提高销售人员招聘成效外文文献翻译(节选)

中文3100字，1400单词，8400英文字符

文献出处：Brehmer A, Lilly B, Tippins M J. Improving Salesperson Recruitment: Examining Practices of Screening Candidates for Potential Success versus Potential Failure[J]. Journal of Applied Business and Economics, 2013, 15(1): 29-38.

原文

Improving Salesperson Recruitment: Examining Practices of Screening Candidates for Potential Success versus Potential Failure

Brehmer A, Lilly B, Tippins M J

Salesperson recruitment efforts largely target identifying candidates who appear to possess 'sales success traits'. However, success traits may differ from failure traits. Theory and practice both devote low attention to understanding the unsuccessful salesperson, and how to incorporate sales failure into the recruitment process. This paper reports the results of an exploratory study that examines salesperson recruitment, tests the notion that recruiters 'overlook' failure issues, and develops variables that should motivate failure probing, which should be useful for theory and practice.

INTRODUCTION

One of the most important tasks facing sales managers is hiring the right people. Personnel selection receives significant interest in the academic sales literature, with studies examining antecedents and consequences of hiring decisions (e.g., Ganesan, Weitz and John 1993), trends in recruitment practices (e.g., Cron et al. 2005), hiring for contexts that involve international sales efforts (Honeycutt, Ford and Kurtzman 1996), and individual characteristics that signal potential fit (e.g., Maxwell et al. 2005). Personnel selection also receives attention in practitioner literature, reflected in the Good to Great key finding that "getting the right people on the bus" is critical (Collins 2001), and in managerially oriented articles that provide experience-based insights and suggestions related to hiring. The research reported in this paperinvestigates two intriguing sales recruitment insights reported in a recent practitioner oriented article (HR Chally Group 2007). This project explores and extends the insights in a manner useful to the academic community, furthering the ideas for both theory and practice. Notably, many marketing undergraduate students start their careers in sales, and thus we view the project as having potential benefit to marketing professors who help companies recruit their students.

The two insights examined in this study are stated as mistakes commonly made when hiring salespeople. One mistake was referred to as "Using successful people as models," and refers to the notion of hiring people who possess characteristics common to top sales performers, without recognizing that these same characteristics may be common among bottom performers. Thus, screening tools used to recruit salespeople may be ineffective because they may identify the wrong "top" candidates, as these candidates share characteristics of both top and bottom performers. The second mistake was referred to as "Not researching the reasons that people fail," and refers to the notion that hiring managers have a biased perspective when hiring, correctly placing effort in understanding what makes salespeople succeed, but failing

to ascertain why salespeople have failed. This mistake, which has been studied much less in the literature as demonstrated in Appendix 1, may lead a hiring manager to recruit a person who is poised to perform well on some aspects of the job, but who is also poised to fail on other aspects of the job. Both mistakes deal with performance failures, and involve neglecting failure issues in the personnel selection process.

Given the insights above, the purpose of this paper is to examine the assertion of these mistakes. We seek to assess the importance of the two 'common mistakes', and measure the degree to which these problems occur. Further, if the assertions appear to be important and prevalent, then we seek to develop recommendations for research and practice that would lead to corresponding improvements in hiring processes. The remainder of this paper is organized as follows. We discuss the importance of these issues; why including failure issues in screening may or may not be critical tomanagers hiring salespeople. We then discuss Study 1, which was qualitative, and which led to some validation of the assertions above and development of hypotheses to test quantitatively. We then discuss Study 2, which entailed a survey-based quantitative test, and provided further validation and resulted in pinpointing very specific areas where mistakes occur. Finally, we present conclusions and recommendations.

IMPORTANCE OF INCLUDING FAILURE ISSUES IN SCREENING The importance of focusing on failure during a screening process may be questioned for three reasons, each discussed below. Questioning the importance of excluding failure in the screening process is important, because if excluding failure is unimportant, then the exclusion is appropriate rather than mistaken.

First, in sales settings are failures rare or low in cost? We consider a failure to be an employee who fails to achieve minimum work related goals, or who decides to leave the company so the cost of the recruitment effort is insufficiently recovered. If virtually all recruited salespeople were later deemed as non-failures, then spending time identifying potential failures would be wasteful, as their likelihood of occurring would be very low. Also, if the cost of recruitment is low, then again spending time with failure issues would be wasteful, as a hire that results in failure could be replaced inexpensively with another hire. For this "are failures rare or low in cost" question, we note research indicates failure rates in sales positions are high both in absolute sense and relative to other types of positions (Richardson 1999), and that costs of replacing failing employees have long been assessed as high (Rosenberg, Gibson and Epley 1981). Further, we note a company could have an employee they consider to be failing and yet retain the employee; in this case the cost is also high, as work related goals are not achieved. Thus, failures in sales settings are not rare, and are costly.

Second, does screening candidates for success essentially accomplish the same objective as screening candidates for potential failure? If so, then failure issues are addressed through efforts that focus on success. In response to this second question,we note success typically is equated to in-role achievements, such as sales productivity. On the other hand, as recognized in the OCB literature, extra-role behaviors often correlate significantly with managers' evaluations of salesperson performance, and yet may not be consciously thought of as success elements

(MacKenzie, Podsakoff and Fetter 1993). Thus, performance in some dimensions may distinguish success from lack of success, whereas performance in other dimensions may distinguish failure from lack of failure. This notion has been applied frequently in the study of satisfaction with product performance via the Kano model (Vargo et al. 2007), which is analogous to satisfaction with employee performance. Ultimately, we expect a salesperson could be classified as successful in both sales productivity and various extra-role dimensions, classified as successful in sales productivity and yet failed in extra-role dimensions (or vice versa), or may be classified as failed in both sales productivity and extra-role dimensions. In fact, even if a salesperson is viewed as succeeding on both sales productivity and extra-role dimensions, a failure could exist because the salesperson decided to leave the company before the company sufficiently recovers the cost of the recruitment effort. Thus, screening for success may focus on a subset of critical dimensions, insufficiently protecting against hiring a person who ends up failing on other important dimensions.

Third, are signals of failure obvious to sales managers, or even potential salespeople? In this case, putting low overt effort into screening for failure would make sense, as screening would occur without much effort or notice. However, research results indicate sales managers often have mistaken impressions of why failures occur among salespeople (Lilly and Porter 2003), and are unable to anticipate who would be the worst salesperson at a rate higher than chance (Emery and Handell 2007). Further, even salespeople themselves are often uncertain about what factors have contributed to their performance (Dixon, Forbes and Schertzer 2005), and we expect signals of failure would be even less obvious to potential salespeople. Thus, we conclude that failure signals are not simply obvious, and that effortful screeningfor failure is important.

Based on the issues above, our overall assessment is that: 1) salesperson failure is costly and frequent, 2) screening for potential success may insufficiently guard against hiring a person who fails, and 3) effort spent screening for failure is likely to be helpful, as causes of failure are often non-obvious. To some extent, the oft-repeated adage from Winston Churchill applies, specifically that those who fail to study history are doomed to repeat it. In the context of salesperson recruitment, some inclusion of failure in the screening process seems very important.

STUDY 1: QUALITATIVE ASSESSMENT

We had four primary objectives for Study-1 which parallel four questions. First, from the perspective of professionals involved in salesperson recruitment, do recruitment efforts generally lack a component of looking for issues that signal potential failure? Second, if recruitment efforts really do omit efforts to probe for potential failure, do practitioners view the omission as a case of failure being overlooked, or is the omission intended for reasons beyond the three issues discussed above? Third, are post-mortems commonly conducted after salesperson failures occur, in a manner where resulting knowledge could be easily used in subsequent recruitment efforts? And fourth, what factors do recruiters feel should logically motivate the amount of effort they spend when probing for potential failure?

译文

提高销售人员招聘成效：甄选出潜在成功和潜在失败的

候选人的实践研究

亚历山德拉·布雷默；布莱恩·莉莉；迈克尔·蒂平斯

关于销售人员的招聘工作，其主要目标就是识别出销售岗位候选人中谁最可能拥有“成功营销员的特质”。然而，这种成功的特质可能不同于失败的特质。当前的理论和实践研究都很少会去关注和了解那些不成功的销售人员，以及很少会去如何将销售上的失败问题也纳入到招聘过程中。本文即是一个探索性研究，主要研究销售人员的招聘过程，检查招聘人员“忽视”招聘失败的问题，以及激励大家对失败问题进行探索，本文的研究对以后的理论和实践研究应该是有所助益的。

引言

销售经理面临的最重要的任务之一就是招到合适的销售人员。人员选择的标准主要是看应聘人员在销售方面的学术研究情况、是否有过销售的经历等，根据候选人以往的工作经历来判断他们是否能够胜任工作，并以此来做出雇佣决策。（加内桑，韦茨和约翰.1993），招聘实践的动向（科隆等人.2005），招聘有国际化营销背景的人（霍尼卡特、福特和库兹曼.1996年），以及潜在的健康等个人特点（麦克斯韦等人.2005)。人员选拔也关注从业者的学识水平，这主要体现在从优秀到卓越的跨越，学识高也分层次，有优秀及卓越之分，要尽量选择卓越的员工，“让合适的人留在公共汽车上”是至关重要的（柯林斯.2001)，前人所写的管理类文献，为我们提供了基于经验与招聘的相关建议。本文的研究，探讨了两个关于销售人员招聘的有趣观点（人力资源Chally集团2007）。本文就探索和扩展了这两个观点，它们对本课题的学术研究是很有用的，进一步拓展了理论和实践研究的深度。值得注意的是，许多市场营销专业毕业的本科生都选择从事销售工作，将销售岗位作为自己职业生涯的开端，因此，我们认为本文的研究对教市场营销专业的教授具有潜在的好处，能够帮助大学教授们更好地为企业培养出他们想要招募的员工。

本文的研究的这两个观点在招聘销售人员的实际操作中，通常会被误解。一个误解是所谓的“以成功的员工作为标杆模型”，这主要是指成功的精英营销人才所具备的共同特征，这种看法显然没有认识到这些所谓的共同特征有可能是底层营销人员所具备的。因此，用于招聘营销人员的筛选工具很可能是无效的，因为他们可能无法识别出谁才是真正的“顶级”营销精英候选人，因为这些候选人可能都同时具备营销精英和一般营销人员的特征。第二个误解就是所谓的“不去研究销售人员失败的原因”，这主要是指招聘经理在招聘时有一个观念上的偏差，把精力集中放在研究是什么让销售人员成功上，但是不去研究销售人员为什么失败。这个误解，在以往的研究中很少会被关注，如附录1所示，这可能会导致招聘经理会招聘到一个在某些方面表现很好的人，但这个人也可能会在工作的其他方面做的不好。这两个误解都将会导致销售失败，并且将会导致忽视人员甑选过程中的失败问题。

鉴于上述观点，本文的目的就是研究这些错误的论断。我们寻求对这两个常见误解的重要性进行评估，并测量这些问题引发的后果。然后，我们寻求为后续

的研究和实践提出建议，这将能够改进相应的招聘流程。本文的其余部分主要是：我们探讨了这些问题的重要性；在招聘员工时，为什么研究失败问题在甄选营销人员时也是至关重要的。我们然后探讨了研究1，这是一个定性分析，将验证我们之前的一些断言和假设。接着我们探讨了研究2，这是一个个案定量分析，并将提供进一步的验证。最后，我们提出了结论和相关建议。

把甄选失败问题纳入招聘过程的重要性

关注筛选过程中失败问题的重要性可能会因为三个原因而遭受到质疑，下面将分别讨论这三个原因。质疑把甄选失败问题纳入招聘过程的重要性，这本身就很重要。

首先，是因为销售操作上的失败很少，还是因为招聘成本不高？我们认为失败是由于一个员工未能达到最低的工作目标，或者是由于员工决定离开公司，造成招聘成本上的投入没能够收回。但如果几乎所有招募到的销售人员都被视为非失败员工，那么去花费时间识别潜在的失败将会是会是一种浪费。同样，如果招聘的成本很低，然后再花时间去检查失败问题也会是一种浪费。对于这种“几乎无失败或低的招聘成本”问题，我们注意到，研究表明销售岗位上的失败率与其他岗位相比，都是相对很高的，（理查森.1999），并且重新换人，造成的成本也一直相当高(罗森博格、吉布森和爱普雷.1981)。另外，我们注意到一个公司可能存在这样的一种员工，即公司认为他们是失败的销售人员，但是仍然保留了这些雇员；这种情况也会导致很高的成本，同时，相关工作目标也没有达到。因此，从这方面来说，销售上的失败并不是罕见的，且是昂贵的。

第二，筛选成功候选人和筛选潜在的失败候选人本质上是一样的吗？如果是这样的话，那么就要和关注成功一样去努力关注失败问题。为了应对第二个问题，我们注意到成功通常等与销售人员的角色内成就是一致的，比如：销售效率。另一方面，相关文献也认为，角色外行为明显与经理人对相关销售人员的绩效评估有关，但也可能不是，目前可能还没被公认为是成功的元素（麦肯齐、达萨科夫和费特，1993)。因此，某些方面的绩效将可能区分成功与缺乏成功，而其他方面的绩效，将可能区分失败与缺乏失败。这个概念经常被应用于产品性能满意度研究。（瓦戈等人，2007），类似于员工绩效满意度。最终，我们希望销售人员在销售业绩和角色外业绩方面都是成功的，这种情况可分为来那个可能：成功的销售业绩,但失败的角色外业绩(反之亦然)，或失败的销售业绩和成功的角色外业绩。事实上，即使销售人员在销售业绩和角色外业绩方面都被视为是成功的，或者在销售业绩和角色外业绩方面都被视为是失败的。出现失败的问题，主要是由于销售人员在公司收回招聘成本之前就决定离开公司，这导致公司的招聘成本居高不下。因此甄选成功的销售人员可能要专注于关键指标里的几个指标，防止招聘到的销售人员最终不能胜任其他方面的工作。

第三，销售经理对销售人员的评估，在评判销售人员的失败问题上有显著的影响。在这种情况下，花费较少的经历去筛选失败的销售员工将会导致更多的精力浪费去探寻销售上的失败问题。然而,研究结果表明，销售经理在为什么会出现失败的销售人员问题上存在着误解。（莉莉和波特，2003)，并且和无法预测谁会最有机会成为销售精英（埃默里和汉德尔，2007)。另外，即使销售人员自己也往往不确定什么因素促成了他们的销售业绩(迪克森，福布斯和斯科特，2005)，我们期望失败的特征能够更明显识别出来，以使我们能够快速识别潜在的销售人员。因此，我们得出这样的结论：即失败的特征不仅是显而易见的，而且需要我们花费更多的精力去关注销售中的失败问题，这一点是很重要的。

基于以上的问题，我们的总体判断是：1）销售上的失败问题导致的成本是昂贵的，也是很常见的。2）筛查潜在的成功销售人员并不一定就能保证效果好于招聘到失败的销售人员。3）花费精力去筛选销售中的失败问题很可能是有助益的，虽然失败的原因往往不是很明显。从某种程度上说，温斯顿·丘吉尔的常挂在嘴边的谚语很适用在这方面，即不去研究历史的人注定要重蹈覆辙。在销售人员招聘工作的背景下，在甄选销售人员时，关注失败问题是非常重要的。

研究1：定性分析

在定性分析中，我们发现有四个主要目标对应着研究中的四个问题。首先，是以专业人士的身份参与销售人员的招聘工作，从事招聘的工作人员是否普遍缺乏动力去探究影响工作失败的原因？第二，如果招聘工作人员不付出任何努力去探究影响工作失败的原因，他们就会把这种疏忽当作一个理所当然的失败案例，或者为了所谓的失败去寻找借口，那么是否超出了上述讨论的三个问题的范围呢？第三，对于销售人员的招聘工作失败后，招聘工作者通常采用的方式是进行事后检验，那么他所积累的经验可以很容易地用于后续招聘工作吗？第四，当探究潜在的失败时，是什么因素让招聘人员觉得理所应当激励他们付诸更多的努力？

世界贸易和国际贸易【外文翻译】

外文翻译 原文 World Trade and International Trade Material Source:https://www.wendangku.net/doc/8c17396735.html, Author: Ted Alax In today’s complex economic world, neither individuals nor nations are self-sufficient. Nations have utilized different economic resources; people have developed different skills. This is the foundation of world trade and economic activity. As a result of this trade and activity, international finance and banking have evolved. For example, the United States is a major consumer of coffee, yet it does not have the climate to grow any or its own. Consequently, the United States must import coffee from countries (such as Brazil, Colombia and Guatemala) that grow coffee efficiently. On the other hand, the United States has large industrial plants capable of producing a variety of goods, such as chemicals and airplanes, which can be sold to nations that need them. If nations traded item for item, such as one automobile for 10,000 bags of coffee, foreign trade would be extremely cumbersome and restrictive. So instead of batter, which is trade of goods without an exchange of money, the United State receives money in payment for what it sells. It pays for Brazilian coffee with dollars, which Brazil can then use to buy wool from Australia, which in turn can buy textiles Great Britain, which can then buy tobacco from the United State. Foreign trade, the exchange of goods between nations, takes place for many reasons. The first, as mentioned above is that no nation has all of the commodities that it needs. Raw materials are scattered around the world. Large deposits of copper are mined in Peru and Zaire, diamonds are mined in South Africa and petroleum is recovered in the Middle East. Countries that do not have these resources within their own boundaries must buy from countries that export them. Foreign trade also occurs because a country often does not have enough of a particular item to meet its needs. Although the United States is a major producer of sugar, it consumes more than it can produce internally and thus must import sugar.

零售企业营销策略中英文对照外文翻译文献

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译文： 零售企业的营销策略 Philip Kotlor 今天的零售商为了招徕和挽留顾客，急欲寻找新的营销策略。过去，他们挽留顾客的方法是销售特别的或独特的花色品种，提供比竞争对手更多更好的服务提供商店信用卡是顾客能赊购商品。可是，现在这一切都已变得面目全非了。现在，诸如卡尔文·克连，依佐和李维等全国性品牌，不仅在大多数百货公司及其专营店可以看到，并且也可以在大型综合商场和折扣商店可以买到。全国性品牌的生产商为全力扩大销售量，它们将贴有品牌的商品到处销售。结果是零售商店的面貌越来越相似。 在服务项目上的分工差异在逐渐缩小。许多百货公司削减了服务项目，而许多折扣商店却增加了服务项目。顾客变成了精明的采购员，对价格更加敏感。他们看不出有什么道理要为相同的品牌付出更多的钱，特别是当服务的差别不大或微不足道时。由于银行信用卡越来越被所有的商家接受，他们觉得不必从每个商店赊购商品。 百货商店面对着日益增加的价格的折扣店和专业商店的竞争，准备东山再起。历史上居于市中心的许多商店在郊区购物中心开设分店，那里有宽敞的停车场，购买者来自人口增长较快并且有较高收入的地区。其他一些则对其商店形式进行改变，有些则试用邮购盒电话订货的方法。超级市场面对的是超级商店的竞争，它们开始扩大店面，经营大量的品种繁多的商品和提高设备等级，超级市场还增加了它们的促销预算，大量转向私人品牌，从而增加盈利。 现在，我们讨论零售商在目标市场、产品品种和采办、服务以及商店气氛、定价、促销和销售地点等方面的营销策略。 一、目标市场 零售商最重要的决策时确定目标市场。当确定目标市场并且勾勒出轮廓时，零售商才能对产品分配、商店装饰、广告词和广告媒体、价格水平等作出一致的决定。如沃尔玛的目标市场相当明确：

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