Sales Force Management Recruitment and Selection

Sales Force ManagementRecruitment and SelectionUnit 4Sales ManagementMBA-Sem 3Recruitment & SelectionCompany Objectives

Sales Objectives

Job Analysis

Development of Job Description & Specification

Manpower Planning

Recruitment

SelectionSales Job AnalysisA job analysis is an objective examination of the duties, activities, and behaviors of people employed in a sales position. Job analysis may involve field observation, interview with salespeople, looking at sales reports and getting feedback from customers. Sales Job DescriptionA job description for a salesperson should address;The title of the jobThe nature of products and services the salesperson will sell. Customer type and the frequency with which they should be called upon.The sales persons specific tasks and responsibilitiesThe relationship b/w salesperson and other people in the sales organization. Environmental factors affecting the sales position, such as the amount of travel required.The compensation method used, base salary or base salary+commission or commission only. Sales Job SpecificationA statement of sales employee characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function. Job specification is derived from job analysis.

Manpower PlanningIt consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization.Analysing the current manpower inventoryMaking future manpower forecasts (expert forecast, trend analysis, work load analysis)Calculating the turnover rateArriving on the methods of recruitment and selection

RecruitmentThe process of finding and attracting the best-qualified candidate (from within or outside of an organization) for a job opening, in a timely and cost effective manner. Sources of Sales Force Recruits: With in the companyPromotionsInternal transfersSources Outside the CompanyDirect unsolicited applicationsEmployment agenciesSalespeople making calls on the companyEmployees of customersSales executives clubsSales forces of non-competing companiesSales forces of competing companiesEducational institutions

Ways of Recruiting Internal news bulletinAdvertisement (Wanted ads)Recruiting brochuresDirect mailRecruiting Source EvaluationFigure 11.2Pg 304

Selecting Sales PersonnelPersonnel selectionis the process used to hire applicants with the intention of choosing candidate who will be most successful and make most valuable contributions to the organization.

Stages in selection processHaving the candidate complete an application formTesting the candidatePersonally interviewing the candidateVerifying the candidates background information. Conducting a physical exam (if necessary)Employment offerI) Application FormAN electronic or paper form that asks the job candidate to provide a standard list of information about his/her background, education, and work experiences.

Advantages;Provide managers with consistent informationOffers sales managers an initial impression about the candidateHelp develop personal interview questions

II) Testing the CandidateEmployment testingis the practice of administering written, oral, or othertestsas a means of determining the suitability or desirability of a job applicant. Testing offers managers another perspective of the candidate.Psychological TestsA method of sampling small representative sets of behavioral responses gathered under uniform conditions. Types of Psychological Tests1. Personality Tests2. Intelligence Tests3. Ability Tests4. Aptitude Tests5. Emotional Intelligence Tests1. Personality TestsMeasures personality traits for a sales position including empathy, ability to adapt, and desire for interpersonal relationship etc. Egs: Gordon Personal Profile (GPP)It takes into account variables like assertiveness, responsibility, stress tolerance, sociability, self confidence etc.

The GPP-I for Employment Selection measures:CompetencyHigh-ScorersAssertivenessAdopt an active role in a group.Make independent decisions.Are self-assured in relationships with others.Stress ToleranceAre calm and easy-going.Tend to be worry-free.Handle change well.Are not easily frustrated.2. Intelligence TestsMeasures the quality of information acquired and used by the candidate.Egs: Wonderlic Cognitive Ability Test

Sample question When a rope is selling 20 Rs per 2 feet, how many feet can you buy for 300 Rs?You were facing towards west and you turned right and walked 10M and then you turned right again and walked 20M which direction are you facing?

3. Ability Tests/Achievement/ Proficiency TestsDesigned to estimate the current strengths and weaknesses of an applicant to effectively perform specific tasks. These measures the competency of a person to do tasks that he/she will have to perform.

4. Aptitude TestsMeasures an applicants natural ability to do some work, how the person interacts with other people and whether the person has interest and ability to perform certain tasks. Aptitude: A natural ability to do something. Egs: Refer to AT&T sales selection test5. Emotional Intelligence TestsTesting an individuals ability to process emotional information as it relates to the perception, assimilation, understanding and management of human emotions. Egs: Can you strongly protest against mistreatment? (Five point scale Strongly agree to strongly disagree)Can you empathize with the needs of others without judgment/criticism?

III. Personal Interview A formal conversation between a job applicant and representative of the employing organization to analyse the capability, interest and expectations of the employee. Interviewing Techniques1. Patterned/Structured interview2. Non-directive/Unstructured Interview3. Stress Interview4. Rating Scales5. Panel Interview

1. Patterned/Structured InterviewUses a prepared outline of questions designed to elicit a basic core of information. 2. Non-directive/Unstructured InterviewInterviewer asks a series of open ended questions that applicants can address in their own words. 3. Stress InterviewSimulates the stresses that applicant would meet in actual selling and provides a way to observe the applicants reactions to them.For egs: Give an object and ask him/her to sell it to me 4. Rating ScalesInformation collected in the interview process is channeled into a limited choice of responses.For egs: (very empathetic, empathetic, not at all empathetic) 5. Panel InterviewInvolves placing a single applicant before a panel of two or more company representatives. IV. Collecting and Verifying the Background InformationThis is done in order to verify that the information provided by candidate can be trusted.Past performance of a candidate is a potential indicator of the persons future performance. Reference ChecksChecking with educational institutions, prior employersCredit ChecksPolice Clearance Certificate

Problems in screening and selecting the applicantsChoosing the right test method (reliability and validity of the test)Choosing the right interview methodChoosing the right panelCost associated with screening and selection processDifficulty in getting authentic information about the candidate

V. Physical ExamDone to ensure that the candidate meets job related physical requirements. Good health is important to a salespersons success VI. Making the Job OfferThe offer is made those candidates who have crossed all the hurdle and are willing to take up the position. The letter has to be accepted with in a certain time limit and candidate to join the date and time specified in the offer letter.