisual aids include sound
slides, films, pictures while audio-aids comprise of tape-recorders and record players
COMPENSATING
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What is Sales Compensation?
Sales compensation is the combination of base salary, commission, and incentives that are used
to drive the performance of a sales organization. A sales compensation plan is the individual
plan for a sales representative within your sales organization, and it should be designed with
specific concepts and components in mind, based on their role within the sales cycle, types of
sales engagements, seniority, and more.
Different sales team roles will require plans that are unique to each rep. Sales compensation
management is the method of overseeing plans and ensuring components drive performance
aligned with organizational goals.
Importance of Sales Compensation
Leveraging targeted incentives within a sales force compensation plan creates a new level of

value within your sales organization, allowing you to achieve results and encourage behaviors
in a way that is tailored to individual roles within your organization.
Sales comp influences the behavior of everyone in your organization, from sales reps to senior-
level executives. A one-size-fits-all approach simply doesn't work when you need to impact a
variety of roles across your department. Therefore, it's important that compensation be tailored
for different sales roles.
The Need for Sales Compensation
Top-performing organizations rely on sales compensation as a primary driver of their

performance. Most often, compensation is the sales performance management tool of choice to
achieve strategic objectives. There is a large opportunity here to leverage sales incentive
compensation to improve employee behaviors and performance.
With the right kind of sales comp plans, companies can reward desired behaviors to create
better and more consistent performance—not just on a one time basis, but monthly, quarterly,
and yearly.
Targeted, benchmarked incentives can set your company up to succeed from the start, and
enable tactical adjustments throughout the year to adjust to changing market conditions. Sales
compensation is improved dramatically by the inclusion of compensation planning tools that
are designed to give you empirical insights and improve your plans without relying on hunches
or gut feelings.
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According to Ken Sundheim, owner of executive search firm KAS Placement, there are
several different general sales compensations plans you can consider. These include:
 Straight Salary. There are no incentives under this plan, so salespeople needn’t

worry about their paychecks. Although most good salespeople will eventually
realize that a commission-based structure could be far more rewarding.
 Salary plus bonus. Salespeople receive a salary, but also a bonus if target
quotas are met. There is more incentive with this approach, but once again, good
salespeople may prefer being paid a commission for each sale.
 Base salary plus commission. Salespeople receive a fixed annual salary so they

have a predictable cash flow, but also receive a commission on sales. However,
given the base salary, commissions will likely need to be lower than with a
straight commission plan.
 Straight commission. Under this plan, there is no base salary so salespeople are

compensated only on sales. Pay isn’t tied to hours worked, so some salespeople
may have to work more hours to generate enough income.
 Variable commission. This plan is similar to paying a straight commission, but

the commission rate can change based on whether sales goals are met or if
they’re exceeded.
 Draw against commission. Although this plan is based on commission,

salespeople receive a draw each pay period to help with their personal cash
flow. The draw is then deducted from commissions earned after the pay period.
 Residual commissions. This plan is useful for businesses that have steady client
accounts. Under this plan, salespeople may receive an initial commission for a
first sale and perhaps a smaller commission as long as the customer continues to
order.
SUPERVISING AND EVALUATING SALESPEOPLE
Supervision is generally used today to refer to time spent working with employees to be
certain they are aware of the responsibilities of their job and how to perform them correctly.
Because of the independent nature of the sales job, most of the supervisory activities’ sales
managers engage in occur when they’re working with new hires.
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This seemingly simple and potentially time-consuming task should not be taken lightly, as it is
a critical element of a sales manager’s responsibilities.
Supervision was an important element in a manager’s position when “management” was first
studied, and it continues to be in the twenty-first century. Today, the term supervisor is seldom
heard, yet the act of supervising is no less important than it was a century ago. Sales managers
— and sometimes sales trainers—spend time supervising people performing new tasks.
They observe and then offer suggestions for improving their performance if needed. Their
presence can help ensure that if the salesperson needs assistance, he or she gets it. Whatever
you want to call it, supervising involves lots of “hands-on” time.
EVALUATING SALESPEOPLE
 Sales evaluation involves an analysis of the performance of your sales personnel.

 A sales evaluation helps you determine which salespeople perform well and which
don't. With that information, you can reward your sales team members according to
their performance. Through the evaluation, salespeople may learn of your
expectations and set their goals accordingly.
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Employee Evaluation Form

I. EMPLOYEE INFORMATION
Employee Name Job Title
Supervisor/Reviewer Review Period
From: / / To: / /
II. CORE VALUES AND OBJECTIVES

PERFORMANCE CATEGORY RATING COMMENTS AND EXAMPLES
Quality of Work:  Exceeds expectations
Work is completed accurately (few  Meets expectations

or no errors), efficiently and within
deadlines with minimal supervision  Needs improvement
 Unacceptable
Attendance & Punctuality:  Exceeds expectations
Reports for work on time, provides  Meets expectations

advance notice of need for absence
 Needs improvement
 Unacceptable
Reliability/Dependability:  Exceeds expectations
Consistently performs at a high  Meets expectations

level; manages time and workload
effectively to meet responsibilities  Needs improvement
 Unacceptable
Communication Skills:  Exceeds expectations
Written and oral communications  Meets expectations

are clear, organized and effective;
listens and comprehends well  Needs improvement
 Unacceptable
21
Judgment & Decision-Making:  Exceeds expectations
Makes thoughtful, well-reasoned  Meets expectations

decisions; exercises good
judgment, resourcefulness and  Needs improvement
creativity in problem-solving
 Unacceptable
Initiative & Flexibility:  Exceeds expectations
Demonstrates initiative, often  Meets expectations

seeking out additional responsibility;
identifies problems and solutions;  Needs improvement
thrives on new challenges and
 Unacceptable
adjusts to unexpected changes
Cooperation & Teamwork:  Exceeds expectations
Respectful of colleagues when  Meets expectations

working with others and makes
valuable contributions to help the  Needs improvement
group achieve its goals
 Unacceptable
III. JOB-SPECIFIC PERFORMANCE CRITERIA

PERFORMANCE CATEGORY RATING COMMENTS AND EXAMPLES
Knowledge of Position:  Exceeds expectations
Possesses required skills,  Meets expectations

knowledge, and abilities to
competently perform the job  Needs improvement
 Unacceptable
Training & Development:  Exceeds expectations
Continually seeks ways to  Meets expectations

strengthen performance and
regularly monitors new  Needs improvement
developments in field of work
 Unacceptable
IV. PERFORMANCE GOALS

Set objectives and outline steps to improve in problem areas or further employee development.
22
V. OVERALL RATING
 EXCEEDS EXPECTATIONS  MEETS EXPECTATIONS  NEEDS IMPROVEMENT  UNACCEPTABLE

Employee consistently Employee satisfies all Employee consistently Employee is unable or
performs at a high level essential job requirements; performs below required unwilling to perform
that exceeds may exceed expectations standards/expectations for required duties according
expectations periodically; demonstrates the position; training or to company standards;
likelihood of eventually other action is necessary to immediate improvement
exceeding expectations correct performance must be demonstrated
Comment on the employee's overall performance.
VI. EMPLOYEE COMMENTS (OPTIONAL)
VII. ACKNOWLEDGEMENT
I acknowledge that I have had the opportunity to discuss this performance evaluation with my manager/
supervisor and I have received a copy of this evaluation.
Employee Signature: Date:
Reviewer Signature: Date:
23
References:
https://www.academia.edu
https://www.coursehero.com/
www.yourarticlelibrary.com
www.jobsoid.com
https://salesethics.net/
www.entrepreneur.com
https://www.thehartford.com/
UPERVISING, MANAGING, AND LEADING SALESPEOPLE INDIVIDUALLY AND IN TEAMS by

Katherine Twells
24
ACTIVITY I. Essay (Five points each)
1. Discuss the importance of recruitment.

2. Discuss why sales training is important.
3. Discuss the importance of compensation for the salesmen and for the company/business
owners.
4. Why salesperson needs supervision?
5. Discuss the importance of evaluation for the salesperson and for the company/business
owner.
6. If you are an owner of a business/company, how will you motivate your employees to
be more productive and stay in the business/company for a long time?
7. If you are an employee/salesperson, what kind of compensations would you like to
receive and why?
APPLICATION (Five points each)
1. Make a sample job description for the following job position:

a. Campus Security Guard
b. College Instructor-CBS Department
c. School Nurse
d. Bank Teller
e. Pharmacist
f. Carpenter
25

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DON HONORIO VENTURA STATE UNIVERSITY

DHVSU Main Campus, Villa De Bacolor, Pampanga

SUBJECT CODE: MKTG P306

SUBJECT: PROFRESSIONAL SALESMANSHIP

INSTRUCTOR: TRIXIE B. OSORIO, MBA

I. INTEGRATED MARKETING COMMUNICATION (CONTINUED)

 Recruiting and Selecting Salespeople

At the end of the lesson, the student will be able to:

RECRUITMENT AND SELECTION OF SALES PEOPLE

RECRUITMENT: Recruitment means searching for prospective candidates and inspiring

7 Phases in a Recruitment Process

Setting up the Best Recruitment Team

2. Preparing the Job Description

Checklist to Crafting the Perfect Job Description

Do’s and Don’ts of Writing a Perfect Job Description

Internal Sources of Recruitment

External Sources of Recruitment

4. Screening and Shortlisting

Steps to Effectively Screen or Shortlist Candidates

6. Evaluation and Offer of Employment

7. Introduction and Induction of the New Employee

ORGANIZATION FOR RECRUITING AND SELECTION

Recruitment and Selection

Sources of Sales Force Recruits.

i) Company Sales Personnel

ii) Company Executives

iii) Internal Transfer

Sources Outside the Company

i) Direct Unsolicited Applications

ii) Employment Agencies

iii) Salespeople Making Calls on the Company

iv) Employees of Customers

v) Sales forces of Other Companies

Individuals currently employed as salespersons for noncompeting companies are often

vi) Educational Institutions

vii) Indirect Recruiting

viii) Recruiting Brochures

Some companies distribute brochures outlining sales career opportunities to applicants

TRAINING, COMPENSATING, SUPERVISING AND EVALUATING SALESPEOPLE

What are the Objectives of Sales Training?

To teach you how to ethically operate as a sales professional.

To teach you how to confidently engage prospects and customers.

To show you how to build long-term, trust-based relationships with customers.

To teach you to understand your customer’s buying cycles.

To show you how to be a student of your industry.

What Types of Exercises Are Performed in Sales Training?

Roleplay exercises, conducted in either a trainer-to-student or peer-to-peer format, serve as a

Whether simulating in-person encounters, over-the-phone conversations, or interactions on

Rejection and customer resistance exercises

Product and services training

Methods of Training Salesmen

INDIVIDUAL TRAINING METHOD—The individual training methods include the

2.TRAINING THROUGH CORRESPONDENCE —Under this method training is provided

3.INTERNSHIP TRAINING—The object of internship training is to match the theoretical

5.TRAINING THROUGH INDIVIDUAL Coaching—Under this method regular coaching is

6.TRAINING THROUGH SPECIAL ASSIGNMENTS —Under this method, trainees are

7.OBSERVATION POSTS — This method lays emphasis on 'Learning by observation'.

GROUP TRAINING METHOD—UNDER THIS METHOD, TRAINING IS