Recruitment of sales executive


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Recruitment of sales executive

  1. 1. Recruitment of Sales Executive <ul><li>Prepared by CL-II Batch Sainik Farms Campus </li></ul><ul><li>MRP PROJECT </li></ul>
  2. 2. Learning Objectives <ul><li>Explain the critical role of recruitment, selection, building and maintaining a productive sales force. </li></ul><ul><li>Describe how recruitment and selection affect sales force socialization and performance. </li></ul><ul><li>Discuss the legal and ethical considerations in sales executives recruitment and selection. </li></ul>
  3. 3. Learning Objectives <ul><li>Identify the key activities in planning and executing a program for sales executives recruitment and selection. </li></ul><ul><li>A successful sales force is determined by who is hired; this is the end result of sales human resource management. </li></ul>
  4. 4. Planning for Recruiting Successful Sales Executive <ul><li>What sales human resource management is and what its key relationships are. </li></ul><ul><li>The importance of planning for sales personnel needs. </li></ul>
  5. 5. <ul><li>What people planning and employment planning are. </li></ul><ul><li>What recruitment means and why it is so important. </li></ul><ul><li>The recruiting process: what it is, who does it, and where recruits are sought. </li></ul>Planning for Recruiting Successful Sales Executive
  6. 6. Selected Characteristics of Successful Sales Executive <ul><li>High energy level </li></ul><ul><li>High self-confidence </li></ul><ul><li>Need for material things </li></ul><ul><li>Hardworking </li></ul><ul><li>Requires little supervision </li></ul><ul><li>High perseverance </li></ul><ul><li>Competitive </li></ul><ul><li>Good Physical Appearance </li></ul><ul><li>Likable </li></ul><ul><li>Self-Disciplined </li></ul><ul><li>Intelligent  </li></ul><ul><li>Achievement Oriented </li></ul><ul><li>Good Communication Skills      </li></ul>
  7. 7. Profiling the Successful Candidate <ul><li>Intelligence </li></ul><ul><li>Prospecting ability </li></ul><ul><li>Ability to create a follow-up system </li></ul><ul><li>Ability to influence people’s decisions and opinions </li></ul><ul><li>Ability to built/cultivate long-term client relationships </li></ul>
  8. 8. Profiling the Successful Candidate <ul><li>Ability to negotiate contracts and prices. </li></ul><ul><li>Ability to determine prospects’/customers’ needs (hot buttons). </li></ul><ul><li>Computer skills. </li></ul><ul><li>Selling ability. </li></ul><ul><li>Conceptual ability. </li></ul>
  9. 9. Importance of Recruitment and Selection <ul><li>Problems associated with inadequate implementation: </li></ul><ul><li>Inadequate sales coverage and lack of customer follow-up </li></ul><ul><li>Increased training costs to overcome deficiencies </li></ul><ul><li>More supervisory problems </li></ul>
  10. 10. Importance of Recruitment and Selection <ul><li>Higher turnover rates </li></ul><ul><li>Difficulty in establishing enduring relationships with customers </li></ul><ul><li>Suboptimal total sales executive performance </li></ul>
  11. 11. Recruitment & Selection Process <ul><li>Job Analysis </li></ul><ul><li>Job Qualifications </li></ul><ul><li>Job Description </li></ul><ul><li>Recruitment & Selection Objectives </li></ul><ul><li>Recruitment & Selection Strategy </li></ul>
  12. 12. Job Analysis <ul><li>It includes investigation of following quality of sales executive: </li></ul><ul><li>Task </li></ul><ul><li>Duty </li></ul><ul><li>Responsibility </li></ul>
  13. 13. Job Qualifications <ul><li>It refers to following quality required in Sales executive: </li></ul><ul><li>Knowledge </li></ul><ul><li>Skills </li></ul><ul><li>Aptitude </li></ul><ul><li>Personal Traits </li></ul><ul><li>Education/Qualification </li></ul>
  14. 14. Job Description <ul><li>A written summary of the job containing the job title, duties, administrative relationships, types of products sold, customer types, and other significant requirements. </li></ul>
  15. 15. Recruitment and Selection Objectives <ul><li>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. </li></ul>
  16. 16. Recruitment and Selection Strategy <ul><li>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.  </li></ul>
  17. 17. Recruitment (Locating Prospective Candidates) <ul><li>There are two sources of recruiting the Candidate: </li></ul><ul><li>Internal Sources </li></ul><ul><li>External Sources </li></ul>
  18. 18. Internal Sources of Recruitment <ul><li>Employee referral programs </li></ul><ul><li>Internships </li></ul>
  19. 19. External Sources of Recruitment <ul><li>Advertisements </li></ul><ul><li>Private employment agencies </li></ul><ul><li>Colleges and universities </li></ul><ul><li>Job fairs </li></ul><ul><li>Professional societies </li></ul><ul><li>Computer rosters </li></ul>
  20. 20. Selection (Evaluation and Hiring) <ul><li>Screening Resumes and Applications </li></ul><ul><li>Interviews </li></ul><ul><li>Testing </li></ul><ul><li>Background Investigation </li></ul><ul><li>Physical Examination </li></ul><ul><li>Selection Decision and Job Offer </li></ul>
  21. 21. Screening Resumes and Applications <ul><li>Evidence of job qualifications </li></ul><ul><li>Work history </li></ul><ul><li>Salary history </li></ul><ul><li>Accomplishments </li></ul><ul><li>Responsibilities </li></ul><ul><li>Appearance and completeness </li></ul>
  22. 22. Interviews <ul><li>Types of interviews </li></ul><ul><li>o Initial Interviews </li></ul><ul><li>o Intensive Interviews </li></ul><ul><li>o Stress Interviews </li></ul><ul><li>Locations </li></ul><ul><li>o Campus </li></ul><ul><li>o Recruiter’s Location (i.e. Plant Trip) </li></ul><ul><li>o Neutral Site </li></ul><ul><li>o Telephone </li></ul>
  23. 23. Testing <ul><li>Value </li></ul><ul><li>May be used to assist with initial screening </li></ul><ul><li>May indicate compatibility with job responsibilities </li></ul><ul><li>May indicate compatibility with organization’s culture and personnel </li></ul><ul><li>Types </li></ul><ul><li>Personality </li></ul><ul><li>Intelligence </li></ul><ul><li>Psychological </li></ul><ul><li>Ethical Framework </li></ul>
  24. 24. Background Check <ul><li>Be wary of first-party references </li></ul><ul><li>Radial search referrals might be used </li></ul><ul><li>Use an interview background check </li></ul><ul><li>Use the critical incident technique </li></ul><ul><li>Pick out problem areas </li></ul>
  25. 25. Background Check <ul><li>Obtain a numerical scale reference rating </li></ul><ul><li>Identify an individual’s best job </li></ul><ul><li>Check for idiosyncrasies </li></ul><ul><li>Check financial and personal habits </li></ul><ul><li>Get customer opinion </li></ul>
  26. 26. Physical Examination <ul><li>It is an examination which evaluates or check the actual efficiency and ability of the Sales Executive </li></ul>
  27. 27. Selection Decision and Job Offer <ul><li>Evaluate qualifications in order of importance </li></ul><ul><li>Look for offsetting strengths and weaknesses </li></ul><ul><li>Rank candidates </li></ul><ul><li>If none meet qualifications, may extend search </li></ul><ul><li>May have to offer market bonus (signing bonus) to highly qualified candidates </li></ul>
  28. 28. Legal and Ethical Considerations <ul><li>Become familiar with key legislation affecting recruitment and selection </li></ul><ul><li>Conduct job analysis with an open mind </li></ul><ul><li>Job descriptions and job qualifications should be accurate and based on a thoughtful job analysis </li></ul><ul><li>All selection tools should be related to job performance </li></ul>
  29. 29. <ul><li>Sources of job candidates should be informed of the firm’s legal position </li></ul><ul><li>Communications must be devoid of discriminatory content </li></ul><ul><li>Avoid other practices that may be perceived as ethically questionable </li></ul>Legal and Ethical Considerations