Recruiting & Recruiting & Selecting Sales Selecting Sales

PersonnelPersonnel

Recruitment and Selection Recruitment and Selection ProcessProcess

• Job AnalysisJob Analysis• Job QualificationsJob Qualifications• Job DescriptionJob Description• Recruitment & Recruitment &

Selection Objec.Selection Objec.• Recruitment & Recruitment &

Selection StrategySelection Strategy

• Internal SourcesInternal Sources• External SourcesExternal Sources

• Screening Resumes Screening Resumes and Applicationsand Applications

• Initial InterviewInitial Interview• Intensive InterviewIntensive Interview• TestingTesting• Background Invest.Background Invest.• Physical ExamPhysical Exam• Selection Decision Selection Decision

and Job Offerand Job Offer

Planning for Planning for Recruitment & SelectionRecruitment & Selection

Step 1Step 1Recruitment: Locating Recruitment: Locating Prospective CandidatesProspective Candidates

Step 2Step 2Selection: Selection:

Evaluation and HiringEvaluation and Hiring

Step 3Step 3

Planning for Recruitment and Planning for Recruitment and SelectionSelection

Job Analysis:Entails an investigation of the tasks, duties, and responsibilities of the job.

Job Qualifications:Refers to the aptitude, skills, knowledge, personal traits, and willingness to accept occupational conditions necessary to perform the job.

Planning for Recruitment and Planning for Recruitment and SelectionSelection

Job Description:A written summary of the job containing the job title, duties, administrative relationships, types of products sold, customer types, and other significant requirements.

Planning for Recruitment and Planning for Recruitment and SelectionSelection

Recruitment and Selection Objectives: The things the organization hopes to accomplish as a result of the recruitment and selection process. They should be specifically stated for a given period.

Planning for Recruitment and Planning for Recruitment and Selection Selection

Recruitment and Selection Strategy:The plan the organization will implement to accomplish the recruitment and selection objectives. The sales managers should consider the scope and timing of recruitment and selection.

Planning for Recruitment and Planning for Recruitment and Selection Selection

Sources of Sales Force Sources of Sales Force Recruits Recruits

Pre Recruiting Reservoir Sources within the Company:

– Company Sales Personnel – Company Executives – Internal Transfers

Sources outside the Company – Direct unsolicited Applications – Employment Agencies – Employees of Customers – Sales Force of competing companies – Sales Force of non competing companies – Educational Institutions

Selection System Selection System Preliminary Interview & Pre Interview Screening Formal Application Interview(s)Reference & Credit Check Testing Physical Examination Employment Offer

Preliminary Interview & Pre Preliminary Interview & Pre Interview ScreeningInterview Screening

Eliminating unqualified Applicants Detects the presence or absence of

predetermined minimum qualifications Criteria includes applicant’s basic qualifications,

education, experience, health Questions about the company and the job are

answered Applicant fills Formal Application Form for

Formal Interviews

Formal Application FormFormal Application FormCentral record for all pertinent information

collected during selection process Customized Formal Application form tailored to

each company’s specific requirement Present job, dependents, education, employment

status, time with last employer, previous positions, record of earnings, reasons for leaving the job

Formal InterviewFormal InterviewMost widely selection step & comprises the major

portion of selection systemMost satisfactory method in judging an

individual’s ability in oral communication, personal appearance and manners, attitude towards selling & life in general, reaction to obstacles presented face to face and personal impact upon others

Formal Interview Formal Interview Who Should do the interview:

– HR Managers – District or Branch Sales Managers – Marketing Managers

How Many Interviews:– Varies with the selling style – Depends upon the job profile & Technicality of the

job

Interviewing Techniques Interviewing Techniques Patterned Interview:

– Prepared outline of questions designed to elicit a basic core of information

– Interviewer works directly from the outline and records answers as they are given

Non Directive Interview:– Applicant is encouraged to speak freely about

experience, training & future plans – Interviewer just directs the interview – Yields maximum insight into an individual’s attitudes

& interests

Interviewing TechniquesInterviewing Techniques Interaction (Stress) Interview:

– Simulates the stresses the applicants would meet in actual selling & provides a way to observe the applicant’s reactions

– See how applicant reacts to the surprise situation & to size up to selling ability

Rating Scales:– Constructed that interviewer’s ratings are channeled into a limited

choice of responses – Results in more comparable ratings of the same individual by

different interviewer’s – Objectivity restricts precise description of many personal qualities

References References Reference provides information on the applicant

not available from other source References are excellent source for candid

appraisals Four classifications:

– Present or Former employees – Former Customers– Reputable citizens– Mutual acquaintances

Credit ChecksCredit ChecksPersonal Debt recordsTimely Payments Large debts out standings for longer periods

Psychological Tests Psychological Tests Different sets of behavior or attributes can lead

to successful job performance Test of Ability:

– Measure how well a person can perform particular tasks with maximum motivation

– Includes Mental ability (Intelligence Tests) & Tests of Special abilities ( Aptitude Tests)

– Language usage & Comprehension, & abstract reasoning or problem solving ability

Psychological TestsPsychological TestsTest of habitual characteristics:

– Include attitude, personality & interests – Moral measuring techniques – Ascertain employees feelings towards working

conditions, pay, advancement opportunities. Interests Tests:

– Relationship between Interest & Motivation – Among two persons, one with greater interest will be

more successful Physical Examination Offer Letter