The document discusses the process for recruiting and selecting sales personnel. It involves several steps: 1) planning which includes job analysis to understand the role, defining qualifications and writing a job description, 2) recruitment by searching both internal and external candidates, 3) screening candidates by reviewing resumes, conducting initial interviews, and testing, 4) selection through intensive interviews, reference and background checks, testing, and potentially a physical exam, and 5) making a job offer to the selected candidate. The goal is to find the best qualified individuals who are a good fit for the sales role and organization.

1. Recruiting & selecting sales personnelPresentation Transcript
1. Recruiting & Selecting Sales Personnel
2. Recruitment and Selection Process Job Analysis Job Qualifications Job
Description Recruitment & Selection Objec. Recruitment & Selection
Strategy Internal Sources External Sources Screening Resumes and
Applications Initial Interview Intensive Interview Testing Background Invest.
Physical Exam Selection Decision and Job Offer Planning for Recruitment
& Selection Step 1 Recruitment: Locating Prospective Candidates Step 2
Selection: Evaluation and Hiring Step 3
3. Planning for Recruitment and Selection Job Analysis: Entails an
investigation of the tasks, duties, and responsibilities of the job.
4. Job Qualifications: Refers to the aptitude, skills, knowledge, personal
traits, and willingness to accept occupational conditions necessary to
perform the job. Planning for Recruitment and Selection
5. 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. Planning for Recruitment and Selection
6. 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. Planning for
Recruitment and Selection
7. 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. Planning for Recruitment and Selection

2. 8. Sources of Sales Force Recruits Pre Recruiting Reservoir Sources
within the Company: Company Sales Personnel Company Executives
Internal Transfers Sources outside the Company Direct unsolicited
Applications Employment Agencies Employees of Customers Sales Force
of competing companies Sales Force of non competing companies
Educational Institutions
9. Selection System Preliminary Interview & Pre Interview Screening
Formal Application Interview(s) Reference & Credit Check Testing Physical
Examination Employment Offer
10. 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
11. 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
12. 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
13. 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
14. Interviewing Techniques Patterned Interview: Prepared outline of
questions designed to elicit a basic core of information Interviewer works

3. 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
15. 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
16. 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
17. Credit Checks Personal Debt records Timely Payments Large debts
out standings for longer periods
18. 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
19. 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