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Case study 8.2 -- 3

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Please Read CASE 8-2.

Case 8.2: R.J. Reynolds: Selecting the Best Sales Team

Questions for Discussion:

1)Discuss the strengths and weaknesses of the present staffing process traditionally used by the company.

2) Discuss Mr. Wilson’s personal recruiting philosophy. Is it good or bad?

3) What alternative sources of applicants are available?

4) Discuss the lesson that Joe learned while he was a teenager and how it might apply in the present situation.

5) How would you go about accomplishing Joe’s current recruiting assignment?

________CASE 8.2______

Joe Miller had worked for R. J. Reynolds, a nationwide consumer goods company, for five years as a salesperson in the Oklahoma City sales division. He had been highly rated as a field sales representative and was recently pro­moted to assistant division sales manager in Memphis, Tennessee. This was his first step into field sales man­agement. He was excited about his new position and the wider responsibilities that went along with the job. His new boss, M. B. Wilson, was the division sales manager in Memphis. Joe had heard many good things about him over the years and was looking forward to gaining experience as a manager and being trained by Wilson. After Joe spent a few weeks becoming acquainted with the retail trade, key accounts, and the 12 sales representatives in the Memphis office, Wilson asked him to stop by the office on Friday morning for a short meeting. Joe learned that a sales representative in the division would soon be leaving to take a position with another company. The division manager explained the process used to find and employee sales representatives. Wilson also told Joe that he would need his help in locating and interviewing several applicants for the position that would soon be open. After Joe could locate10 to 12 applicants, he would recommend 2 or 3 to Wilson for a second interview. The regional manager would later interview the top applicant and decide whether or not to make a job offer. Joe was pleased to be involved in the recruiting process. From past observation, he knew that many young college graduates were seeking jobs, but finding applicants that matched the firm's job specifications would not be easy. R.J. Reynolds normally preferred to employ applicants with a college degree in marketing or business and a proven record of hard work. Further­ more, the right personality was important to the company. This means persons who are achievement oriented and self-confident and possess a positive outlook on life. Joe knew that he would need to talk with many applicants before finding two or three that would be accept­ able to the company. Joe also knew that selling positions do not appeal to most graduating seniors. Furthermore, the cigarette and smoking tobacco industry had re­ceived a good deal of bad publicity over the past few years. Wilson was in his late 50s and had been at his present job level for almost 20 years. He realized he would probably not go any higher in the company, so he was content to do the best job possible and play golf on weekends Joe remembered a lesson he had learned as a teenager while working in a supermarket. The manager had asked him to do some routine task. Joe told the manager, “I think there is a better way to do this. “The man­ ager replied, "You get paid to work, not to think. “Maybe the present situation called for more work and less thinking. Joe started making plans to interview graduat­ing seniors at some of the smaller colleges and universities within a IOO-mile radius of Memphis. After all, his main goal as a new assistant division manager is to learn how to become a good division manager.

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