Recruitment And Selection Of Force Presented By: Gagandeep Singh Arvinder Singh
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.
Planning for Recruitment and SelectionJob 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.
Planning for Recruitment and SelectionJob Qualifications: Refers to the aptitude, skills, knowledge, personal traits, and willingness to accept occupational conditions necessary to perform the job.
Planning for Recruitment and SelectionJob 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 SelectionRecruitment 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 SelectionRecruitment 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.
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
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
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
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
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
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
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 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 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 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 Checks PersonalDebt records Timely Payments Large debts out standings for longer periods
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 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