Recruitment&selection
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Transcript of Recruitment&selection
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Recruiting and Selection Problems
RECRUITING : ALL ACTIVITIES INVOLVED IN SECURING INDIVIDUALS WHO WILL APPLY FOR THE JOB.
Lack of resources
Lack of job specification and qualifications
Qualifications not objectively established
Lack of managerial training
Personal prejudices
Search for managerial talent
Costly – Effort required, Lengthy Process, Ineffective employee
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Sales Force Staffing Process: Plan for Recruiting & Selection
Establish Responsibility for Recruiting, Selection
and Assimilation
Determine Number of
People Wanted
Conduct Job Analysis
Prepare Job Description
Recruit Applicants
Select ApplicantsDesign a
System For Measuring Applicants
Hire The People
Assimilate New People Into Sales Force
Determine Hiring Qualifications
Measure Applicants Against Hiring Qualifications
Make Selection Decisions
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Workload AnalysisNumber of reps needed = Total workload in market
Workload one rep can handle Market workload:
Customer Number of Calls Total class accounts per year calls
x =
A 400 20 8,000
B 600 10 6,000
14,000
One rep’s workload:
Calls/day x Selling days/week x Working weeks/year = Annual workload 5 x 5 x 50 = 1250
Number of reps needed = = 112 reps
14,000
1250
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1 Determining the Number
of Salespeople Needed
Strategic Plans
New - Eliminated/ + Promo- + Retirements + Terminations/ = Total new territories combined tions resignations reps needed territories
Expansion MN and RI 2 promo 2 retirements 1 termination New repsinto Texas. Territories expected expected expected needed
4 - 1 + 2 + 2 + 1 = 8
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1Job Analysis
• What constitutes a job.
• Specific tasks to be performed.
• Critical activities for success.
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1Job Description
• Title
• The nature of the product or service to be sold
• Type of customers to be called on,
frequency of calls, and types of personnel to be contacted
• Specific tasks and responsibilities – planning, actual selling, customer servicing tasks.
• Organizational relationships - Reporting
• Mental and physical demands of the job
• Environmental pressures and constraints that might affect the job.
• Hiring specifications/ eligibility criteria
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Fig. 5-4
Ten traits and abilities of top salespeople
Trait Related Ability
Ego strength To handle rejection
Sense of urgency To complete the sale
Ego drive To persuade people
Assertiveness To be firm in negotiations
Willingness to take risks To be innovative
Sociability To build relationships
Abstract reasoning To sell ideas
Sense of skepticism To question, to be alert
Creativity To sell complex products and ideas
Empathy To understand customer needs
Source: Erika Rasmusson, “The 10 Traits of Top Salespeople, “ Sales & Marketing Management, August 1999, pp. 34-37.
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1Traits Required
• Mental and Analytical abilities.
• Physical characterisitics
• Experience.
• Education
• Personality Traits – Adaptiveness, Persuasiveness.
• Skills – Communication, Interpersonal, Technological
• Socio- environmental Factors – Activities, Intersets
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Recruiting Sources of Sales Reps
Source Comment
Referrals: Candidates and position are known to person making referral. Existing Job
Sales force is an excellent source for referrals as they know their requirements and can identify good matches.
Current employees Company employees know the company and its products.
Other Companies:
Competitors Competitors know the customers and are familiar with your products.
Customers Customers know your products and your company.
Suppliers Suppliers know your company and your products.
The Internet Recruits may come through the company’s own website – or specialized Internet recruiting sites, such as Monster.com.
Educational institutions Primarily used when recruiting inexperienced people. Students areusually actively involved in a job search.
Advertisements Produces the greatest number of candidates, but the average quality is sometimes lower.
Employment agencies The agency is often more costly than other methods, but it willdo a large part of the initial screening.
Part-time workers These workers are easy to contact, readily available, and canwork flexible hours. This is a good source for in-home selling.
Voluntary applicants These applicants are interested in your firm and probably possessa high degree of self-confidence, self-reliance, and initiative.
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1Recruiting Evaluation Matrix
Evaluation Criteria
Consistent with strategic planning?
Number recruits
Number hired
Percent retained after 3 years
Cost Frequency of use
Rep’s per-formance after 2 yrs.
Recruiting sources
Within company: Sales force Other departments
Competitors Customers Noncompetitors
Educational institutions
Advertisements
Employment agencies
Voluntary applicants
Computerized databases
Other companies:
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Selecting and HiringApplicants
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Salesperson Selection Tools References and credit reports
Psychological tests
Application blanks
Personal interviews
Assessment Centers
Organizational Design
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Application Blank Information
Personal History
Personal Experience Physical Environmental
Name Work Ability to perform Membership in job-related social and service Address & Phone
Education physical activities organizations
Health Outside interests
Reason for seeking particular job
Personal goals
References
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Xerox Campus Interview-Evaluation Report
EVALUATION (Circle Level)
(Does Not Meet Xerox Standards)
(Meets Xerox Standards)
(Exceeds Xerox Standards)
Aggressiveness and Enthusiasm
1 2 3 4 5
Communication Skills
1 2 3 4 5
Record of Success
1 2 3 4 5
Rational Thought Process
1 2 3 4 5
Maturity 1 2 3 4 5
Overall Evaluation
1 2 3 4 5
Summary of Applicant’s Qualifications
Apparent Strengths:
Apparent Weaknesses:
Areas Requiring Clarification:
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Suggestions for Improving Interviewing Effectiveness
Have specific job specifications and qualifications clearly
in mindEstablish specific interviewing objectivesProvide some degree of structure (guidelines, probing
questions)Allow adequate timeBe very familiar with application or resume informationUse standardized rating sheets after each interviewUse multiple interviews – initial screening, telephonic, Provide training and practice for the interviewersRemember, the interview is an opportunity to learn more
about the candidate as well as to sell your company
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1Does Image Matter?
What type of sales rep would you avoid hiring?
80% Anyone who was a sloppy dresser
78% Anyone who used salty language
77% Anyone who has visible body piercings or tatoos
51% Anyone who looked unstylish
Sourse: Adapted from Melinda Ligos, “Does Image Matter? “ Sales & Marketing Management, March 2001, p. 55
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Selection and Hiring Are Not SynonymousCOMPANY A DISLIKES ANN ANN DISLIKES COMPANY
A
NO OFFER EXTENDED
COMPANY B LIKES ANN ANN DISLIKES COMPANY B
OFFER EXTENDED, BUT NOT ACCEPTED
ANN LIKES COMPANY C
OFFER EXTENDED & ACCEPTED
COMPANY A LIKES ANN
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Who is Responsible for Recruiting?
Depends on size of sales force and kind of selling involved
First-level sales managers often handle recruiting for: Straightforward sales jobs Jobs where new recruits need no special qualifications Jobs where turnover rates are high
When a firm must be selective a recruiting specialist may assist in the recruitment process
If the sales force prepares individuals to be sales or marketing managers, personnel executives or top-level managers often assist with recruitment
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Job Analysis and Selection Criteria
Conduct a job analysis to determine what activities, tasks, responsibilities and environmental influences are involved
Write a job description that details the findings of the job analysis
Develop a statement of job qualifications describing the personal traits and abilities needed to perform in the job
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Content of the Job Description
Nature of the product(s) or service(s) being sold
Types of customers
Specific tasks and responsibilities
Relationship between the sales position and other positions within the organization
Mental and physical demands of the job
Environmental pressures and constraints
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Determining Job Qualifications and Selection
Criteria This is the most difficult part of the recruitment and
selection process
Need specific criteria to guide the selection
Methods deciding on criteria include:
Examining the job description Evaluating personal histories of the
current sales force to identify differentiating characteristics among high performers
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Characteristics of Salespeople who Fail
Instability of residence
Failure in business within the past two years
Unexplained gaps in the person’s employment record
Recent divorce or marital problems
Excessive personal indebtedness; for example, bills could not be paid within two years from earnings on the job
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1Recruiting Applicants
Successful firms depend upon a well-planned and effectively implemented recruiting effort.
Recruiting should be step one in the selection process. Internal sources of candidates consist of employees in
other departments within the firm. External sources of candidates include:
people in other firms educational institutions others attracted through advertising or employment agencies.
Recruiting issues facing sales managers grow exponentially as companies expand globally and seek salespeople in new international markets.
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1Inside Recruiting
Advantages:Company employees have established performance
records and present themselves as a known entity
Recruits from inside require less orientation and training due to familiarity with current products, policies and operations
Recruiting within bolsters company morale because employees see opportunities for advancement
Facilitating internal recruiting starts with fully informing human resources of sales staff needs
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Selection Tools and Procedures
Application blanks
Personal interviews
Reference checks
Physical examinations
Psychological tests
intelligence
personality
aptitude/skills
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Selection Tools and Procedures
Composites of psychological test scores offer the greatest assessment validity and predictive value for evaluating a candidate’s potential and possible future job performance.
Personal interviews offer the lowest predictive potential but often carry the greatest weight.
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1Personal Interviews
Structured interviewapplicants are asked the same predetermined
questionspotential weakness is that interviewer may fail to
identify or probe a candidate’s unique qualities or limitations
Unstructured interview induces free discussion on wide ranging topics afford the applicant opportunity to talk freely
with minimal direction and may yield unexpected insight
requires experienced interviewers with interpretative skills
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1Behavior Based Interviews
Traditional Vs Behavior Based Do you get along with people?
Tell an incidence where you had a conflict with a customer?
What is your biggest weakness?
Tell me about your biggest failure?
What qualities do you think are important for success in this job?
Give me a specific example where you have demonstrated your problem solving skills.
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1Performance based Interview
Ask candidates to perform exercises simulating selling situations.
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1Stress Interviews
Interviewer intentionally places the applicant under stress.
Brainteasers.
A man and a woman went to the beach one day. There, they saw a teenage girl walking up to people and talking to them. Some replied heatedly, and some took what she had to give. The man and the woman suspected that she was selling drugs, so they decided to take it to the police. But when they were about to do so, the woman discovered that the girl only walked up to people with electric supplies. So the next time they went to the beach, they brought a Juke box along. The woman went swimming, and the girl walked up to the man. What did she sell?
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1Psychological Testing
Mental Intelligence Test IQ Test
Aptitude test – Sales Aptitude Test
Interest Test
Personality Test
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1Physical Examinations
Sales jobs require sound basic health, stamina and the physical ability to withstand stress
Caution should be exercised in requiring medical examinations and other specific tests for such things as drug use or the HIV virus
A physical exam can be performed only after extending a job offer
Managers deem using a standard physical examination for all positions ill-advised
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1Tests
Well designed, validated and administered tests provide a valid selection tool Intelligence Aptitude Personality
Possible reasons to use test cautiously Tests may not validly predict future success in a specific
firm Some creative and talented people may deviate from
expected norms Intelligent and “test-wise” individuals may be able to
manipulate results Some tests may discriminate against people of different
races, genders, et al – thus becoming illegal
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Illegal/Sensitive Questions
Nationality or race
Religion
Sex and marital status
Age
Physical characteristics
Height and weight
Financial situation
Arrests and convictions
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1References
Background Checks – Credit check