l ?eting the Challenge. Women in Sales Ontario Women’s Directorate eeting the Challenge. Women in Sales A Change Agent Project by Ontario Women’s Directorate and General Motors of Canada Limited aking a Difference. M Women in Sales The many faces of women in sales. You could be one of them... or they could be part ofyour sales team. Front row— left to right: Leesa Avrith, Linda Mak, Carol Suffern Back row— left to right: Ruth Maluga-Atkins, Monika Kelly, Marilyn Browne, Mary Anne Harris The Change Agent Program In 1986, the Ontario Women’s Direc­ They are: Cameo Inc., Canada Trustco Consultative Services Branch torate launched a Change Agent Pro­ Mortgage Company (Canada Trust), Ontario Women’s Directorate gram designed to encourage the devel­ Cyanamid Canada Inc., RBC Dominion 2nd Floor opment of innovative employment Securities Inc., Passport International 480 University Avenue equity projects in the private sector. Automobiles (a division of General Toronto, Ontario Motors), Pitney Bowes and 3M Canada M5G 1V2 The purpose of the program is two fold. It is intended to improve the employment status and representation Inc. This publication, Women in Non- of women in the workforce, and to Traditional Sales, is the result of this provide examples of existing employ­ Change Agent project. For more infor­ ment equity projects for employers to mation on the Change Agent Program consider when developing their own please contact: (416) 597 150(5- employment equity initiatives. The Ontario Women’s Directorate provides consultative and financial support to eligible organizations wishing to imple­ About the Publication ment such a project. In return, partici­ pating organizations agree to share with other Ontario employers the information they have gathered from The purpose of this publication, co­ The publication profiles seven their projects. produced by the Ontario Women’s women who have successful careers in Directorate and General Motors of non-traditional sales occupations. Limited agreed to act as co-facilitator of Canada Limited, is to promote the Their experiences, achievements and a Change Agent project to produce a employment of women in non-tradi­ contributions to their organizations publication designed to increase the tional sales occupations. It has two pri­ provide encouragement for other number of women in non-traditional mary target audiences: women and women to investigate the potential of a sales. Seven other companies also employers. career in non-traditional sales. Their In 1988, General Motors of Canada agreed to participate in the project. Non-traditional sales occupations success also provides good impetus for are defined as those that have been employers to remove the barriers historically male-dominated — such as which continue to prevent women industrial, commercial and technical from entering male-dominated sales sales. It is hoped that this publication occupations. will stimulate women’s interest in careers in non-traditional sales, and that it will encourage employers to increase the number of women in male-dominated sales forces. 24 Carolyn Huneck Sales Manager Pitney Bowes 28 Dorothée Couture Sales Representative Canada Trust Commercial Real Estate Services (Canada Trustee Mortgage Company) ontents C 32 Eileen Hardy District Manager of Builder Sales Camco Inc. 36 Jennifer Dawkins 4 The Change Agent Program About The Publication Introduction 6 The Changing Labor Force 7 Women In The Workforce Women In Sales The Evolution Of The Salesperson 8 Why Women Should Consider Non-Traditional Sales National Dealer Organization Manager Passport International Automobiles — A division of General Motors of Canada Limited Tips for Employers 40 Moving Women into Non-Traditional Sales 41 Establishing Corporate Commitment 42 Recruiting And Selecting Female Sales Representatives 43 Creating A Supportive Working Environment Summary 9 Breaking Barriers Commitment From The Top 10 Summary The Profiles 12 Rosanne Jurjevich Sales Representative 3M Canada Inc. 16 Joan Flood Manager, Farm Supply Centre Cyanamid Canada Inc. 20 Nancy Cobban Stockbroker RBC Dominion Securities Inc. Tips For Employees 44 Should You Consider A Career In Sales? 45 Researching Sales Opportunities 46 Overcoming Barriers 47 Conclusion Bibliography 48 Ontario Women’s Directorate Consultative Services Branch (5 Women in Non-traditional Sales ( 6 ) Introduction The Changing Labor Force Most employers recognize that the Companies, like those profiled in composition of the labor force has this publication, are also reviewing undergone significant change in the their human resources policies and last 20 years. They also realize that practices to ensure that they maximize they must adapt to this change if they the potential of this changing labor are to maintain their competitive edge force. They are revising traditional job in an increasingly competitive business advertising strategies, re-evaluating hir­ environment. Ontario’s employers are moving ing and promotion procedures, devel­ oping new assessment tools to elimi­ their human resource management nate unnecessary job requirements, strategies away from those which and implementing employment equity address a labor force composed pri­ strategies to ensure that designated marily of white males. In doing so, groups have equal access to, and par­ they are accommodating the increasing ticipation in, the workforce. numbers of women, visible minorities, native people and people with disabili­ ties, who make up a large percentage of the labor force. Women in Sales Women have always worked in sales. They have worked in retail, they have sold door-to-door, on the telephone and from their homes. For the most Women in the Workforce part, however, women have been channelled into sales jobs that have provided them with neither significant financial remuneration nor an opportu­ The Evolution of the Salesperson nity for advancement through the orga­ nization. Since one of the most dramatic societal Women have traditionally been Sales has suffered over the years from changes has been the increased num­ hired to sell products associated with a number of negative, stereotypical bers of women in the workforce, and their role as wife, mother and home­ images. When we think of the “typical” their contribution to the economy, maker — cosmetics, women’s and chil­ salesperson we tend to imagine a slick, women have generally been the first dren’s clothing, toys, groceries, fabrics fast-talking, unscrupulous man with group designated for a company’s and so on. Even when they have been the gift of the gab, an endless supply of employment equity program. hired to sell home-related goods, they jokes and a sample case on wheels. While most women continue to have generally been relegated to jobs But this kind of salesperson is fast dis­ work in relatively low-paying service selling small items (such as china and appearing. and clerical jobs, employment equity linens) while their male colleagues Today’s salespeople are profession­ initiatives have resulted in women have sold “big-ticket” items (such as als. A number of them have post-sec­ making some gains in the workplace. stoves and refrigerators) on which ondary school education and have Women now have access to a wider commission is also paid. undergone considerable sales and range of jobs than ever before and they Because the sales jobs women have are making real progress in many orga­ typically filled have been at the bottom careers — training that is much more nizations. They are also beginning to end of the earnings scale women have sophisticated and intensive today than move into non traditional occupations tended not to give serious considera­ it was even 10 years ago. which offer higher earnings. One of tion to a career in sales. But times are It is no longer considered sufficient, the non traditional occupations which changing. A number of recent initia­ or even acceptable, for salespeople to provides women with significant finan­ tives, such as the introduction of be “best buddies” with their clients. A cial, professional and personal benefits employment equity, have opened up salesperson is more of a business con­ is sales. product training throughout their high-paying, non-traditional sales jobs sultant — she or he establishes a long­ to women — and women are taking term relationship with customers and advantage of these openings. helps solve their business problems. Today’s salespeople know it is more 7 Why Women Should Consider fast talker. Professional ethics play a significant Non-Traditional Sales important to be a good listener than a role in the way salespeople conduct their business. Similarly, most organi­ zations have strict rules about how salespeople should and should not The earnings potential of non perform their duties. traditional sales has caught women’s inter­ Good product knowledge is consid­ est and attracted them into professional ered key to a salesperson's success. sales careers in industrial, commercial Given rapid advances in high technol­ and technical industries, as well as ogy, salespeople today are selling insurance and securities. increasingly more complicated equip­ Compensation in these areas is usu­ The historical reasons given for keep­ ing women out of non traditional sales ment and must keep up-to-date not ally a combination of commission, occupations were numerous. Selling only with their own company’s prod­ bonus and incentives and may include was considered to be a "man's job," ucts but with their competitors’ too. a base salary. The commission and which women couldn’t do. It wasn’t an The evolution of the sales profes­ incentive components in these fields “appropriate” career for women. Cus­ sional has had a positive side-effect for give salespeople the opportunity to tomers wouldn't accept female sales­ women. Employers are placing more make significant earnings, while exer­ people. Women wouldn’t last. There emphasis on professional abilities and cising a large degree of flexibility and was little or no room for discussion on interpersonal skills than on finding control over when and where they the issue and there were few employ­ sales staff with the stereotypical “sales work. They also work with minimum ment equity programs to formally dis­ personality.’’ Customers now look for supervision and, providing they meet credit these assertions. salespeople who can help them run predetermined sales objectives, they their operations more effectively — are free to determine the amount of lication have demonstrated, women regardless of gender. This has resulted time they wish to dedicate to the posi­ are proving to be extremely effective, in considerably improved opportuni­ tion. These are all positive considera­ successful salespeople in occupations ties for women to secure non-tradition- tions which appeal to women. long considered the exclusive domain al sales jobs and the accompanying benefits. Because the sales team is an integral part of any organization and is often its As the women featured in this pub­ of men. In spite of their example, and the example of hundreds of women driving force, good sales people are like them, however, saleswomen still customarily scrutinized for senior man­ face bias and discrimination in the agement potential. This is borne out by workplace. studies which indicate that almost one- third of chief executive officers have sales and marketing backgrounds. One final consideration favoring professional sales careers is the results- oriented nature of this field which ensures objective comparisons between women’s performance and that of their male counterparts. 8 Breaking Barriers Behavior tolerated in men is fre- quently deemed unacceptable from Commitment From The Top women, such as sitting alone at a bar. Women still encounter individuals who address them as “honey,” “sweetheart” and “dear." They must also deal, at Both the women and the employers younger ones notice a difference in times, with sexist remarks and jokes. interviewed for this publication indicat­ attitude between some older men and Some male customers still resist female ed their belief that the key to success­ the young men beside whom they salespeople wanting to pick up the ful integration of women into male- have studied and worked — and cheque for lunch. Also, women are still dominated environments is commit­ against whom they have competed. All prone to sexual harassment on the job. ment from senior management. When participants agreed that it is changing Most of the women profiled in this there is visible support from the presi­ attitudes that are allowing, and even publication have had the support and dent and/or chief executive officer, and encouraging, more women to move co-operation of both clients and col­ when his or her commitment is com­ into male-dominated jobs. leagues, but they have also had to deal municated to senior management and with gender bias — ranging from inad­ enforced by line management, then the in sales increases, more women will be vertent to blatant. working environment is more accept­ attracted to the field and more compa­ ing of change, and women’s entry into nies will be encouraged to hire them. it more successful. For, as history has proven, nothing suc­ What then, makes the difference between positive and negative experi­ ences in the workplace — particularly The women and employers who for women who enter non traditional participated in this project also feel that occupations? although attitudes toward women in As the number of successful women ceeds as well as success. the workplace are slow to change, they are changing. The older women have seen attitudes change first hand. The 9 Summary Non-traditional sales jobs provide entry-level positions to more than size that many women have the ability women with one of the best career $100,000 a year, depending on the field to be as successful as they are. But they opportunities they will have in the and their level of experience. Finally, are exceptional because they are mak­ 1990s. they are destroying the myths and mis­ ing it in what has long been considered Unlike the sales jobs the majority of conceptions surrounding all women a man’s world. women have filled, and continue to fill who enter male-dominated profes­ non traditional sales provide women sions. that employ them, are also an inspira­ with an excellent opportunity for per­ The seven successful saleswomen sonal and professional satisfaction and you will meet in this publication vary breaking down the barriers which have development and, more importantly, in age from 30 to 60. They come from prevented women’s equal participation for considerable financial compensa­ different socio-economic backgrounds. in the workplace and, in so doing, they tion. They have different levels of educa­ have opened up a whole range of tion, different interests and different employment opportunities for women aspirations. in fields where doors were once firmly Today’s saleswomen are selling everything from chemicals to comput­ ers, and from investments to insurance They are building successful careers in In spite of their differences, howev­ er, they do have certain qualities in a tough, competitive, demanding and common: they are all risk-takers, and complex environment. They are mak­ they are all hard-working, determined, ing good money — from $35,000 in and confident. None of the women would call themselves exceptional, in spite of their considerable achievements. In fact, they would undoubtedly empha- 10 These women, and the companies tion. They have taken the lead in closed against them. Profiles 11 ) osanne Jurjevich R Sales Representative 3M Canada Inc. — a diversified, international manufacturing company which produces a wide range of industrial, electronic, information imaging, life sciences and consumer products. “If people in school had impressed upon me that no occupa­ tion — including sales — was closed to me as a woman, I’d never have taken a diploma in secretarial science,” says Rosanne Jurjevich, a sales representative for the document systems division of 3M Canada Inc. “I’d have gone for busi­ ness from the beginning.” A Because of her training as a secretary, however, Jurjevich was first hired by 3M in Lon­ don, Ontario as a clerical worker in the personnel depart­ ment. This position enabled her to work at a number of tasks 12 that weren’t strictly secretarial and she soon began to look at the possibility of changing her career. “I thought about B ut then I looked at the money people were making in sales and I decided I’d like to take a shot at that!” personnel work, as a career, at first,” scious determination to consider all how women would be accepted by she says, “but then 1 looked at the potential and qualified candidates, ft is primarily male customers. “Those con­ money people were making in sales this broad perspective that continues to cerns have not been valid or consid­ and I decided I’d like to take a shot at open up opportunities and ensures ered as obstacles. 3M continues to that!” fairness and equality in our personnel encourage and support women in the Encouraged by managers in the policies and practices,” says Calhoun. pursuit of these opportunities. We look organization who recognized her Calhoun feels a number of signifi­ at all qualified candidates because potential, in 1979 Jurjevich applied for cant societal changes have also con­ we’d be missing a lot of great talent if and got. her sales position in Toronto. tributed to recent increases in the num­ we didn’t,” indicates Calhoun. Being a diversified manufacturing ber of women in non traditional occu­ Jurjevich has also found that com­ company producing a wide range of pations and in more senior capacities panies’ fears that men may not want to industrial, health care, electronic and in organizations. He feels an increasing deal with women are misplaced. When consumer products, 3M has always number of women are broadening she started making her first sales calls offered unique opportunities for all its their educational training, for example, she dealt with manufacturing accounts employees. This is particularly true and this, in turn, allows them more where she would have to talk to engi­ with so-called “non traditional” oppor options. “I’m often asked to talk to uni­ neers — the majority of whom were tunities for women. “Jurjevich’s deci­ versity students about careers in sales,” men. “Some of them would say, ‘I sion to pursue a sales career in the he says. “Ten years ago you could have didn’t expect a lady salesperson,”’ she complex office equipment field is a counted the number of female busi­ says, “and they’d kind of roll their eyes, good example of this,” says Mike Cal­ ness students on one hand and have and you’d really have to grind your houn, 3M’s human resources manage fingers left over. Now, I’d say that more way through those accounts. But these than 50 per cent of the audience is were isolated incidents. I find this atti­ female.” tude has changed dramatically over the for development and staffing. “3M has always maintained a con­ As women began to move into non years. I think people now award busi­ traditional sales occupations, Calhoun ness based on who does the best job.” says there was some discussion about Jurjevich sells a number of docu­ ment-handling systems to manage files. This includes optical disc and micro­ film equipment. Because the purchase of such systems can cost companies 14 hundreds of thousands of dollars and fessional persistence, and strong inter­ pro can require a company to make a con­ personal skills can reap excellent siderable change in its operation, the financial rewards and personal satisfac­ selling cycle is a long one. “In a normal tion. It is common for someone straight sales environment, making 12 calls on out of college and doing a good job to a single account would be unheard of,” earn $30,000+ in their first year. Jurje­ says Jurjevich. “In mine, it's standard.” vich’s income doubled as she became For this reason, Jurjevich sees her job more proficient after a few years on the as being more of a consultant than a job. sales representative. She has to under­ Because 3M is so diversified, it gen­ stand her clients’ needs; recognize the erally looks for people with a number impact that the use of the 3M equip­ of different educational and profes­ ment might have on other areas of sional attributes depending on the operation; make a proposal and rec­ position which is being filled. If the ommendations on how the current sys­ company is looking for people to go tem should be changed; make presen­ into health-care sales, for example, it about hiring women are self doubts,” tations to demonstrate the effectiveness would probably search out candidates says Calhoun. “If you aren’t looking of the 3M equipment in meeting from health and life sciences programs. today at hiring women, who make up clients’ specific requirements; and then Prospective employees also have to be nearly half the labor force, then you’ve willing to relocate, since the company got a real problem.” make the final sales pitch. Part of Jurjevich’s success at her job “It can be frustrating,” she says, has branches across Canada, and they “because you sometimes feel you’re have to have the potential to be suc­ has come from a learned ability to deal never going to make a sale. But that’s cessful in a number of progressively with the rejection that is part and par­ another thing you have to learn — responsible positions. cel of every salesperson’s job. when to distinguish a prospect from a The company encourages promo­ “You have to have the same kind of tion from within and individual growth attitude that Bobby McFerrin has when The positive side of this kind of and development and motivational he sings ‘Don’t Worry, Be Happy,”’ she sales job is that you get a tremendous seminars for support staff are held says. “Sometimes you work with a sense of satisfaction when you’ve done annually. This group was targeted by client for three months and you think all of this hard work and the deal goes the company because it was felt that everything’s going along fine and then through. “You have the primary support people are generally over­ the client up and buys somebody else’s responsibility for your own results,” looked when it comes to specific product. If you take that personally, says Jurjevich, “and I like that. And, of developmental opportunities, and you’re dead. Maybe your competitor course, you’re rewarded financially because the company wanted to had a better price; maybe that compa­ according to how well you’re doing.” encourage them to broaden their hori­ ny’s equipment had a feature yours Sales can be one of the most finan­ zons in terms of career opportunities. didn’t. Whatever the reason your client cially rewarding careers. For the type “I think a lot of employers’ doubts went with someone else, you have to suspect!” of work Jurjevich does, a significant be able to say to yourself, ‘O.K., end of portion of the total compensation story. On to the next customer.’” package comes from commission on the sale of large document handling systems. Technical competence, pro- 15 ) Joan Flood Manager, Farm Supply Centre Cyanamid Canada Inc. — an international, research-based company which manufactures medical, agricultural, chemical and consumer products. It has 14 farm supply centres in Ontario and Quebec. Born and raised on a farm in Essex County, Joan Flood is more than familiar with the significant challenges farmers face every day of their working lives. Jr This practical knowledge, combined with 11 years part-time experience as a secretary for the Cyanamid Farm Supply Centre in Maid­ stone and Harrow and an upgraded night-school education in agronomy, made Flood confident she could manage the centre. “But when I approached the company about it I was 16 told that my male customers wouldn’t accept me,” she says. “I argued with them a bit, I said I didn’t think my gender ( 17 V If you believe in yourself, there’s no ______ obstacle you can’t overcome. ” really mattered, and I told them I felt it knew Joan could do the job, for one beside you in the field? Does she drive was my knowledge and rapport with thing. I also believed we had to keep the tractor? Does she take the grain to customers that was important. But up with new trends — we had to get the elevator?’ Of course, they had to management, at that time, felt I would more women into jobs like this. And I admit that she did. So then I’d ask never be accepted by the farming com­ thought we had to get over our preju­ about their daughters. Did they feel munity.” dice that women wouldn’t be well their daughters should have to do sec­ received by the farming community. I retarial work all their lives, if they As a result, Flood left Cyanamid at the end of that season to accept a full- felt that a lot of the obstacles we wanted, and had the ability, to do time job as director of the Windsor/ assumed would prevent women from other things? They understood what I Essex County Volunteer Services. being successful in this position simply was saying.” When she was called by Cyanamid at wouldn’t be there.” the beginning of the next season and Flood understands the company’s Apart from a few isolated instances, Flood says her customers have been asked if she would be returning to her concerns about how she would be very supportive of her and that her secretarial job, she stood her ground accepted in a male-dominated environ­ sales for Cyanamid show it. and said no. “Two weeks later,” she ment, because she had some of the Although Flood is the only female recalls, “Cyanamid offered me the posi­ same concerns herself. “I had no farm supply centre manager working tion as manager.” She has held that qualms about my ability to do the job,” for Cyanamid, Pierre Robitaille, direc­ position for 12 years. she says, “but I did wonder about the tor of employee and public relations reaction I’d get, not only from the male believes this will change in the next farmers but from their wives too.” five to ten years. “Operating a farm Ted Tait, who was district manager for farm supply centres in southwest­ ern Ontario when Flood was hired, was the person responsible for getting Flood found that some farmers did supply centre is a unique job,” says have reservations. They didn’t question Robitaille. “You have to have run a large farming operation; you have to the company to change its mind. “I her ability, because most had worked guess I just didn’t have the same con­ with her for a long time, but they won­ have good business sense; and, today, cerns as the company," he says. “I dered if she'd be able to succeed in you have to have a degree in what they considered a “man’s world.” agriculture. Unfortunately, we’re still “But 1 asked: ‘Does your wife work hard pressed to find women who have all of these qualifications.” Increasing numbers of women are already moving into Cyanamid’s sales forces and into a number of occupa- 18 tions in the company which were pre­ $40,000 after two years with the com­ viously male-dominated. Currently, 27 pany. Farm supply centre managers out of a total of 112 sales representa­ are paid salary only. tives in the company are women. The Flood’s achievements have been the company also has a female veterinari­ result of long hours, hard work, and a an in its animal health division and the determination to succeed. She has head of purchasing is a woman. always made a point of going out on to Cyanamid has made a firm commit­ the farms to visit both current and ment to hiring women, visible minori­ prospective customers and she feels ties and people with disabilities, her knowledge of the business has through its equal opportunity program. earned her their respect. It is currently revising its recruitment, “I remember, one night, going out hiring and promotion practices, to to see a new customer I was deter­ ensure they are being applied fairly mined to get for Cyanamid,” she and do not inadvertently hinder mem­ recalls. “I went right into his barn to bers of these groups from obtaining talk to him, and, since it was spring, I for her to be active in the community positions for which they are qualified. was up to my ears in mud. He said to and to get to know farming families. “Women have an excellent track me: ‘If you’ll do all this to get my busi­ She runs breakfast and lunch-time record in our company,” says ness, how can I say no?’ I’ve had that seminars for her customers and keeps Robitaille. “They are professional; they farmer as a customer ever since. So I up-to-date with the agribusiness by have a good background in their field; had to earn the farmers’ respect. I had reading farming publications, and by and they understand the business to prove I wasn’t afraid to get my attending seminars organized by the they’re in. I think, today, this tran­ hands dirty.” chemical companies and by Cyanamid. scends any concerns we might once Farmers in the Harrow area grow This makes for a very busy life, but have had about whether they’ll be tomatoes, small vegetables, soybeans, it’s one made easier by a very support­ accepted in what is still a male-orient­ wheat and some corn. The farm supply ive husband and family who share ed business.” centre Flood manages provides farmers housekeeping chores. It also helps that with agricultural chemicals, both liquid Flood loves her job and that she’s agribusiness side of Cyanamid work and dry fertilizers, and with rental determined to succeed at it. “I think for one of three divisions in the com­ equipment. It is Flood’s job to manage pany: animal health, plant health, or the plant and the staff, generally con­ women can do anything they want to do today,” she says, “but they have to research and development. People sisting of three full-time people off-sea­ believe in themselves. If you believe in hired into sales and marketing can son, and another four in the spring. yourself, there’s no obstacle you can’t New employees coming into the move into sales and marketing man­ It isn’t unusual for Flood to work a agement and then into general man­ 15-hour day, in the springtime when agement. farmers are planting. The rest of the Sales staff are paid a salary, bonus and incentives. Approximately 75 per cent of a sales person’s income comes from a base salary and 25 per cent overcome.” year she usually works from 8 a.m. to 5 p.m. In addition to running the centre, however, Flood believes it is important from bonuses and incentives. While potential earnings vary between chem­ ical, pharmaceutical and agricultural sales forces, a successful salesperson atat Cyanamid generally makes an annual base salary between $35,000 and 19 ) Nancy Cobban Stockbroker RBC Dominion Securities Inc. — one of the largest stockbrokerage firms in Canada, with branches in the United States, Europe and the Far East. The firm has approximately 600 licensed representatives in its 65 Canadian offices. “Our job is to talk to people who have money and who want to invest it,” says Adrian Coote, vice-president and director of RBC Dominion Securities Inc. A “In the past, we’ve made certain assumptions about who those people were and who should be talking to them. Up until 10 years ago, we always considered that it was the man in the household that han­ dled investments; and that men wanted to talk to men. But that is all changing.” A When Coote started in the securities 20 business 20 years ago he says there might have been four female stockbrokers in the firm he worked for — and that 21 ) c oCbban says she also had clients ________ who say they are working with her because she’s a woman. was an exception. In RBC Dominion if that would have been the case, but I training. This base salary is gradually Securities today there are 63 female wasn’t interested in finding out.” The reduced and supplemented by com­ stockbrokers across Canada (more company at the top of Cobban’s list mission until employees are on full than 10 per cent of what the company was the firm now known as RBC commission (33 1/3 per cent) at the calls its “retail” sales force). One of Dominion Securities. She was offered a end of a year’s employment. them is Nancy Cobban. position with the organization in 1981. All new sales staff participate in a training program, lasting about two When Cobban decided to get into To become a stockbroker you are the brokerage business, she knew it required to take the Canadian Securi­ months, which consists of a combina­ was male-dominated. With this in ties Course which is offered by the tion of classroom and in-house instruc mind, she made a list of firms for Canadian Securities Institute. Once you tion. Employees learn about the com­ whom she’d like to work, and priori­ have been employed by a securities pany and its various departments; they tized the list, putting at the bottom firm, you then have to sit the Regis­ get sales and product training; and those she knew had few, if any, female tered Representatives exam to become eligible to be licensed. Over and aboveabove they learn about the administrative sales staff. aspects of their work. Six months after “It was very important to me that that, according to Coote, companies the initial training period is over, they the firm I selected had women already like RBC Dominion Securities are sim­ are given a 3-4 day brush-up course. there,” she says, “because it’s hard to ply looking for people who are “highlyhighly Most of Cobban’s day is spent on build a clientele when you start in this competitive, goal-oriented, indepen­ the telephone essentially advising her business and I wanted all the support I dent and energetic.” clients when to buy, sell or hold on to their investments. “I act as a link could get. 1 didn’t think I’d get that Stockbrokers work strictly on com­ support if I was the first or second mission, but RBC Dominion Securities between our analysts and the client,” protects new brokers’ income as they she says. “My role is to help my clients learn the ropes. During the first two fulfil their financial goals.” woman in the company. I don’t know months on the job, new employees areare To do this, Cobban has to get to paid a salary (annualized out between know her clients well, to understand $20,000 and $25,000) while they are what stage of their life they are at, and what personal and financial objectives they have for the future. “But I’m not a financial planner,” she emphasizes. “My function isn’t to help clients make 22 Up a budget. That should all be done true.’ That person became a client and before they come to me.” is a client to this day.” Cobban says a broker’s clients are Cobban says she also had clients usually a reflection of his or her own who say they are working with her personality. For the most part, Cob­ because she’s a woman. They feel, she ban’s clients are average people. Many says, that women work harder for them are in two-income families, most are in order to prove themselves. “That over 45 and some, but not all, are well may be true for some women,” she educated. “Some brokers like to have a says, “but I work hard because I’m a handful of very wealthy clients,” she hard worker.” explains, “but that’s not for me. If five Hard work brings rewards for all clients provide all of your business and sales people who work on straight you lose one you’ve just lost 20 per commission and the remuneration can cent of your business — and that’s very be particularly significant for people in difficult to replace.” the brokerage business. On the other When stockbrokers start out they have to build their own clientele. Ini­ hand, earnings are very much at the in the stockbrokerage business for whim of the economy. “We’re a cyclical seven years, her hours are just about as tially, like most companies in male- business,” says Coote. “In good times long today as they were when she dominated business environments, you can make as much money as a started. She generally arrives in the office between 7:30 a.m. and 8 a.m., RBC Dominion Securities had some stockbroker, as you can in any busi­ concerns that this would be difficult for ness you want to name. The sky is the she leaves around 6 p.m., and she women because most customers were limit. In 1987, a lot of our female bro­ spends two or three hours doing job- still men, but this has not proven to be kers made well into six figures. But related reading or performing adminis­ the case for Cobban and her female 1988 was a tough, tough year.” trative tasks every night. On the week­ colleagues. “I can think of only two individuals Hard work also means long hours, end, she'll spend another three or four particularly in the beginning. But those hours reading and keeping up-to-date whom I felt had a problem with me hours can also be flexible. “Retail sales on the business. being a woman,” says Cobban. “I people in this industry operate very remember sitting in the offices of both much as they would if they were run­ cation to her job, have macle her one of these prospective clients thinking to ning their own business. As long as of the most successful sales people in myself, ‘If I were a man you’d have they live within industry and stock­ RBC Dominion Securities today. “There made a decision by now.’ In both cases exchange rules and produce enough are a lot of excellent saleswomen like Cobban’s hard work and her dedi­ 1 approached them, very politely, with revenue, they can do business when Nancy out there,” says Coote. “Compa­ what I was feeling. One of them said they like,” says Coote. “On the other nies who aren’t seeing that, are limiting their market.” he didn’t think it was a problem, but I hand, if you want to come into this could tell that he wasn’t saying what he business and work 9 to 5, then forget was thinking. He never became a it. You’re not going to be successful.” client. The other person said, ‘Frankly, Though Cobban has been working I’ve never had a female broker and, now that you mention it, maybe that is 23 'C arolyn Huneck Sales Manager Pitney Bowes— a worldwide supplier ofa broad range of business equipment, business supplies and business financial services. When Carolyn Huneck was asked if she’d like to go for an. interview for a sales position with Pitney Bowes, she did one thing before making up her mind. She called the firm’s receptionist and asked whether or not Pitney Bowes had any successful women in the corporation. “That was going to be one of my criteria for accepting a job,” she says. “Unless I found out that there were successful women in the compa­ ny, or that there were good opportunities for women, I 24 didn’t want to work there.” Huneck started her sales career with Pitney Bowes in July, 1984. In April, 1987 she was made sales manager for western Toronto and now 25 s Salesprovides the most equal opportunity ------------ you can think of, in terms of earnings, because the sky is the limit. manages five male and three female advantage to go on straight commis­ knock on the doors of businesses still staff who sell mailing equipment and sion because they can earn a lot more using stamps, to sell them postage photocopiers — two of the major money. We expect a second-year sales meters. “I really came up through ‘The products sold by the business equip­ person to be making at least $40,000 a School of Hard Knocks,’” she says, ment division of Pitney Bowes. year. Our most successful people “having people slam the door in my Born and raised in Toronto, Huneck would certainly make in excess of face!” She worked in this position for had held a number of different jobs $100,000 a year. Sales provides the two years and then moved to the next after graduating from Grade 13. She most equal opportunity you can think level of selling which was to call on finally decided to try sales because she of, in terms of earnings, because the companies that already had Pitney thought it would be something she’d sky is the limit. You can also decide Bowes equipment to encourage them enjoy and because she felt it would be that if you’re making $50,000 a year to upgrade it. After nine months at this the fastest way into a career. She and you’re comfortable with that, then level she became a sales manager — a worked in two sales positions that that’s where you’ll stay.” position that would generally take didn’t work out well before coming to Training is ongoing through a sales quite a bit longer to attain, but for Pitney Bowes. “It was sort of my last person’s career at Pitney Bowes. The which Huneck and the company chance,” she says. initial training period, which consists of thought she was ready, given her suc­ It turned out to be the best one. training in the branch under the super­ cessful track record. It was also a sig­ While all sales people at Pitney vision of the sales manager, lasts for nificant achievement in a business Bowes work on straight commission, about three months. During this time which for generations has been domi­ the company pays them a salary during sales people receive both sales and nated by men. their initial training. The salary gradual­ product training; they accompany sales “We started to hire women into the ly tapers off according to individual representatives on sales calls; and they sales force back around 1977, but there needs. “Some people get up-to-speed then go for a week long, formal train­ were very few of them at that time,” very fast,” says Steve McGill, vice-presi­ ing program at the company’s head says McGill. “Women now make up 20 dent, eastern region, “and it’s to their office before they go out on the road. Huneck’s job, when she first started per cent of our sales staff. There’s no question that it was harder on the pio­ with the company, was to park her car, neers than it is on our female sales walk up and down the street, and people today.”. Any company moving women into non traditional occupations faces resis­ ( 26 tance at the beginning — either inter­ nally or externally, and sometimes both. "I did hear of some customer says, “mostly, I suspect, because they resistance to women at first,” says didn’t think I’d last. But eventually they McGill, “but there’ll always be some­ couldn’t, because when you start to one out there who doesn’t like some­ produce and you’re doing well, they one from our company for one reason realize you’re going to be around for a or another. We simply can’t tailor our while. For the most part, though, I’d firm to those kinds of attitudes. When have to say that people have been very you get down to it, you want to get the supportive — particularly manage­ job done. If it’s being done by a man, a ment.” woman, a visible minority or a person Once having decided it made good with a disability it really doesn’t mat­ business sense to hire more women in ter. ” sales, Pitney Bowes found the job Pitney Bowes has made a firm com­ mitment to hiring women throughout wasn’t all that easy. “Traditionally, women haven’t applied for these kind the organization, at all levels of their of jobs,” say McGill, “so we didn’t have operations. It has a number of women enough female candidates.” To attract in management positions and just more women the firm developed a recently appointed its first female vice- new recruitment advertising campaign three of my competitors, possibly president in Canada. “When we started that featured female employees giving knows more about copiers than I do, to hire women into our sales force, a “testimonials” about their work. “In a and is going to ask some very intelli­ number of them quickly became very city where we’d found it tough to hire gent questions. If I don’t have good successful,” says McGill, “so we real­ people, suddenly we were swamped product knowledge and can’t give the ized there was a huge pool of talent with applicants,” recalls McGill. right answers, the customer is going to “In photocopier sales, for example, the customer has probably talked to out there that no one had really tapped Pitney Bowes is hiring more and buy somewhere else. So it’s no longer before and that it didn’t make sense to more people with college or university possible to rely on the old ‘best bud­ ignore it.” degrees these days and, since the dies’ approach.” Customer satisfaction surveys con­ equipment is changing, feels that some Does Huneck feel it’s important to ducted by the company also showed knowledge of software and computer ask the same kind of questions that she that most of the people making pur­ sciences is helpful for candidates. asked when she went for an interview chase decisions on their equipment Essentially, however, the firm is look­ at Pitney Bowes? “Yes, absolutely,” she were women. “So we had to ask our­ ing for people who are bright, have says. “If company support isn’t there, selves, ‘Why do we always have men high energy levels and a capacity to you aren’t going to go anywhere.” selling to women?’” says McGill, ‘Why learn fast. not have women selling to women?”’ Part of Huneck’s job today is to hire During the first stage of her career, people and she passes on to prospec­ Huneck sold Pitney Bowes’ products to tive employees her own enthusiasm for companies’ shipping and receiving the job. “The money is great; it’s excit­ departments, generally at the back of ing; you have a fair amount of freedom warehouses, where the walls would — you aren’t stuck at a desk all day,” often be plastered with pictures of she says. “You meet different people scantily clad women. “These experi­ all the time, and at Pitney Bowes, there ences taught me that I had to maintain are some excellent incentives.” Huneck my professionalism at all times,” she also says that the whole business of says, “1 couldn’t let it go for a minute.” selling is changing and that this is an Huneck has faced very little discrim­ advantage to women. ination in her job and has generally found her male colleagues to be help­ ful. “Some just ignored me, at first,” she 27 orothée Couture D Sales Representative Canada Trust Commercial Real Estate Services (Canada Trustco Mortgage Company) — the largest loan and trust company in Canada, and Canada’s second largest commercial real estate brokerage firm, with 200 real estate offices across the country Once Dorothée Couture decided to pursue a career in com­ mercial real estate, it was a non-issue that this is a male-dom­ inated industry. Having worked as a sole female in a number of jobs, the prospect of having to break into another field was no deterrent. Even so, when she obtained her real estate licence and started to research commercial brokers, she came up against a few brick walls. “We’re getting 35 28 applications a day from men, so why would we hire a woman?” Couture recalls being told. “Some companies 29 ) Il As long as you have the discipline necessary _______ to be your own boss, you can control when, where and how you ’ll do your job. ” wouldn’t even give me the lime of day. In exploring the potential of joining When they quit, however valid the rea­ When 1 learned that Canada Permanent Canada Trust, Couture’s industry expe­ son, their departure is more noticeable (now Canada Trust) was looking to fill rience exceeded that of most other (where a man’s might not be) and is management positions, I thought they candidates. She brought with her a often used as proof that “women can’t might also need salespeople.” Canada degree in interior design as well as hack the business.” Trust hired Couture as a commercial experience in the design of commer­ real estate representative in 1983. cial premises and restaurants. Her had to battle, she knew she could In spite of the obstacles Couture When Couture started with the firm work as a tenant co-ordinator on a count on management support. She there were only two female commer­ number of major Toronto develop­ felt that Canada Trust having hired her, cial agents with the company in Toron­ ments also gave her an inside view of in spite of industry trends, was an indi­ to. There are now eight. “When we landlord and tenant needs. She sold cation that the company supported the hire, we hire salespeople,” says Gerry herself on the basis of these credentials entry of women into the commercial Gotfrit, vice-president of commercial when she met with Canada Trust. real estate business. In addition, during real estate services for Canada Trust. “If When Couture started as a commer­ day-to-day operations, Couture had a person is well-suited to sales we cial realtor, she encountered prejudice confidence in the knowledge that she don’t care about their sex, their age or common toward women working in was being treated equitably. “Visible their racial background. We hire them, non traditional roles. She was told by support at the top filters down,” she train them and put them to work. I male colleagues that she wouldn’t last, says, “making your life a lot easier." know there are still commercial bro­ that women never did. Dorothée kerage companies out there that don’t recalls that it took a $4 million listing to for women in commercial real estate have women in these positions, and in break down those initial barriers and sales — particularly for women who the long run, it’s going to hurt them.” gain the respect of her fellow want to work outside the home and salespeople. Couture sees many opportunities raise a family. A single parent herself, Since women breaking into male- she appreciates the freedom she has in dominated work environments are the determining her own work schedule. exception, they are highly visible. “As long as you have the discipline necessary to be your own boss, you can control when, where and how you’ll do your job. One of the beauties 30 about commercial real estate is that, such things as fundamental communi­ unlike residential sales, you rarely cation skills, telephone prospecting, work nights and weekends.” As long as salespeople achieve the negotiating and closing techniques. Training is an ongoing process at Cana- goals they have set in conjunction with da Trust whether it is shaping the skills the company, Canada Trust doesn’t of the rookies or building on the police their comings and goings. “If strengths of experienced salespeople. you’re well-organized, disciplined and manage time well, you can balance If Gotfrit and Couture have any advice to give to employers about hir­ work, family and personal responsibili­ ing women for non traditional sales ties quite nicely,” says Gotfrit, “and youyou occupations, it’s this: “Don’t differenti­ have the ability to make a lot of money ate when you advertise, when you at the same time. Not many occupa­ interview, when you hire, when you tions offer those advantages.” promote, when you pay. Hire people When dealing with a customer look­ because they’re the best qualified for ing for a property, Couture determines the job. And let them know that’s why the specific needs with respect to type you hired them!” of property, size, use, timing, budgets, According to Couture, another key to success in sales is selling a product “We look for individuals who are or service in a field that you really and a host of other criteria. If she is enthusiastic and excited about selling,” enjoy. “As simple as it sounds,” she marketing a property she develops an says Gotfrit. “While we might look to says, “it should be the rule. If I thought understanding of what’s important see if anything in their background I’d be happier selling cosmetics than from the perspective of the owner, supports selling real estate, the key is real estate, and if I could make a good then gears her effort to realizing those their ability to sell. If they have the living at it, that’s what I’d be doing motivation, we can teach them every­ today.” objectives. Commercial realtors sell or lease office, retail, or industrial buildings. thing they need to know to do the job effectively.” As a successful salesperson herself, Couture encourages women to consid­ Couture has built her client base over Gotfrit believes that Canada Trust’s er careers in commercial real estate. “1 the last five years through cold calling, initiative in hiring women as sales rep­ think women make the best salespeo­ prospecting, and referrals. With each resentatives gives the company an ple,” she says. “Yes, there’s a lot of successive year in the business, the edge in recruiting the best possible pressure. Yes, it’s very competitive. percentage of her business done due people. As he explains it: “At the end And yes, there’s a certain amount of to referrals has increased. of the day, I have to produce and all of strain working strictly on commission. All commercial realtors at Canada my staff have to produce. Whether But you wouldn’t catch me doing any­ Trust are paid a commission on busi­ thing else.” ness written. The split the salesperson they're men or women, that’s the bot­ tom line.” receives is determined on an ascending “Confidence in yourself is the key,” scale — ratios increase in the salesper­ says Couture. “You've got to believe son’s favor as deals are completed that you can do the job and that your and commissions are booked. "It’s not sex is immaterial. That’s how you’ll be uncommon for successful people in successful.” this business to earn six figures consis­ tently,” says Gotfrit. When a person joins Canada Trust’s commercial real estate division, the company provides a comprehensive training curriculum. Topics include 31 Lileen Hardy District Manager of Builder Sales Cameo Inc. — the largest manufacturer and distributor in Canada of major appliances including the General Electric, Hotpoint, Moffat, and McClary brand names. “I couldn’t count the number of times I’ve been told, ‘If you were a man we’d give you a briefcase and put you in sales,”’ says 61-year-old Eileen Hardy, district manager of builder sales for Camco Inc. “Being of the generation I am, I accept­ ed that kind of a comment as a compliment. And when I was asked if I would take a sales position in the company, one of the first filled by a woman, I was very flattered and elated. But I have to say I’m sorry that it wasn’t offered to me 15 32 years ago.” Hardy’s 18 years of experience with Camco, in positions such as product planning and forecasting and as supervisor of the order desks, has helped her become one of 33 P People often say to me, ‘Eileen, you were born ' ______ a generation too soon and now you ’re a generation too late, Hardy laughs. the most successful sales people in the washers, dryers and micro wave ovens “But the company has recognized organization. Today, she is the person — to builders for new' houses, condo­ that times have changed,” he says. “In responsible for handling one of the miniums and apartments. Much of her many cases now women earn as much company’s biggest clients. selling is done on the telephone and as their husbands — sometimes more Hardy has worked outside the she sometimes sells, quotes, orders — and more men and women are shar­ ing duties in the home.” home for a living since she graduated and delivers products to clients with­ from Grade 13 in 1945. She left the out ever meeting them. Ideas for paid workforce when the first of her prospective clients come from a num­ two children was born and stayed ber of sources. Hardy may see a new women are now signing the cheque for home until her youngest child went to condominium being built as she drives major appliances and this has forced school full-time. In 1959, she returned to work, note the contractor’s name the company to re-think its sales strate­ to the full-time paid workforce as sec­ and telephone number, call the firm gies — including who sells. “We used retary to the credit manager for Kelv- when she reaches the office and ask if to have a mindset that only men could inator. she can give them a quote on provid­ sell appliances, particularly to build­ Recent customer surveys conducted by Camco have also shown that ing Camco appliances. She also reads ers,” says Michel Trudel, Camco’s vice- the company that is now known as trade magazines that list buildings president of sales. “But we’re realizing Camco. Her first job, handling forecast­ coming up for construction. that doesn’t make a lot of sense and so In 1970, Hardy began working for ing and planning production, was also While one would think that selling we’re changing our mindset. We’re a new job for a woman. “People often appliances would be a “traditional" doing it for good business reasons — say to me, ‘Eileen, you were born a rather than a “non traditional” job for we want to be more successful.” generation too soon and now you’re a women, since they have been the pri­ Salespeople at Cameo make mary appliance users for generations, between $28,000 and $45,000 from Hardy was offered the job she cur­ this hasn’t been the case. Tom Powell, earnings and commissions, with rently holds in February 1988. She sells builder sales manager for Camco, says, bonuses on top of that. Approximately major appliances — such as refrigera­ in the past, men usually signed the 75 per cent of a sales person’s income tors, electric ranges, dishwashers, cheques for major purchases and even comes from a base salary; 25 per cent old sales-training films taught sales­ from commission. Sales people also people to direct their answers to men’s have a company car and an expense questions. account. Bonuses are paid on the basis generation too late,’” she laughs. of how well the sales team does, not on individual performance. “In our 34 industry, one market, such as London, might be cool while another, like far more guilty of chauvinism than the Toronto, might be hot,” says Powell. younger generation,” says Hardy. “The “The salesperson in London might be only situations I’ve experienced where working just as hard as the one in there’s been a difficulty with my being Toronto but he or she won’t be penal­ female — whether it was spoken or ized because of economic conditions.” not — have been with people my own More and more of Cameo’s new age. But even they are changing as sales staff have college or university they see more and more women occu­ degrees, generally in business, arts or pying, and being successful in, jobs science, but the company also consid­ that used to be men’s. I say to a lot of ers equivalent work experience. All young women, 'I’m going to do a heck new entrants, regardless of education, of a job so that you can get in there work in telephone sales and in admin­ quicker than I could.’” istration for the first six months. “Eileen Another key to success for women was hired into sales because she knew entering any non traditional occupa­ the business inside out,” says Trudel, tion, or moving up through the organi­ “not because she had a sales back­ zation, is commitment and support the company is currently looking at ground. And that’s the new direction. from the top. “We’ve had a very clear alternative work arrangements to Sales people today have to be more message from our president, Steve Sny­ ensure the company adapts to current competent than ever with business der, that we have to have more women lifestyle changes. skills they’ve never had before.” throughout the company,” says Trudel. A company’s support of its employ­ While Hardy’s supervisors knew “If you look at things in the traditional ees can be shown in a number of that she had the knowledge and the way, you aren’t going to make major ways, but for Eileen Hardy it all comes ability to do a good job, they neverthe­ progress in anything. You constantly down to one thing —fairness. “All 1 less had some concerns about how she have to look at how to improve your want is for the company to be fair would be accepted by customers and business — and it’s usually through when they hire me; to pay me the co-workers, who were primarily male. non traditional avenues — whether it’s same as they would a man with the “The construction industry is rough hiring women or finding different dis­ same skills; and to give me the same and tough," says Powell, “and a very tribution channels. You simply have to tools they would give anyone else. 1’11 demanding business to be in. We didn’t move with the times. It’s a pretty logi­ do the rest,” she says. “My one deter­ know how buyers would react to a cal conclusion when you think about mination is to be the best that I can be female salesperson. But one of the it.” — not better than anybody else, or bet­ keys to success is earning buyers’ Camco has instituted a number of respect and showing them what you employment equity initiatives to can do. And Eileen did that.” ensure that women, and other desig­ Hardy feels that she has been ter than a man — just the best that I can be.” nated groups, have full and equal “received beautifully” by her col­ access to job opportunities. It regularly leagues and her clients. “Traditional reviews developmental opportunities roles are falling by the wayside every for women in the organization, for day,” she says. “Labels such as district example, to make sure women are manager are just that — labels. They aware of, and can take advantage of, say you have a certain collection of promotions as they arise. It has a two skills. They don’t say they are male or year, in-house training program female skills.” through which employees, on rotating Both Hardy and her supervisors assignments, can get experience in var­ agree that changing attitudes toward ious operations of the company. And women in the workplace are making it much easier for women to move into non traditional sales. “My generation is 35 Jennifer Dawkins National Dealer Organization Manager Passport International Automobiles — a division of General Motors of Canada Limited that sells imported cars and trucks. In 1977, when General Motors of Canada Limited was recruiting on campus at the University of New Brunswick, it was discouraged to learn that not a single woman had applied for the sales positions it was filling. After GM appealed to the university, however, the dean of the busi­ ness administration faculty called a number of female gradu­ ates and encouraged them to apply. One of them was Jen­ nifer Dawkins. A “I think women hadn’t applied because they saw GM very much as a male bastion,” she says. “Even 36 when I was offered a job I had to think hard about it. I had planned to further my education at that time; I wasn’t sure I 37 If companies don’t look at hiring women — _______ into non traditional occupations they re making a mistake. ” wanted to work for as large a company Dawkins’ current job is to build a erally young and fairly new to the busi­ as GM; and I really knew very little dealer network across Canada which ness, and they're telling a dealer how about the field. But I thought GM had will consist of 150 dealers when it is to run a business that they’ve probably been smart to see that if women fully operational. This means that been in for 20 years. “And then, to top weren’t going to them, they’d have to Dawkins travels a lot, spending per­ it all off,” she quips, “you’re a woman. haps three days a week out of the It was tough!” go to women.” Dawkins did accept the job and office, and she rarely puts in less than 10 hours a day — sometimes more. that the key to success in dealer sales dealer organization manager for Pass­ Currently, nine field managers across and service contact is earning the deal­ port International Automobiles, a divi­ the country look for potential dealers ers’ respect. “I tell a district sales man­ sion of GM Canada that has an entirely who are then recommended to ager — be respected first and liked separate dealer network selling only Dawkins who helps make the final second,” says Atkinson. Dawkins imported cars and trucks from Isuzu selection. She will also look at build­ earned respect by learning everything and Daewoo. Sales, service and marketing people at GM go through a number of differ­ ent operations in the company as they ings and sites for possible Passport she could about the dealer business. “If operations and keep an eye on how there’s one way to get into dealers’ current dealers are doing financially. good books, it’s by telling them how to “Dealer contact jobs are not easy at make more money,” she says. “So I build their careers. During Dawkin’s the best of limes,” says Bill Atkinson, extensive on-the-job training with the vice-president of sales-service-market- Dawkins feels, particularly in her company she moved through positions ing for GM Canada, “and they were dif­ line of work, that women do have to such as product distribution specialist ficult for the first women who went work harder than men to get the became very good at that.” and district sales manager, and learned into them. The business has been respect of their customers and co­ about sales finance, fleet sales, and heavily male-dominated for a long workers. Nevertheless, she definitely sales and profit forecasting. This expe­ time. It’s a fast-paced, high-risk busi­ feels that attitudes are changing. “One rience, gained in Moncton, New ness for dealers. They’re small business of the interesting things I notice is that Brunswick, Toronto and Oshawa, people, they take a tremendous gam­ more and more of the dealers have where she now works, helped build ble, and it was difficult for them to daughters who attend university and the knowledge and expertise she puts adapt to women coming in telling are starting to think about careers,” she into practice today. them how to run their operations.” says, “and so the dealers are able to Dawkins concurs. She says being a district sales manager is difficult for 38 Both Atkinson and Dawkins agree now, 11 years later, she is national most new people because they’re gen- empathize with me more.” Dawkins has worked for a number of years with the Woman’s Advisory Council at GM, which was established in 1983 to recommend and implement specific employment equity initiatives for salaried women. So she has seen, GM generally looks for people with first hand, how the organization is university degrees when hiring for its changing — particularly as younger sales force. They also look for people men join the company. “When I gradu­ with a business or marketing back­ ated from business school, less than 10 ground. The company uses two assess­ per cent of my class were women,” she ment tools to ensure that women are says. “Now more than 50 per cent are given an equal chance of securing women. Younger men are consequent­ sales, service and marketing positions. ly much more used to working along­ The first is a selection tool used in side women and are seeing, of course, the hiring process. After the first inter­ that women are doing very well — view with GM, selected candidates we're equal partners. Young men have attend a performance-based interview no problem today accepting me as where they are put into three, 10- their manager.” minute mini-simulations of incidents Women still face some difficulties they will encounter as field representa­ on the job, however, simply because tives. Candidates who perform well at — unless someone happens to be a cat- they are women. When Dawkins trav­ this point then go to an Assessment buff, of course.” els on business, for example, she often Centre at GM where they get one-and- finds herself in out-of-the-way places. a-half days of more intense simulated into the labor force GM recognizes that “If I were a man, the dealer or the sales experiences and where they get a it has to adapt its organization to the As more and more women move manager would undoubtedly ask me to much better understanding of what large numbers of female employees join him for a drink or dinner. When will actually be required of them on who are contributing to the company. you’re a woman, they’re reluctant to do the job. “The working woman is here to stay,” that — and you’re reluctant to suggest The second assessment tool is used says Dawkins. “Many women now it. It can consequently be quite lonely for developmental purposes. When work out of economic need, but, in and that’s something you have to deal employees are between middle and addition to that, women are becoming with.” senior management positions, where better educated and have a great deal more skills will be required, GM to bring to the organization. I think the reviews their careers and experience to company is aware that it has to keep Now that women are making a suc­ cess of sales careers in GM, what is the next step for the company? “What we identify areas that might need further up with these kinds of changes if it’s have to do now is get more women development. going to retain the best people.” moving up through the ranks,” says Technical knowledge used to be the Atkinson. “I’d say we have a dozen major stumbling block for women who and training women are very simple: women at the moment who are ready wanted to sell products like cars — “If companies don’t look at hiring for the next jump and we have to make employers simply assumed women women into non traditional occupa­ sure that happens. In the next five didn’t have any. But that is no longer tions they’re making a mistake,” he years we’re going to see good progres­ the case. “There’s much more of a says. “They’re simply missing out on a sion.” In the sales, service and market­ focus on business knowledge than tremendous pool of talented, intelli­ ing department, the company reviews technical knowledge today,” says gent and well qualified people who staff readiness, experience and training Wayne Townsend, senior administra­ can do a terrific job for them.” on a monthly basis to help employees tor, sales programs. “Most people, male prepare for management positions. In or female, have enough technical skills 1980 there were 40 women in first-line to understand the product. We give management positions in sales, service technical training as part of our 7-week and marketing; today there are 71 — a new-hire training program and we 77.5 per cent increase in spite of a 25 don’t find any difference in technical per cent streamlining in the organiza­ knowledge between men and women tion since 1983, and hiring restrictions since 1980. Today, 32 per cent of first line contact people are women For Atkinson, the reasons for hiring 39 Women in Non-Traditional Sales 40 L Employers Moving Women into Non-Traditional Sales The manner and the speed with which Employers are taking proactive women are integrated into non measures to increase the representa­ traditional sales jobs will vary from organi­ tion of women at all levels of their zation to organization. For those workforce. For example, some of the employers who have found it difficult employers profiled here have estab­ to envision women in such jobs or are lished special recruitment measures in reluctant to hire them, the process of conjunction with employment equity integration will take a little longer. On program initiatives. One of the first the other hand, employers who believe steps for employers implementing in equal opportunity in the workplace employment equity programs, is to and accept the changing roles of review their employment policies and women, are likely to employ them practices. Such a review helps to iden­ more readily in a wider range of jobs, tify and eliminate artificial employment including non traditional sales. The barriers caused by systemic discrimina­ employers profiled in this publication tion. Systemic discrimination refers to have all demonstrated that women can employment policies and practices succeed in traditionally male-dominat­ ed sales occupations. which result in the denial of opportuni­ ty for employment and advancement Establishing Corporate Commitment for reasons that are not job-related. The consequences of systemic discrim­ ination are sex-role stereotyping and As the participants in this publication Corporate commitment can also be occupational segregation. As more and have noted, employers will be far more communicated verbally by the CEO to more employment equity programs are successful in increasing the representa­ senior management, by senior man­ established, the rate at which women tion of women in their sales force agers to line management, and by line are integrated into historically male- when there is visible, senior manage­ managers to their employees. However dominated jobs will be accelerated. ment commitment, particularly at the such commitment is expressed, a clear If you are considering adding message from the CEO, is a crucial step women to your sales team or wish to level of the chief executive officer. This commitment can be formal — written increase their representation in your into a company’s strategic plans, ing women into your sales team. sales force, there are a number of mea­ human resources policy manuals, sures you can take not only to recruit employment equity policy, and so on. in the process of successfully integrat­ them but to encourage them to stay once they are hired. Some of the mea­ sures to consider are reflected in the checklists which are included in this chapter and relate to: 1) establishing corporate commitment, 2) recruiting Corporate Commitment Checklist and selecting female sales representa­ tives, and 3) creating a supportive working environment. ♦ Do you have a corporate policy ♦ Are planned initiatives to achieve statement on employment equity? stated goals being managed by a senior ♦ Has the chief executive officer com­ management executive, with account­ municated to all employees the ability and direct reporting responsibil­ organization’s interest and commitment ity to the chief executive officer? to increasing the representation of ♦ Is there an employment equity pro­ women in its sales force and in other gram in place to ensure that women occupational groups in which they are and other designated groups such as under-represented? visible minorities, native people and ♦ Are designated women employees people with disabilities have access to invited to participate in the develop­ equal employment opportunity in your ment of strategies to more fully inte­ organization? grate women at all levels of the organi­ zation? ♦ Does the organization’s operational plan include stated goals for the employment of women in sales? Recruiting and Selecting Female Sales Representatives It is not uncommon to hear employers say that they are unable to recruit qual­ Recruitment and Selection Checklist ified women for non traditional employment. Some employers have indicated that their usual recruitment sources such as advertising in major newspapers, have not attracted many female applicants. The fact is, however, some employers have been more suc­ cessful than others in reaching female job applicants. The ones who have been more successful seemed to have added a special measure to their usual recruitment methods. For example one of the companies profiled in this publi­ cation featured female sales represen­ tatives in their newspaper ads giving testimonials about the job. Identifying women already in the company, with an interest in sales, and encouraging them to consider a sales career, also proved to be a successful recruitment means for some employers. There are indeed a number of measures which organizations can consider in their quest for female sales representatives. The recruitment and selection checklist which follows exemplifies some of these measures. ♦ Do your recruitment and selection ♦ Have you advised recruitment policies recognize the growing ambi­ sources such as employment agencies tions and increased participation of and university and college placement women in the paid labor force? offices that you are interested in ♦ Are company personnel with recruiting women sales representa­ responsibility for recruitment and tives? selection trained in bias-free recruit­ ♦ Have you encouraged some of your ment methods? own employees with sales potential to ♦ Are stated specifications job related, pursue a sales career through means and free of systemic barriers such as such as lunch-time in-company semi­ requirements for “Canadian experi­ nars to talk about what the work ence,” inflated academic qualifications involves, the required skills, and avail­ and extensive years of experience? able company assistance programs? ♦ Have you reviewed your recruitment ♦ Does your organization participate in promotional materials, including the special events such as “career days” tone of written text, the illustrations and “job fairs”? and the graphics, to ensure that the ♦ Has your organization considered focus is not on men only, and that advertising in selected women’s maga­ terms such as salesperson or sales rep­ zines and association newsletters? resentative are used instead of sales­ ♦ Has the organization established an man? inventory of potentially qualified ♦ Have you conveyed to prospective female applicants to train as sales rep­ employees, in job advertisements, for resentatives to fill prospective vacan­ example, and to your clients that you cies? are an “Equal Employment Opportuni­ ♦ Are applicants given credit for their ty Employer”? non-salaried, volunteer, but related, ♦ Have you ensured that there is no sales work experience? inherent race or gender bias in your job selection criteria, including tests, assessment tools and other methods of evaluating prospective employees? ♦ Are women included on your recruitment and selection team? Creating a Supportive Working Environment Organizations with a keen interest in place special measures to help ensure attracting women sales representatives the successful integration of women will likely want to take the added step into their working environment, partic­ of ensuring that the working environ­ ularly in non traditional and historical­ ment is hospitable and supportive. It is ly male-dominated occupations. Such worth noting that the sexism that has measures might include the implemen­ sometimes made it difficult for women tation of a sexual harassment policy to claim their right to equal opportuni­ and the provision of orientation ses­ ty in employment, still exists in a num­ sions for employees to learn more ber of today’s workforces. The fact that about the organization’s culture and sexist attitudes are not easily changed standards, employee rights and necessitates organizations putting in employer obligations. Summary The successful integration of women into occupations where they have been historically under-represented should be regarded as a shared respon­ sibility between employers and employees. Employers should assume responsibility for letting women know that they are seriously interested in hir­ ing and promoting them. Women employees can share the responsibility Supportive Environment Checklist by identifying and taking advantage of training and development opportuni­ ties to acquire needed skills for employment and advancement on the job. ♦ Have you communicated to all from addressing women as “girls,” employees that discriminatory or sexist “sweetheart” or “honey”? reflected in the checklists will have attitudes and patronizing behaviors are ♦ Does your organization give awards already been implemented in a num­ not tolerated by your organization? to “Top Salesperson of the Year” rather ber of organizations. Some can be ♦ Have you identified and addressed than to Top Salesman of the Year? implemented immediately while others areas of organizational resistance to the ♦ Does the organization's training pro­ will take time and planning. Essential occupational integration of women? gram include training on employment ly, serious consideration must be given ♦ Have you implemented anti-harass­ equity and compliance with human to determining how best to establish ment workplace policies with specific rights legislation? the kind of employment policies and regard to sexual and racial harassment? ♦ Have you reviewed your organiza­ working environment that will moti­ ♦ Are there established procedures for tion’s policies and practices relating to vate employees and help women suc­ dealing with complaints of harassment employment systems such as training ceed in the organization. and discrimination and are such proce­ and development, to ensure that they dures known throughout the organiza­ do not inadvertently exclude women tion? from advancing in the organization? ♦ Have you ensured that women ♦ Is training, beyond the scope of an employees are not undermined in your employee’s present job, encouraged? organization through the display of ♦ Is your organization considering posters featuring nude or scantily clad measures to help employees harmo­ women? nize their work and family responsibili ♦ Are male employees discouraged ties? Some of the initiatives which are 43 ips for Employees A career in non traditional sales has proven to be both challenging and Should You Consider a Career in Sales? rewarding for the women profiled in this publication. These women have met the challenge of being a pioneer, debunking traditional stereotypes about what women can and cannot do They have also seized the opportunity to work in a field that provides them with tremendous job satisfaction and considerable financial reward. While it is evident from the women and the organizations represented in this publi cation that employer and employee attitudes about the occupational inte­ gration of women are beginning to reflect the changing times, a number of women entering non traditional occu­ pations still experience employment discrimination. If a career in non traditional sales appeals to you, this section of the publication will provide you with some general information about working in sales. 44 As noted earlier in this publication, pany that provides the relevant prod­ sales people today are professional, uct or service. generally have a good education and Although sales experience helps usually receive thorough on-the-job- when you are looking for a sales job, training. Educational requirements vary some companies do not consider it from industry to industry and from essential. Other companies will accept sales job to sales job. For some occu­ sales experience in lieu of preferred pations, such as real estate and invest­ academic credentials. It is important to ment sales, specialized training, certifi­ include any specific or related sales cates and accreditation are needed. For experience you have had on your others such as some high-technology resumé or make mention of it during a sales, you might need a degree in a job interview. This might include sales particular field, like engineering. experience gained from fundraising or There are hundreds of sales occupa­ tions for which no specialized educa­ the selling of subscriptions. Although employers are no longer tion is required. Many companies looking for people with the traditional recruiting for sales positions today typecast “sales personality,” and have de-emphasized technical knowl­ women have a far better chance of edge and have placed more emphasis entering non traditional sales occupa­ on personal characteristics such as tions, employers and experienced determination, self-confidence and salespeople believe certain personal good communication skills. Once you characteristics show sales potential. If have decided which product or service you feel you have most of the follow­ you want to sell, you will have to ing characteristics, you are probably check what education is required. You the kind of person employers are look­ can get this information by calling the ing for on their sales team. human resources department of a com­ Personal Characteristics Checklist ♦ Do you enjoy meeting people? ♦ Do you have good communication skills? ♦ Are you energetic and enthusiastic? ♦ Do you have a strong determination to succeed? ♦ Are you self-motivated and able to work independently? ♦ Are you self-disciplined? ♦ Do you like diversity and change? ♦ Do you dislike routine desk work and rigid working hours? ♦ Do you have confidence in yoursell and in your abilities? ♦ Do you enjoy problem-solving? ♦ Are you a good listener? ♦ Are you usually successful in influ­ encing people? ♦ Are you persistent? ♦ Are you a risk-taker? Researching Sales Opportunities Before researching sales opportunitk Don't be afraid to ask a potential you will have already determined employer as many questions as possi­ whether you would like to sell a pro< ble. Consider the answers carefully. Il uct or a service. Either way, the prod you aren’t satisfied with the answers, net or service should be something y weigh your options before deciding would actively enjoy selling. Don't whether to accept or reject a job offer. The best sources of information are limit your choice to one employer. You’ll be able to make a more the companies in the field that interests informed decision by learning as mu you. If you need to expand on the list of companies you would like to as you can about different companies The method of pay and benefits a I approach, there are a number of the working conditions and employ­ sources to which you can refer. These ment policies, vary from company tc include the business and employment company. The bottom line is to select sections in local newspapers, trade and the company you feel will best meet professional organizations and directo­ your personal and professional goal; ries such as The Canadian Trade Index, Scott’s Directories and The Financial While your own behavior, attitude and professionalism will be a big fac r Post Survey of Industrials. These are all available at your local library. The in making a successful career, the poli cies and practices of the company fc library is also an excellent place to do whom you will work will make an additional research on sales as a career even bigger contribution to your abi ' and can provide you with a lot of what to succeed. For this reason, it’s impo you need to know to be successful in tant to select your employer carefull' sales. ♦ Are you competitive? ♦ Do you have a good sense of humor: Sales Opportunities Checklist ♦ Have you developed a list of reputed to be the best in the field? similar special programs? prospective employers in the sales ♦ Are there other women in that occu­ ♦ Have you determined what percent­ field you have chosen? pation? age of your earnings will be salary and ♦ Have you considered calling some of ♦ What are the opportunities for what percentage will be commission? the companies you’ve selected to advancement? ♦ Are bonuses and incentives offered request a meeting with the sales man­ ♦ Have you determined what training and on what basis? ager or a salesperson to talk about and development opportunities are ♦ Do you know what company work in the field and your interest in available through educational institu­ expenses cover (company car, out-of- working for them? tions or are offered by prospective town travel and accommodation, busi­ ♦ Have you determined the required employers? ness meals, etc.)? qualifications for work in your chosen ♦ Have you determined from prospec­ field? tive employers whether they have an ♦ Do you know the companies that are employment equity program or other 45 Overcoming Barriers Overcoming Barriers Checklist When you are offered a non-traditiona sales job you will have already over­ come one of the biggest barriers of all ♦ Have you acquired as much infor­ — employers’ historical reluctance to mation as possible about the occupa­ hire women into male-dominated tion and the company you have cho­ occupations. Having challenged and sen? overcome this barrier, both you and ♦ Have you determined how you will your new employer have reason to cel deal with sexist remarks or other dis­ ebrate! criminatory behavior if this occurs? Throughout your career, it is impor­ ♦ Do you know what organizational tant to remember that you got the job policies and procedures have been because you have the qualifications established to deal with sexual and and the ability to do it well. It is impor­ other forms of personal harassment? tant to remember this point because, the fact that you have succeeded in ♦ Have you determined the likelihood of encountering customer resistance landing the position, doesn’t mean that and how best to deal with it? you will never encounter prejudicial ♦ Are you aware of company etiquette attitudes or discriminatory behaviors in regarding business lunches and din­ the workplace. But forewarned is fore­ ners and customer relationship? armed. ♦ Do you know how you will handle picking up the tab for meals, drinks or taxis for male colleagues or clients who might be uncomfortable with accepting such offers? ♦ Have you formulated some survival strategies for when travelling alone, in remote rural areas for example? ♦ Have you determined how you will deal with inappropriate forms of address such as "honey” or “sweetie”? 46 Conclusion Bibliography Employers and employees both stand Brownstone, David M. and Franck, Naisbitt, John and Aburdene, Patricia, to gain from the movement of women Irene M., The Sales Professional’s Advi­ Re-inventing the Corporation, New into non traditional sales. The integra­ sor (Revised Edition), New York, Ama- York, Warner Books Inc., 1985. tion of women in this occupational cat­ com, American Management Associa­ egory offers considerable personal, tion, 1987. professional and financial rewards to women. Women enable employers to draw from a broader pool of qualified workers. Old attitudes about women's ability to be successful in non traditional Canadian Manufacturers’ Association and the Ontario Women’s Directorate, Employment Equity - How Does your Company Measure Up?Toronto, CMA, 1986. Ontario Women’s Directorate, Manag­ ing Employment Equity, Toronto, 1987. Siegel, Gonnie McClung. Sales: The East Track for Women, New York, Macmillan, 1982. Wichert, Jack, How to he a Successful Salesperson (For Women Only) New occupations are being challenged Harragan, Betty Lehan, Games Mother every day. The seven women whom Never Taught You: Corporate Games­ this publication profiles have earned manship for Women, New York, Raw- the respect of their colleagues and cus son Associates, 1977. tomers simply by doing a good job. 'King, David and Levine, Karen, The In spite of the well-documented lies! Way in the World for a Woman to achievements of women in non Make Money, Toronto, McClelland and traditional sales, much still needs to be Slewart, 1979. Jersey, Prentice-Hall. Inc., 1980. done before the many barriers to women’s equal participation in the McCready, Gerald B., Professional Sell­ labor force are removed. Employment ing in Canada, Toronto, Prentice-Hall equity can play a vital role in this Canada Inc., 1985. regard. A well-planned employment equity program helps to ensure the full and equitable participation of histori­ cally disadvantaged groups. Il also enables employers to implement work­ place policies and practices that maxi­ mize the potential of all their employ­ ees. The Change Agent Program under Increasingly, employers are coming to realize that employment equity makes good business sense. which this publication is produced is designed to help employers implement innovative employment equity pro­ jects. If you are interested in imple­ menting an employment equity pro­ gram, the Ontario Women’s Directorate will be pleased to provide needed assistance. Increasingly, employers are coming to realize that employment equity makes good business sense. 47 Ontario Women’s Directorate Consultative Services Branch The Ontario Women’s Directorate is ♦ Workshops and seminars the agency in the Ontario government ♦ Technical guides and information that co-ordinates the development and ♦ Videos communication of programs and poli­ ♦ Opportunities to exchange ideas cies for women. Its aim is economic, with other employers through Change social and legal equality for women in Agent demonstration projects. Ontario. The Consultative Services Branch of ♦ Recognition of success through annual awards in employer excellence. the directorate specializes in the area of employment equity. It is responsible For further information, contact: for encouraging the planning, develop­ ment and expansion of employment The Consultative Services Branch equity programs in Ontario’s private Ontario Women’s Directorate and public sectors. 480 University Avenue In order to achieve this goal, the branch provides a wide range of con­ Toronto, Ontario M5G 1V2 sulting services to employers who are (416) 597-4500 either just beginning to initiate employ­ ment equity programs, or who wish to expand those that are already estab­ lished. Consultants offer employment equity strategies that are tailored to the organization’s particular environment. The services that this branch offers include: 48 2nd Floor Meeting the Challenge... Women in Sales Participating Employers: ♦ Camco Inc. ♦ Canada Trustco Mortgage Company (Canada Trust) ♦ Cyanamid Canada Inc. ♦ RBC Dominion Securities Inc. ♦ Passport International Automobiles (A division of General Motors of Canada Limited) ♦ Pitney Bowes ♦ 3M Canada Inc.