This document discusses the recruitment and selection process for sales force positions. It involves 3 main steps: 1) Planning which includes job analysis, qualifications, descriptions and objectives. 2) Recruitment from internal and external sources. 3) Selection through screening, interviews, testing, references and making offers. The selection process evaluates candidates through preliminary interviews, applications, formal interviews using different techniques, reference and credit checks, psychological tests and physical examinations.

1. Recruitment And Selection Of
Force
Presented By:
Gagandeep Singh
Arvinder Singh

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.

3. Recruitment and Selection
Process
Step 1 Step 2 Step 3
Planning for Recruitment: Locating Selection:
Recruitment & Selection Prospective Candidates Evaluation and Hiring
• Screening Resumes
and Applications
• Job Analysis
• Initial Interview
• Job Qualifications
• Intensive Interview
• Job Description
• Internal Sources • Testing
• Recruitment &
• External Sources • Background Invest.
Selection Objec.
• Physical Exam
• Recruitment &
• Selection Decision
Selection Strategy
and Job Offer

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

12. Selection System
 Preliminary Interview & Pre Interview Screening
 Formal Application
 Interview(s)
 Reference & Credit Check
 Testing
 Physical Examination
 Employment Offer

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

20. Credit Checks
 PersonalDebt records
 Timely Payments
 Large debts out standings for longer periods

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

23. THANK YOU…