Abstract Salesperson hiring decisions are critical for firms, and managers typically accept one of two viewpoints regarding optimal hiring strategies. The first asserts that prior sales experience allows new salespeople to perform immediately upon hire and represents a valuable hiring heuristic. The second believes lack of prior experience allows managers to mold new salespeople to the hiring firm’s needs. Further complicating matters, formal sales education programs are gaining in popularity and may represent an alternative hiring heuristic for sales managers. Using unique multisource data (from both B2B and B2C firms), the authors explore the effects of these hiring heuristics in driving salespeople’s longitudinal performance trajectories, along with the moderating role of post-hire manager coaching behaviors. Results of the longitudinal growth models show the distinct and opposing effects of each hiring heuristic and coaching strategy. The authors also identify critical areas of future research and managerial practice.

中文翻译：

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雇用谁以及如何指导他们：对新雇用的销售人员绩效的纵向分析

摘要 销售人员的招聘决策对公司至关重要，经理通常会接受关于最佳招聘策略的两种观点之一。第一个断言，先前的销售经验允许新销售人员在招聘后立即执行，并且代表了一种有价值的招聘启发。第二种观点认为，由于缺乏先前的经验，管理人员可以根据招聘公司的需要来塑造新的销售人员。更复杂的是，正式的销售教育计划越来越受欢迎，并且可能代表销售经理的另一种招聘启发式方法。使用独特的多源数据（来自 B2B 和 B2C 公司），作者探索了这些招聘启发式方法在推动销售人员纵向绩效轨迹方面的影响，以及聘用后经理指导行为的调节作用。纵向增长模型的结果显示了每种招聘启发式和指导策略的不同和相反的效果。作者还确定了未来研究和管理实践的关键领域。