2. Definition
Recruitment means finding potential job
applicants telling them about the company
and getting them to apply. Recruitment is
the search for best available candidates for
various sales position.
4. Planning for Recruitment and
Selection
Job Analysis:
It is a detailed and systematic study of jobs to know
the nature and characteristics of the people to be
employed on various jobs.
5. Planning for Recruitment and
Selection
Job Qualifications:
Refers to the aptitude, skills, knowledge, personal
traits, and willingness to accept occupational
conditions necessary to perform the job.
6. Planning for Recruitment and
Selection
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.
7. Planning for Recruitment and
Selection
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.
8. Planning for Recruitment and
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.
9. Sources of Sales Force
Recruits
InternalSource
Sources within the Company:
– Company Sales Personnel
– Company Executives
– Internal Transfers
ExternalSource
Source outside the Company
– Casual applicants
– Employment Agencies
– Employees of Customers
– Sales Force of competing companies
– Sales Force of non competing companies
– Educational Institutions
10. Advantages of Internal Source
Improves morale
No error in selection
Promotes loyalty
Disadvantages of Internal Source
Limits the number of applicants
Lacks creativity and innovations
Selection of incapable persons
11. Advantages of External Source
Benefits of new skills & ideas
Larger pool of workers
Wider range of experience
Disadvantages of External Source
Longer Process
Expensive
Problem of adjustment of new employees
13. Preliminary Interview & Pre
Interview 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
14. Formal Application Form
Central 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
15. Formal Interview
Most widely selection step & comprises the major
portion of selection system
Most 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
16. 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
17. 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
18. Interviewing 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
19. 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
21. 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
22. Psychological Tests
Test 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