The document discusses the process of recruitment and selection of salespeople. It describes finding internal and external applicants, the selection process which includes application forms, testing, interviews, background checks and exams. The goals are to understand the skills needed for sales roles, recruit the best candidates, and prepare them for the job through socialization. Selection aims to improve hiring quality while analyzing applicant qualifications in an objective manner.
The document discusses the process of recruitment and selection of sales force. It involves identifying qualified candidates through sources like internal promotion or external hiring. The selection process consists of application screening, interviews, tests, reference and background checks and making a final job offer. Key steps include creating a hiring profile, evaluating applications, conducting structured and informal interviews, administering psychological and ability tests, checking references, conducting medical examinations and placing the selected candidates in suitable job roles. The overall goal is to recruit and select the best suited individuals for the sales jobs through a detailed process.
The document discusses the process of recruiting and selecting a sales force. It involves analyzing job requirements, preparing job descriptions, identifying qualifications, attracting applicants from various sources, screening candidates, and selecting the best recruits through a multi-step process. Once selected, new salespeople go through a socialization process to integrate them into the sales force and organization.
Recruiting & selecting the right salespeople-By Saad ElhalafawySaad Elhalafawy
This document provides guidance on successfully recruiting and selecting salespeople. It outlines the key steps in the hiring process, including planning to hire, finding and recruiting applicants, selection procedures, and making a job offer. Some of the most important steps are determining hiring needs, conducting a job analysis to identify required skills, writing job descriptions, generating a sufficient pool of qualified applicants through various sources, using application forms and testing to screen candidates, conducting in-depth personal interviews, and making hiring decisions based on multiple factors rather than any single test or factor. The overall goal is to follow a well-planned, systematic process to identify and hire the salespeople that are the best fit for the role and will have the highest likelihood of success.
The document discusses the process of recruitment and selection of sales personnel. It begins by outlining the key steps in recruitment which include evaluating potential recruiting sources, tapping into identified sources, and selecting candidates with the highest chance of success. It then examines various aspects of the selection process such as developing job descriptions and person specifications, screening applications, conducting interviews using different styles, checking references, administering tests to assess abilities, personality, interests and knowledge, conducting physical examinations, and making final hiring decisions by rating and comparing candidates to job requirements.
This document discusses the sales force management process, including recruitment, selection, training and development of salespeople. It begins by defining what a salesperson is and listing their common job titles. It then outlines the key traits of successful salespeople such as enthusiasm, patience, and customer orientation. The document proceeds to explain the various steps in recruitment (internal and external sources), selection (application, testing, interviews), and training (assessing needs, setting objectives, program design, implementation, follow-up). The goal of the training program is to impart skills, notify policies, bestow culture and values, and develop teamwork and product knowledge.
The document discusses key aspects of recruiting, training, and compensating a sales force. It covers:
1. Sources for recruitment including present employees, competitors, educational institutions, and agencies. The recruitment process involves job analysis, description, specification, and selecting candidates.
2. The importance of sales training in reducing costs and turnover. Training methods can include lectures, discussions, role playing, on-the-job training, and evaluation of the program.
3. Characteristics and types of compensation plans like straight salary, commission, and combinations. Developing a plan considers the industry, job requirements, and objectives. Tools include sales contests, expense accounts, and fringe benefits.
Recruitment Selection, Training & DevelopmentNilesh Ghadge
The document discusses recruitment, selection, training and development processes at Coca-Cola with a focus on sales personnel. It covers recruiting both internally and externally, selecting candidates through tests and interviews, providing ongoing training to new and existing employees, and evaluating training programs. Coca-Cola places an emphasis on mentoring relationships and developing a motivated workforce through benefits and opportunities for growth.
Recruitment and Selection (Comprehensive) PowerPoint Presentation 151 slides...Andrew Schwartz
The document discusses objectives and strategies for an effective recruitment process. It covers developing a recruitment strategy, determining recruitment needs, creating job profiles, assessing applicants, conducting interviews, benchmarking against competitors, providing training programs, planning for employee replacement, and avoiding legal issues during the hiring process. The overall recruitment process involves mapping out all steps, setting goals and policies, evaluating different recruitment methods, and continuously improving based on assessments.
The document discusses the process of recruitment and selection of sales force. It involves identifying qualified candidates through sources like internal promotion or external hiring. The selection process consists of application screening, interviews, tests, reference and background checks and making a final job offer. Key steps include creating a hiring profile, evaluating applications, conducting structured and informal interviews, administering psychological and ability tests, checking references, conducting medical examinations and placing the selected candidates in suitable job roles. The overall goal is to recruit and select the best suited individuals for the sales jobs through a detailed process.
The document discusses the process of recruiting and selecting a sales force. It involves analyzing job requirements, preparing job descriptions, identifying qualifications, attracting applicants from various sources, screening candidates, and selecting the best recruits through a multi-step process. Once selected, new salespeople go through a socialization process to integrate them into the sales force and organization.
Recruiting & selecting the right salespeople-By Saad ElhalafawySaad Elhalafawy
This document provides guidance on successfully recruiting and selecting salespeople. It outlines the key steps in the hiring process, including planning to hire, finding and recruiting applicants, selection procedures, and making a job offer. Some of the most important steps are determining hiring needs, conducting a job analysis to identify required skills, writing job descriptions, generating a sufficient pool of qualified applicants through various sources, using application forms and testing to screen candidates, conducting in-depth personal interviews, and making hiring decisions based on multiple factors rather than any single test or factor. The overall goal is to follow a well-planned, systematic process to identify and hire the salespeople that are the best fit for the role and will have the highest likelihood of success.
The document discusses the process of recruitment and selection of sales personnel. It begins by outlining the key steps in recruitment which include evaluating potential recruiting sources, tapping into identified sources, and selecting candidates with the highest chance of success. It then examines various aspects of the selection process such as developing job descriptions and person specifications, screening applications, conducting interviews using different styles, checking references, administering tests to assess abilities, personality, interests and knowledge, conducting physical examinations, and making final hiring decisions by rating and comparing candidates to job requirements.
This document discusses the sales force management process, including recruitment, selection, training and development of salespeople. It begins by defining what a salesperson is and listing their common job titles. It then outlines the key traits of successful salespeople such as enthusiasm, patience, and customer orientation. The document proceeds to explain the various steps in recruitment (internal and external sources), selection (application, testing, interviews), and training (assessing needs, setting objectives, program design, implementation, follow-up). The goal of the training program is to impart skills, notify policies, bestow culture and values, and develop teamwork and product knowledge.
The document discusses key aspects of recruiting, training, and compensating a sales force. It covers:
1. Sources for recruitment including present employees, competitors, educational institutions, and agencies. The recruitment process involves job analysis, description, specification, and selecting candidates.
2. The importance of sales training in reducing costs and turnover. Training methods can include lectures, discussions, role playing, on-the-job training, and evaluation of the program.
3. Characteristics and types of compensation plans like straight salary, commission, and combinations. Developing a plan considers the industry, job requirements, and objectives. Tools include sales contests, expense accounts, and fringe benefits.
Recruitment Selection, Training & DevelopmentNilesh Ghadge
The document discusses recruitment, selection, training and development processes at Coca-Cola with a focus on sales personnel. It covers recruiting both internally and externally, selecting candidates through tests and interviews, providing ongoing training to new and existing employees, and evaluating training programs. Coca-Cola places an emphasis on mentoring relationships and developing a motivated workforce through benefits and opportunities for growth.
Recruitment and Selection (Comprehensive) PowerPoint Presentation 151 slides...Andrew Schwartz
The document discusses objectives and strategies for an effective recruitment process. It covers developing a recruitment strategy, determining recruitment needs, creating job profiles, assessing applicants, conducting interviews, benchmarking against competitors, providing training programs, planning for employee replacement, and avoiding legal issues during the hiring process. The overall recruitment process involves mapping out all steps, setting goals and policies, evaluating different recruitment methods, and continuously improving based on assessments.
Business Studies Human Resources ResearchFlavio Alves
This document provides information on human resource management and recruitment processes. It discusses the importance of recruitment, selection, training, and motivation for business success. The stages of recruitment include establishing demand, creating job descriptions, internal/external recruitment, job advertisements, selection techniques like interviews and tests, making an appointment, and conducting an induction. Market research methods are also summarized, including reasons to conduct research and types of quantitative and qualitative data collected.
The document outlines the strategic recruitment process, which includes 6 steps: 1) ensuring all inputs, 2) developing an action plan, 3) preparing for execution, 4) delivering on the plan, 5) implementing change management, and 6) measuring performance. It also discusses sources of employees, both internal like computerized records, and external like recruitment agencies. Finally, it contrasts regular recruitment, which is risk-averse and traditional, with strategic recruitment, which takes more risks and innovates to be a market differentiator.
The document discusses strategies for managing high-volume hiring. It defines volume hiring as filling 500+ positions annually and identifies two types - homogeneous roles that are similar and heterogeneous roles that vary. It notes that volume hiring requires establishing clear goals, using a team-based approach with specialized roles, automating processes, and structuring communications with hiring managers.
The document discusses various aspects of sales training, including:
1. Sales training is important to develop salespeople's skills and should include both formal classroom training as well as informal on-the-job coaching.
2. Training needs vary depending on a salesperson's experience, abilities, and career stage - from introductory training for new hires to refresher courses for more experienced staff.
3. Effective training methods include lectures, demonstrations, role playing, case studies, and on-the-job training, with the method chosen depending on the training topic.
Prepare thoroughly for interviews by dressing professionally, speaking clearly, bringing your resume, and planning what you will say. Be on time, polite, and display a good sense of humor. Maintain eye contact with the interviewer and ask questions about the job. Employers may use aptitude, medical, work sample, and IQ tests in addition to interviews to assess skills. Assessment centers involve a series of extended selection procedures over one or two days to evaluate candidates fairly. Internal recruitment has lower costs but a smaller candidate pool, while external recruitment allows new skills and a wider pool but is more expensive and risky.
This document provides information on supervising, managing, and leading salespeople. It discusses the differences between supervision, management, and leadership. Supervision involves observing employees, providing feedback, and ensuring they understand their responsibilities. Management requires setting objectives, organizing tasks, motivating employees, and measuring performance. Leadership competencies for sales managers include coaching, mentoring, organizing teams, and driving growth. Effective sales managers derive power from expertise and relationships, not just their formal position. They communicate frequently with virtual teams and develop employees into leaders.
Recruitment is key function of HR. It is bridge between job seeker & employer. Today, technology plays big role into the recruitment. This presentation is describes about basic process of Recruitment, Types of Recruitment, Recruitment methods , job consultant cycle in Recruitment & factors affecting recruitment.
This job description is for an HR Manager position. The ideal candidate should have an MBA in HR with 4-5 years of experience in an HR generalist role. They must have skills in client management, strategic planning, problem solving, and general management. As HR Manager, key responsibilities will include recruiting, staffing, performance management, organization development, employee training, policy development, compensation, benefits administration, employee relations, and employee services.
Recruitment is a process of searching the most eligible and competent candidate for the organization. The whole process includes number of steps, after which the shortlisted candidates are confirmed to be employed.
McDonald's faces steady employee turnover at its restaurants. To address this issue, McDonald's strives to attract and hire the best employees through a strategic recruitment process. Each McDonald's restaurant is responsible for its own recruitment efforts through various avenues like advertising. McDonald's uses interviews to identify applicants' potential fit based on behavioral evidence of meeting job requirements. New employees then undergo training through a welcome meeting and probationary period. McDonald's aims to develop employees into managers through its management development curriculum, with over half of managers coming from promoted hourly employees.
The document summarizes the key human resource management processes at Bangladesh Bank, including recruitment and selection, training and development, performance appraisal, compensation, and benefits. The recruitment and selection process involves publishing job advertisements, screening applications, conducting written tests and interviews, and performing background checks before finalizing appointments. Training programs cover foundation training for new employees as well as IT, language, and department-specific courses. Performance is appraised annually based on goal achievement and competencies. Compensation varies by job level from 8.5 lakh Taka for assistant directors to 16 lakh Taka for general managers. Benefits include pension plans, health allowances, loans, and vacation time.
This document discusses the recruitment and selection process. It defines recruitment as attracting job candidates and selection as hiring the right person for the right job. The process involves job analysis, descriptions, qualifications, recruitment and selection objectives and strategies. Sources can be internal like promotions or external like advertisements. Selection involves screening resumes, interviews, testing, references and making a job offer. Planning is important to set objectives and strategies and choose the right recruitment and selection systems to fill vacancies with qualified candidates in a cost-effective manner.
This document discusses various aspects of recruiting employees, including the importance of hiring the right people. It covers topics like the definition of recruitment, job analysis, internal and external sources of recruitment, and the advantages and disadvantages of each. Several students have contributed sections about specific recruitment topics, sources of recruitment both internal and external, and effective ways to conduct the recruiting process.
The employment cycle involves 3 stages: 1) Establishment where organizations identify staffing needs, conduct job analysis, recruit applicants, and select candidates. 2) Maintenance through induction, training, skills tracking, pay/benefits. 3) Termination of voluntary resignations or retirements, and involuntary dismissals or layoffs. The cycle helps organizations align employment with business strategy over time through planning, attracting talent, developing skills, and managing turnover.
The document discusses the benefits of hiring during recessions and outlines the services provided by FPC and recruiter Jim Schultz. FPC helps companies attract and retain talented professionals through a proven executive search process. Jim Schultz specializes in supply chain, quality, and operations roles, particularly in life sciences and renewable energy. His experience and success in placing candidates makes him well-suited to help companies and candidates.
This document discusses human resource management (HRM) in the retail industry. It defines HRM and outlines its key functions, which include recruiting, screening, training, rewarding, and appraising employees. It then describes the main components of HRM in retail: identifying roles, recruiting the right candidates, providing training, motivating employees, and evaluating performance. Challenges of retail HRM are also examined, such as recruitment/retention, diversity management, and legal/regulatory issues. Organizational structures are influenced by a retailer's scope, products sold, and type of departmentalization.
The document describes a marketing plan for a proposed recruitment firm called Placon Manpower Solutions. It details primary and secondary market research conducted, including qualitative interviews with managers at automobile, IT, and custom trade companies. The interviews revealed problems that companies face with traditional recruitment methods and high employee turnover. Based on the findings, the marketing plan proposes solutions like shortlisting candidates, providing pre-training, recommending quality candidates within 3 days, competitive pricing, and free replacements if candidates resign quickly. Features of the recruitment firm aim to address companies' recruitment needs and problems.
This document discusses human resource management (HRM) in the retail industry. It covers the importance of HRM from different perspectives, provides an overview of key HRM concepts in retail like identifying roles, recruitment, training, motivation and performance evaluation. It also discusses the role of HR in retail organizations and different organizational structures used like for small independent stores versus large retail chains.
Coca recruitment process is well establishedabidajameel
Coca-Cola was founded in 1886 and is headquartered in Atlanta, Georgia. It produces more than 300 beverage brands and generates over 70% of its income from outside the United States. The company's mission is to benefit people by refreshing them and creating shared value. Coca-Cola recruits both internally and externally and has a thorough selection process that includes interviews, tests, and exercises. It also provides extensive training programs through its Coca-Cola University to develop employees' skills.
This document discusses recruitment and selection for sales positions. It begins by defining recruitment as the process of locating and attracting job applicants. It then provides details on writing job descriptions, the main sources of recruitment including advertisements, staff referrals, agencies, educational institutions and competitors. The document also outlines the selection process which includes application screening, interviews, testing, reference checks, physical exams, and making a job offer.
Sales force recruitment and selection (1)Deepak Kumar
This document discusses the sales force recruitment and selection process. It covers defining job requirements through analysis, identifying selection criteria, recruiting internally and externally, using tools like applications and interviews for selection, ensuring equal opportunity compliance, and predicting success through validated selection methods. The goal is to hire salespeople that meet the job qualifications, will be successful, and without discrimination.
Business Studies Human Resources ResearchFlavio Alves
This document provides information on human resource management and recruitment processes. It discusses the importance of recruitment, selection, training, and motivation for business success. The stages of recruitment include establishing demand, creating job descriptions, internal/external recruitment, job advertisements, selection techniques like interviews and tests, making an appointment, and conducting an induction. Market research methods are also summarized, including reasons to conduct research and types of quantitative and qualitative data collected.
The document outlines the strategic recruitment process, which includes 6 steps: 1) ensuring all inputs, 2) developing an action plan, 3) preparing for execution, 4) delivering on the plan, 5) implementing change management, and 6) measuring performance. It also discusses sources of employees, both internal like computerized records, and external like recruitment agencies. Finally, it contrasts regular recruitment, which is risk-averse and traditional, with strategic recruitment, which takes more risks and innovates to be a market differentiator.
The document discusses strategies for managing high-volume hiring. It defines volume hiring as filling 500+ positions annually and identifies two types - homogeneous roles that are similar and heterogeneous roles that vary. It notes that volume hiring requires establishing clear goals, using a team-based approach with specialized roles, automating processes, and structuring communications with hiring managers.
The document discusses various aspects of sales training, including:
1. Sales training is important to develop salespeople's skills and should include both formal classroom training as well as informal on-the-job coaching.
2. Training needs vary depending on a salesperson's experience, abilities, and career stage - from introductory training for new hires to refresher courses for more experienced staff.
3. Effective training methods include lectures, demonstrations, role playing, case studies, and on-the-job training, with the method chosen depending on the training topic.
Prepare thoroughly for interviews by dressing professionally, speaking clearly, bringing your resume, and planning what you will say. Be on time, polite, and display a good sense of humor. Maintain eye contact with the interviewer and ask questions about the job. Employers may use aptitude, medical, work sample, and IQ tests in addition to interviews to assess skills. Assessment centers involve a series of extended selection procedures over one or two days to evaluate candidates fairly. Internal recruitment has lower costs but a smaller candidate pool, while external recruitment allows new skills and a wider pool but is more expensive and risky.
This document provides information on supervising, managing, and leading salespeople. It discusses the differences between supervision, management, and leadership. Supervision involves observing employees, providing feedback, and ensuring they understand their responsibilities. Management requires setting objectives, organizing tasks, motivating employees, and measuring performance. Leadership competencies for sales managers include coaching, mentoring, organizing teams, and driving growth. Effective sales managers derive power from expertise and relationships, not just their formal position. They communicate frequently with virtual teams and develop employees into leaders.
Recruitment is key function of HR. It is bridge between job seeker & employer. Today, technology plays big role into the recruitment. This presentation is describes about basic process of Recruitment, Types of Recruitment, Recruitment methods , job consultant cycle in Recruitment & factors affecting recruitment.
This job description is for an HR Manager position. The ideal candidate should have an MBA in HR with 4-5 years of experience in an HR generalist role. They must have skills in client management, strategic planning, problem solving, and general management. As HR Manager, key responsibilities will include recruiting, staffing, performance management, organization development, employee training, policy development, compensation, benefits administration, employee relations, and employee services.
Recruitment is a process of searching the most eligible and competent candidate for the organization. The whole process includes number of steps, after which the shortlisted candidates are confirmed to be employed.
McDonald's faces steady employee turnover at its restaurants. To address this issue, McDonald's strives to attract and hire the best employees through a strategic recruitment process. Each McDonald's restaurant is responsible for its own recruitment efforts through various avenues like advertising. McDonald's uses interviews to identify applicants' potential fit based on behavioral evidence of meeting job requirements. New employees then undergo training through a welcome meeting and probationary period. McDonald's aims to develop employees into managers through its management development curriculum, with over half of managers coming from promoted hourly employees.
The document summarizes the key human resource management processes at Bangladesh Bank, including recruitment and selection, training and development, performance appraisal, compensation, and benefits. The recruitment and selection process involves publishing job advertisements, screening applications, conducting written tests and interviews, and performing background checks before finalizing appointments. Training programs cover foundation training for new employees as well as IT, language, and department-specific courses. Performance is appraised annually based on goal achievement and competencies. Compensation varies by job level from 8.5 lakh Taka for assistant directors to 16 lakh Taka for general managers. Benefits include pension plans, health allowances, loans, and vacation time.
This document discusses the recruitment and selection process. It defines recruitment as attracting job candidates and selection as hiring the right person for the right job. The process involves job analysis, descriptions, qualifications, recruitment and selection objectives and strategies. Sources can be internal like promotions or external like advertisements. Selection involves screening resumes, interviews, testing, references and making a job offer. Planning is important to set objectives and strategies and choose the right recruitment and selection systems to fill vacancies with qualified candidates in a cost-effective manner.
This document discusses various aspects of recruiting employees, including the importance of hiring the right people. It covers topics like the definition of recruitment, job analysis, internal and external sources of recruitment, and the advantages and disadvantages of each. Several students have contributed sections about specific recruitment topics, sources of recruitment both internal and external, and effective ways to conduct the recruiting process.
The employment cycle involves 3 stages: 1) Establishment where organizations identify staffing needs, conduct job analysis, recruit applicants, and select candidates. 2) Maintenance through induction, training, skills tracking, pay/benefits. 3) Termination of voluntary resignations or retirements, and involuntary dismissals or layoffs. The cycle helps organizations align employment with business strategy over time through planning, attracting talent, developing skills, and managing turnover.
The document discusses the benefits of hiring during recessions and outlines the services provided by FPC and recruiter Jim Schultz. FPC helps companies attract and retain talented professionals through a proven executive search process. Jim Schultz specializes in supply chain, quality, and operations roles, particularly in life sciences and renewable energy. His experience and success in placing candidates makes him well-suited to help companies and candidates.
This document discusses human resource management (HRM) in the retail industry. It defines HRM and outlines its key functions, which include recruiting, screening, training, rewarding, and appraising employees. It then describes the main components of HRM in retail: identifying roles, recruiting the right candidates, providing training, motivating employees, and evaluating performance. Challenges of retail HRM are also examined, such as recruitment/retention, diversity management, and legal/regulatory issues. Organizational structures are influenced by a retailer's scope, products sold, and type of departmentalization.
The document describes a marketing plan for a proposed recruitment firm called Placon Manpower Solutions. It details primary and secondary market research conducted, including qualitative interviews with managers at automobile, IT, and custom trade companies. The interviews revealed problems that companies face with traditional recruitment methods and high employee turnover. Based on the findings, the marketing plan proposes solutions like shortlisting candidates, providing pre-training, recommending quality candidates within 3 days, competitive pricing, and free replacements if candidates resign quickly. Features of the recruitment firm aim to address companies' recruitment needs and problems.
This document discusses human resource management (HRM) in the retail industry. It covers the importance of HRM from different perspectives, provides an overview of key HRM concepts in retail like identifying roles, recruitment, training, motivation and performance evaluation. It also discusses the role of HR in retail organizations and different organizational structures used like for small independent stores versus large retail chains.
Coca recruitment process is well establishedabidajameel
Coca-Cola was founded in 1886 and is headquartered in Atlanta, Georgia. It produces more than 300 beverage brands and generates over 70% of its income from outside the United States. The company's mission is to benefit people by refreshing them and creating shared value. Coca-Cola recruits both internally and externally and has a thorough selection process that includes interviews, tests, and exercises. It also provides extensive training programs through its Coca-Cola University to develop employees' skills.
This document discusses recruitment and selection for sales positions. It begins by defining recruitment as the process of locating and attracting job applicants. It then provides details on writing job descriptions, the main sources of recruitment including advertisements, staff referrals, agencies, educational institutions and competitors. The document also outlines the selection process which includes application screening, interviews, testing, reference checks, physical exams, and making a job offer.
Sales force recruitment and selection (1)Deepak Kumar
This document discusses the sales force recruitment and selection process. It covers defining job requirements through analysis, identifying selection criteria, recruiting internally and externally, using tools like applications and interviews for selection, ensuring equal opportunity compliance, and predicting success through validated selection methods. The goal is to hire salespeople that meet the job qualifications, will be successful, and without discrimination.
RECRUITMENT AND SELECTION OF SALES FORCES rohit12692
This presentation discusses the recruitment and selection process of sales forces. It defines recruitment as discovering potential candidates for jobs and selection as dividing candidates into those who will and will not be offered employment. The importance of recruiting and selecting salespeople is that they represent the corporate image and are critical to business survival and growth. Sources of recruitment discussed include internal sources like current employees and transfers, and external sources like placement agencies, competitors, educational institutions, and sales clubs. The selection process was outlined as including preliminary interviews, applications, formal interviews, references, testing, physical examinations, and employment offers.
The document discusses the process of employee selection. It defines selection as the process of identifying and choosing job candidates with the required qualifications. It outlines the main steps in selection which include developing selection tools and procedures, screening applications, conducting interviews and tests, checking references, making offers to candidates, and assimilating new hires into the organization through orientation. The document provides details on different types of interviews, tests, reference and background checks that are used to evaluate candidates and make optimal hiring decisions.
This document discusses the key activities involved in managing a sales force, including job analysis, job descriptions, recruitment, selection, training, motivation, compensation, and performance evaluation. It provides details on each process and notes that sales force management involves determining optimal sales force size and selling styles. Additionally, it states that sales force management activities are interconnected and decisions in one area can impact other areas.
The document discusses the selection process at Madras Fertilisers Ltd (MFL) and Pragati Fertilisers Ltd (PFL). MFL used scientific selection methods to hire Mr. Praveen as DGM of marketing, while PFL hired Mr. Chaitanya without tests. Under Mr. Chaitanya, PFL's market share grew from 10% to 60% while MFL's declined from 50% to 15%. This led MFL to review the validity of their selection tests. The document then discusses the meaning of selection, the difference between selection and recruitment, and outlines the typical steps in a selection process including preliminary screening, tests, interviews, reference checks, and a final decision.
SALESMANSHIP
Mental stages of a customer in sales effort
Selling Process
Who is a prospect ?
Creative Salesmanship Competitive Salesmanship
K A S H
Close of sale
Salesforce began as a customer relationship management software and has grown into a cloud computing platform. It provides software as a service and platform as a service, including applications like Sales Cloud, Service Cloud, and Force.com for building custom applications. Salesforce uses a multi-tenant architecture allowing multiple customers to use a single instance of the software. It includes tools like Visualforce for customizing interfaces and Apex for adding business logic through code.
This document provides information about salesmanship and personal selling. It defines salesmanship as the process of assisting and persuading prospective customers to purchase a product or service. Personal selling is described as an oral presentation to prospective customers to make a sale. The document discusses various concepts related to salesmanship including the AIDA model, types of sales executives, theories of personal selling, the selling process, and how to handle objections from customers. It emphasizes that salesmanship is an important skill that benefits producers, customers, salespeople, and society.
The document provides an overview of Salesforce development. It discusses that Salesforce is a cloud-based CRM platform with over 82,000 customers. It offers features for marketing, sales, services, and more. Salesforce can be customized through tools like Sales Cloud, Service Cloud, and Custom Cloud. Development in Salesforce involves creating objects and relationships, automating processes with workflows and approvals, building reports and dashboards, adding programming logic with Apex, and creating custom interfaces with Visualforce.
The document discusses recruitment and selection processes. It defines recruitment as attracting candidates to jobs and selection as hiring the right person for the right job. The process involves planning, locating prospective candidates through internal and external sources, evaluating applicants through screening, interviews, testing and reference checks, making a selection decision and job offer. It also discusses recruitment and selection objectives and strategies, different recruitment and selection systems, and concludes that filling vacancies with right people at the right cost achieves organizational goals.
Selection is the most important function of HR as it ensures an organization hires the right people for the right jobs at the right time. The selection process involves multiple steps including preliminary interviews, tests, employment interviews, reference checks, physical examinations, and job offers. Different selection tools are used such as application forms, interviews, aptitude tests, and personality tests. An effective selection process is important as it provides qualified workers, reduces training costs, and avoids personnel problems.
This document discusses various aspects of the recruitment process, including defining recruitment, outlining the typical steps such as developing job requisitions and identifying candidates. It also examines recruitment policy, the options for centralized vs decentralized recruitment organization, sources of recruitment including internal and external options, and common methods like referrals, employment agencies, and advertising. The goal is to provide an overview of establishing an effective process for attracting qualified candidates to fill open positions.
The document discusses several aspects of sales including:
1) Selling has a reputation for hard selling but most sales involve tasks to support the sale rather than direct selling.
2) Sales force organization determines the type and size of sales force which impacts control and profits.
3) Recruitment finds candidates while selection chooses among candidates. Sources can be internal promotion or external hiring.
4) Training prepares new salespeople for their jobs with knowledge and skills developed through organized learning programs.
The document summarizes key aspects of managing a sales force as discussed in Chapter 1. It outlines six common sales positions, from deliverer to solution vendor. It also discusses designing the sales force structure, including territorial versus product/market structures. Finally, it covers recruiting, training, supervising, motivating and evaluating sales representatives.
The document discusses managing a sales force and outlines key tasks:
1. Designing sales force strategy including structure, size, territories, and products.
2. Recruiting and selecting salespeople through various procedures and evaluating their aptitude, skills, and traits.
3. Training salespeople on products, competitors, customers, presentations, and responsibilities.
4. Compensating salespeople through salary, benefits, bonuses, and commissions.
5. Supervising and motivating salespeople through goals, incentives, and organizational climate.
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
Sprylogic Technologies is a private software company established in 2006 that follows a defined recruitment and selection process. The process begins with recruitment to acquire qualified applicants, followed by screening and selection tests to identify the best candidates. Selection involves preliminary interviews, tests to assess abilities, employment interviews, background and reference checks, and making a final selection decision. The company has an opportunity to adopt additional assessment tools like psychometric testing to better understand candidates. Overall, Sprylogic Technologies has sound recruitment and selection policies to acquire skilled employees and expand its business operations.
Recruitment, Selection Process Methods And Steps,rajeevgupta
The document discusses recruitment, selection processes, and psychological testing used in hiring. It covers the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. Selection methods like testing, interviews and background checks are explained. The uses, types, advantages and disadvantages of psychological testing in selection are also summarized.
The document describes the key stages in the selling process: prospecting, pre-approach, approach, need identification, sales presentation, handling objections, closing the sale, and follow-up. It provides details on each stage, including various prospecting methods and techniques for need identification, presentation, and handling objections. The overall purpose is to outline the steps involved in successfully completing a sale.
Ssm lecture-10 & 11 (training & development of the sales force)Revisiting Strategy
The document discusses the importance of sales training and outlines the typical process for developing a sales training program. It notes that sales training is a major investment for many companies, with over 35% of firms providing over 6 days of training annually. The sales training cycle generally involves four stages - identifying training needs, designing the program, delivering the training, and assessing the results. It provides details on analyzing needs at the organizational, task, and individual levels and determining who requires training. The document also discusses developing training content and selecting delivery methods.
This document discusses motivating salespeople and sales forces. It covers:
1. What motivates salespeople, including intrinsic factors like enjoying their job and extrinsic factors like pay and benefits.
2. Theories of motivation, including Maslow's hierarchy of needs, Hertzberg's two-factor theory, and Adam's equity theory.
3. Ways to motivate salespeople, such as financial rewards, recognition, training opportunities, and balancing work and personal life.
The document discusses the roles and skills of a sales manager. It explains that sales managers supervise new hires, manage more experienced salespeople, and provide leadership to the sales team. Key skills discussed include coaching salespeople through feedback, mentoring junior employees, and developing teamwork among sales representatives. The document emphasizes that modern sales managers require strong leadership abilities like coaching in addition to sales skills.
Ssm lecture-06 & 07 (designing and organizing the sales force)Revisiting Strategy
Based on the information provided:
Breakdown Approach:
Forecasted Sales = $110 million
Average Sales per Salesperson = $9 million
Number of Salespeople = Forecasted Sales / Average Sales per Salesperson
= $110 million / $9 million
= 12 salespeople
Workload Approach:
Number of existing accounts = 41
Ideal call frequency per account = 12 calls/year
Total annual calls required = 41 * 12 = 492 calls
Average weekly calls per salesperson = 30
Working weeks per year = 52 - vacation weeks = 43
Average annual calls per salesperson = 43 * 30 = 1,290
Salesforce size = Total annual calls / Average annual calls per sales
Ssm lecture-22 & 23 (direct selling and marketing system-old)Revisiting Strategy
This document discusses direct selling and provides definitions and perspectives on it. It defines direct selling as the distribution of consumer goods and services through personal contact away from fixed business locations. It discusses direct selling from operational, tactical, and strategic perspectives. It also provides examples of products commonly sold through direct selling and characteristics of direct sellers.
The document discusses key account management (KAM), which involves targeting and serving high potential customers with complex needs. It provides examples of companies like P&G and FedEx that use KAM. It outlines the advantages of KAM, such as improved communication and higher sales. However, it also notes disadvantages like increased dependence on few customers. The document then discusses the tasks, skills, and success factors involved in effective KAM, such as developing long-term relationships, technical support, and trust between supplier and customer.
The document discusses sales force evaluation, including setting objectives, measuring performance both quantitatively and qualitatively, and using a sales force evaluation matrix. Quantitative measures include sales revenue, profit, calls made, while qualitative measures assess skills, relationships, product knowledge. Performance is compared to objectives and standards to identify areas for improvement or reward.
Ssm lecture-01 & 02 (development and role of selling in marketing)Revisiting Strategy
This document discusses the nature and role of selling, as well as different selling approaches and types of salespeople. It begins by explaining that selling involves making sales and is important for linking companies to customers. Some key selling approaches discussed are transactional, consultative, and enterprise selling. Salespeople are also classified as order takers, order creators, or order getters depending on their role in the sales process.
This document summarizes a lecture on profiling and recruiting salespeople. It discusses developing a profile for the type of salesperson needed by analyzing the job, writing a description, and identifying qualifications. Recruiting sources that align with the profile are important to attract qualified applicants. The selection process involves screening applications, interviews, and tests to hire the most suitable candidate out of the recruits. Diversity and continuous evaluation of recruiting effectiveness are also covered.
This brochure gives some insight into what our firm stands for, our services, where we have come from, and where we are going. Please contact me for more detailed information.
This document provides an overview of a course on selling and sales management taught at IILM Graduate School of Management. It discusses key topics that will be covered in the course, including the evolution of sales management, the nature and role of sales management, marketing concepts like the production concept, product concept, selling concept, and marketing concept. It also discusses the holistic marketing concept and its four components: relationship marketing, integrated marketing, internal marketing, and social responsibility marketing.
The document discusses key aspects of sales force organization and compensation. It covers topics like designing sales territories, factors that influence territory and compensation plan design, different types of compensation plans including financial and non-financial components, and the steps to design an effective compensation plan. The goal is to prepare students for challenges of leading sales organizations and understanding important considerations for organizing the sales force and structuring their compensation.
This document provides an overview of selling skills and strategies. It discusses different selling styles based on the concern for customers versus concern for sales. Some key selling styles discussed include push product oriented (high concern for sales, low concern for customers), problem solving oriented (high concern for both customers and sales), and people oriented (high concern for customers, low concern for sales).
The document also covers important selling skills like communication skills, listening skills, negotiation skills, conflict management skills and problem solving skills. It discusses the communication process and importance of verbal and non-verbal communication. Different types of listening and stages of conflict management are outlined. Additionally, the document examines selling situations like maintenance selling and developmental selling.
The document discusses key aspects of sales force management including:
1. The activities involved in sales force management such as job analysis, recruitment, selection, training, motivation, and performance evaluation.
2. Different selling styles a company can use such as representative to buyer, sales team to buyer group, and conference selling.
3. Factors to consider when determining sales force size such as number of customers, call frequency, and representative workload.
4. The importance of training the sales force to adapt to changes in technology, structure, and diversity.
5. Methods of motivating the sales force including compensation plans involving salary, commission, or a combination.
6. The process of evaluating sales force performance against
This document provides an overview of direct marketing. It begins by defining direct marketing and explaining how it differs from general marketing in focusing on direct, personalized communication and measurable responses. It then discusses key direct marketing tools like database marketing and objectives like customer retention. The document outlines decision variables in direct marketing, including offer, creative, media, timing, and customer service. It also covers general objectives, media channels, and consumer privacy concerns regarding direct marketing.
This document provides an executive summary and objectives of a project completed at Reliance Securities Ltd. as part of an MBA program. The project involved learning about financial products, improving customer acquisition, and analyzing mutual fund selection parameters. The objectives were to gain practical experience, increase customer interactions and product knowledge, and evaluate funds based on metrics like CAGR, beta, and Sharpe ratio. Tasks during the internship included market observation, customer acquisition, technical support, administration, and follow-up.
This document discusses customer relationship management (CRM) applications in different industries, including telecom, airlines, and hospitality. It provides examples of how CRM is used in each industry, such as loyalty programs in telecom, frequent flyer programs in airlines, and membership programs in hospitality. The document also discusses characteristics of business markets that make them different from consumer markets, key participants in business-to-business buying processes, and the typical eight stages of business buying processes. It emphasizes the importance of CRM in business-to-business relationships for satisfying complex customer decision making.
This is a sample of my sales effectiveness program training. It is a three days course that can be followed by workshops and courses of several subject:
- Business model workshop
- Territory management workshop
- Sales coaching workshop
- Go to Market model development workshop
Similar to Ssm lecture-08 & 09 (sales force recruitment & selection) (20)
This document discusses concepts related to customer relationship management (CRM). It covers the CRM cycle process of converting existing customers into loyal customers using the IDIC (Identity, Differentiate, Interact, Customize) framework. It also discusses the ladder of loyalty and how prospects become customers, clients, supporters, advocates and partners. Finally, it describes different types of bonds for building customer relationships, including financial, social, customization and structural bonds. The goal is to educate on building long-term customer loyalty and retention through effective CRM strategies and relationship building.
Cb unit-viii (consumer influence & diffusion of innovation)Revisiting Strategy
This document outlines the course units for a Consumer Behavior course taught by Prof. Amit Kumar at IILM Graduate School of Management. The 8 units cover: 1) the consumer marketplace, 2) models of consumer behavior, 3) cultural influences, 4) sociological influences, 5) personal influences, 6) psychological influences, 7) the consumer decision making process, and 8) consumer influence and diffusion of innovation. The document also provides examples of innovations that did and did not diffuse effectively in the Indian market and potential reasons for their success or lack thereof.
This document discusses direct marketing and database marketing. It begins by defining direct marketing and explaining the growth of direct marketing due to factors like market fragmentation, advances in computer technology, and the increased availability of customer data. It then discusses how direct marketing has transformed some markets by allowing companies like Dell, First Direct bank, and Direct Line insurance to eliminate intermediaries. The document also explains what database marketing is and how companies can use customer databases to target specific segments, strengthen customer relationships, and tailor their marketing efforts.
The document discusses managing direct marketing campaigns. It begins by explaining what direct marketing is and discussing database marketing. It then explores setting objectives for campaigns, including financial, communication, and marketing objectives. Key aspects of managing campaigns that are covered include identifying target audiences, making creative decisions, choosing appropriate media, executing the campaign, and evaluating its performance. Metrics for evaluating campaign success such as response rates, new customers acquired, and customer lifetime value are also examined.
3.case study e_bay_direct marketing & dircet selling systemRevisiting Strategy
This document discusses direct marketing and direct selling. It begins by defining direct marketing as an interactive marketing system that uses advertising media to generate a measurable response. It then discusses eBay as an example, describing how eBay sent out catalogs through newspapers to promote holiday shopping on their site. The document also provides definitions and discussions of direct selling, multilevel marketing, advantages and disadvantages of direct marketing, examples of companies that use direct marketing, and prospects and problems of direct selling.
The document discusses the strategy hierarchy in organizations. At the highest level is the corporate strategy, which sets the overall goals and plans for the entire company. Individual business units like marketing then develop their own strategies to support the corporate strategy. The marketing strategy addresses questions like which markets and products to target. The direct marketing strategy would then outline objectives, media choices, and processes for direct marketing campaigns to support the overall marketing strategy.
This document contains information about a course on contemporary direct marketing taught by Prof. Amit Kumar. It includes Prof. Kumar's background and qualifications, as well as an overview of the course contents, objectives, and evaluation criteria. The course aims to explore the major changes in direct marketing driven by information technology, and how direct marketing can be effectively applied to services, high-value products, and FMCGs. Key topics that will be discussed are the meaning of direct marketing, database marketing, customer retention, and creating action plans.
This document discusses technological tools for customer relationship management (CRM). It covers the main functionality of CRM applications including sales force automation, campaign management, and customer service and support. Specifically, it describes the functionality required for campaign management like workflow, segmentation, personalization, execution, response management, and response modeling. It also discusses the sales cycle and functionality needed for sales force automation, including interfacing with marketing campaigns and business contact/account management. Finally, it outlines the full customer service cycle from logging requests to billing.
This document discusses key concepts in customer relationship management economics, including market share versus customer share using Maruti Udyog Ltd. as a case study, calculating lifetime value of customers using examples from Citi Bank credit cards and resort customers, and using an ABC costing model and decision matrix to evaluate customer lifetime value versus likelihood of churn.
1. The document discusses customer relationship management (CRM) and the need for specialized CRM courses in Indian universities. Currently, few universities offer dedicated CRM programs despite its growing importance.
2. IILM Graduate School of Management aims to establish India's first dedicated CRM course to produce graduates with CRM knowledge that can benefit organizations.
3. The proposed CRM course would cover topics such as building customer relationships, CRM technologies, and CRM applications in different business sectors.
This document discusses operational issues in implementing customer relationship management (CRM). It covers collecting customer data to build a database, analyzing that data through techniques like market basket analysis and RFM analysis to identify best customers. It also discusses developing CRM programs like customer retention, converting good customers to loyal ones, and dealing with unprofitable customers. Specific retention techniques discussed include frequent shopping programs, special customer service, personalization, and building community. The document notes challenges in implementing these programs effectively.
This document contains information about a course on Customer Relationship Management (CRM) and loyalty programs offered by ACCMAN Institute of Management. It includes 15 sections that provide an overview of the topics to be covered in the course, learning outcomes, objectives, reference books and websites, course structure, sample assignments and a project on analyzing CRM strategies of different industries. The key topics to be covered include the fundamentals and importance of CRM, building customer loyalty, technological tools for CRM, operational issues in implementing CRM, and applying CRM in business-to-business and business-to-consumer markets.
This document contains lecture slides from a course on consumer behavior taught at IILM Graduate School of Management. The slides cover various topics related to consumer decision making process including:
- The different factors (cultural, social, individual, psychological) that influence consumer behavior and decision making.
- Stages of consumer decision making process - need recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior.
- Concepts like evoked set, cognitive dissonance, and their impact on consumer decision making.
- Differences in decision making for products with varying levels of consumer involvement.
- Ways marketers can address post-purchase thoughts and behaviors like dissatisfaction or
Cb unit-vi (psychological influences on consumer decision making)Revisiting Strategy
This document outlines a course on consumer behavior taught by Prof. Amit Kumar. It covers 8 units: 1) the consumer in the marketplace, 2) models of consumer behavior, 3) cultural influences, 4) sociological influences, 5) personal influences, 6) psychological influences, 7) the consumer decision-making process, and 8) consumer influence and diffusion of innovation. One class focuses on psychological influences, discussing the key influences of motivation, perception, learning, and memory on consumer responses to marketing. Motivation theories of Freud, Maslow and Herzberg are mentioned.
Cb unit-v (individual influences on consumer decision making)Revisiting Strategy
The document discusses personal influences on consumer decision making. It covers several personal factors including age and life stage, occupation and economic situation, lifestyle and values, and self-concept. For each factor, examples are given of how they shape consumer choices and behaviors. Marketers are advised to consider these personal characteristics to better target and position their products and services for different consumer segments. The document also introduces several lifestyle segmentation frameworks including VALS that categorize consumers based on resources and orientations.
Cb unit-iii (cultural influences on consumer decision making)Revisiting Strategy
This document discusses cultural influences on consumer behavior. It covers several topics:
- The units of a course on consumer behavior including cultural influences.
- Culture is defined as values and behaviors acquired through socialization.
- American culture is used as an example, noting common activities like gum chewing and movie attendance.
- Cultures have subcultures based on factors like nationality and religion that influence values.
- Social class is another influence, with examples given of classifications used in the US, India, and UK.
- Characteristics of social classes are that members behave similarly but class designation can change over time.
This document provides an overview of various models of consumer behavior taught in a course at IILM Graduate School of Management. It describes 8 units that make up the consumer behavior course, including influences on consumer decision making from culture, society, personal factors, and psychology. It then summarizes several models of consumer behavior, including the economic model and its assumptions about rational consumers; the psychological, sociological, learning, and Howard-Sheth models; and the Engel-Kollat-Blackwell model which integrates various influences into a complete framework for understanding consumer decision making.
This document outlines a course on consumer behavior taught at IILM-Graduate School of Management. It discusses how Indian universities do not adequately teach consumer behavior to MBA students. The course aims to fill this gap by covering concepts, models, and factors that influence consumer decision-making, including cultural, social, individual, and psychological influences. It also examines consumer behavior processes like decision-making and the diffusion of innovation. The course uses lectures, case studies, assignments and exams to teach these topics and help students understand consumer behavior in the Indian context.
This document outlines the topics and units covered in a course on consumer behavior taught at IILM Graduate School of Management. The 8 units cover key aspects that influence consumer decision making like cultural, social, personal, psychological factors as well as the consumer decision making process and diffusion of innovation. The document also provides examples of class activities like asking students to analyze their own past purchases and key concepts covered in the course like Maslow's hierarchy of needs, the consumer decision making process, and types of consumer benefits.
This document discusses a course on international trade logistics taught at IILM Graduate School of Management. It provides an overview of topics that will be covered in the course, including logistics frameworks, supply chain management, transportation, warehousing, and global logistics outsourcing. Specifically, it outlines the benefits of logistics outsourcing for companies, the evolution of third-party and fourth-party logistics providers, and factors to consider when selecting a logistics service provider.
2. 07/06/10 2
“A student pursuing management education from IILM-
Graduate School of Management, for example may find
himself or herself placed in a firm as a Sales Manager.
Our goal is to prepare the student for the exciting
challenges related to leading sales organizations in
today’s hyper-competitive global economy”.
IILM-GSM
Importance of this course
Selling & Sales Management
4. 07/06/10
Learning Outcomes
After completing this chapter, you should be able to:
• Understand why having a formal selection process improves
the quality of newly hired salespeople
• Discuss why it is important to analyze the skills a salespeople
needs to succeed and include that information in a job
description.
• Name the sources from which salespeople can be recruited
both within and outside of the firm.
• Explain the five steps of the selection processing
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
5. 07/06/10
Contents
• Finding & Recruiting Applicants
• Recruiting Internal Applicants
• External Applicants
• Selection Procedures
– Having the Candidate Complete an Application Form
– Testing the Candidate
– Personally Interviewing the Candidate
– Verifying the Candidate's Background Information
– Conducting a Physical Exam (If Necessary)
• Evaluating the Success of Recruitment & Selection Efforts
• Socialization Process
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
6. 07/06/10
Recruitment
Recruiting is the process firms use to find and
hire the best qualified candidates for an
open sales position.
Recruitment is an act of inducing qualified and appropriate
people to get interested in and apply for a salesperson’s
position within a sales organization.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
7. 07/06/10
Finding and Recruiting Applicants
The recruiting step in the selection process is based
upon accurate information gathered in the planning
stage while forecasting turnover, conducting a
comprehensive job analysis, and writing an
accurate and concise job description.
The sales manager must also determine an
appropriate number of applicants that need to apply
for the open position.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
8. 07/06/10
• Performs Sales Management +HR Management !
• Recruits, Selects, Trains, Motivates, Leads, Controls
and Compensates Sales Teams
• Selection and Recruitment of efficient sales people is
always a process of building competitive advantage
for an organization
The Sales Manager
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
9. 07/06/10
Finding and Recruiting Applicants
To estimate the number of applicants that need to
be generated in the recruiting step, let's assume
that a firm needs to hire two salespeople; that
traditionally 10% of the applicants who apply with
the firm are offered a sales position; and 80% of
them accept the offer. This will lead the following
solution:
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
Number of Applicants Needed =
2 open position
(.10 Selected) (.80 Acceptance)X
10. 07/06/10
Finding and Recruiting Applicants
Sales manager sometimes have a hard time
generating a large pool of highly qualified
applicants from which to fill an open sales
position. As a result, most firms look at several
origins, including both internal and external
sources to the company.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
11. 07/06/10
Recruiting Internal Applicants
• Internal applicants are potential candidates for open
sales positions that currently work for the company;
perhaps as engineer, product manager, CSR or
manufacturing managers.
• Many company first look within their firms to find
outstanding candidates.
• Managers already know a great deal about internal
applicants, including their work habits, personality and
ability to assume more responsibility- information that is
seldom known about external applicants
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
12. 07/06/10
Recruiting Internal Applicants
Internal sources
- existing employees
- lateral and upward moves
- interns and cooperative students
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
13. 07/06/10
Recruiting External Applicants
• External applicants are candidates for the sales
positions that are generated from a variety of sources
that include:
• Referrals
• Advertisements
• Private recruiters
• Educational institutes
• Job/career fair
• Trade shows
• E-recruiting
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
14. 07/06/10
External Applicants: Referrals
• There is a saying, “It's not what you know but who
you know”.
• Networking is the practice of forming relationships and
consulting with other salespeople, executives and
friends to learn about positions that may or may not be
publicly advertised.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
15. 07/06/10
External Applicants: Advertisements
• A universal method of finding sales applicants is by
advertising in newspaper, magazine, and/or online.
• The format of information includes:
– Title of the job opening
– Minimum job qualifications
– Preferred job qualifications
– Location of sales territory
– Discussion of pay and benefits
– Statements of core company values
– Who and how to contact the hiring firm
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
16. 07/06/10
External Applicants: Advertisements
Blind advertisements offer only a limited amount of
information about the sales position and therefore
tend to generate an applicant pool with wide range
of experience and qualifications.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
17. 07/06/10
External Applicants: Private Recruiters
• For more complex sales positions, like technical and
international sales, career counselors or 'headhunters'
from private recruiting firms are utilized to locate and
conduct initial applicant screening. (HR Outsourcing)
• Examples of Professional recruiting firms like Porter
Group Inc, Sales Ladder, Sales Recruiters Inc, etc.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
18. 07/06/10
External Applicants: Educational Institutes
• College and universities can be excellent sources of
applicants for firms seeking entry-level salespeople.
Firms like Hilti Corporation, an international manufacturer
of construction products, are hiring new sales people
from University of Sales Center Alliance (USCA)
schools, a consortium of sales centers located at
universities throughout the US.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
19. 07/06/10
External Applicants: Job Fair/
Trade Shows
• Job Fairs are career conferences jointly conducted by
trade groups, student organizations, universities, cities
or business consortium.
• At Trade shows, manufacturer and vendors sometimes
post signs advertising open position for distributors and
sales agents.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
20. 07/06/10
External Applicants: E-Recruiting
• E-recruiting is becoming increasingly common, since
firms can quickly and economically generate a large
pool of candidates using this methods.
• Job data banks are available at such sites as:
www.sales.monster.com, www.careerbiulder.com,
www.naukri.com, www.efinancialcareers.com.
• Firms are even starting to post their job openings on
websites like, Face book and MySpace
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
21. 07/06/10
Selection Procedures
• An objective selection process allows the sales
manager to access the qualification levels of the
applicant pool and gain essential information that is
needed to select the best person for the job.
• The five stages of the selection process include:
1. Having the Candidate Complete an Application Form
2. Testing the Candidate
3. Personally Interviewing the Candidate
4. Verifying the Candidate's Background Information
5. Conducting a Physical Exam (If Necessary)
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
22. 07/06/10
Selection Procedures
1. Having the Candidate Complete an Application Form
– An application form is an electronic or paper form
that asks the job candidate to provide a standard list
of formation about his or her background, education,
and work experiences.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
23. 07/06/10
Selection Procedures
1. Having the Candidate Complete an Application Form
Benefits
– Completed form provide managers with consistent information
about candidate's …..Also, forms have to be signed by the
candidates, thereby granting the firm legal permission to verify
the information they provide.
– Second, completing the form requires a candidate to read and
follow direction, respond to questions and express themselves,
which offers sales manager an initial impression of the
applicant.
– Third, sales manager can use the information gleaned from
application to develop personal interview questions. (like,
Reason for Gap, What motivated you to choose English as a
major in undergraduate studies etc).
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
24. 07/06/10
Selection Procedures
1. Having the Candidate Complete an Application Form
Application form should not ask questions
about an applicant's martial status, gender,
religion, race, age or handicaps.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
25. 07/06/10
Selection Procedures
2. Testing the Candidate
• Firms test applicants to try to confirm what they have
learned about candidates during the interview process.
A psychological test is a method of sampling small,
representative sets of behavioral responses gathered
under uniform conditions. The samples are then
scored based upon predetermined rules or formula.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
26. 07/06/10
Selection Procedures
2. Testing the Candidate
• A range of psychological tests are available to sales
manager, including:
• Personality Test
• Intelligence Test
• Ability Test
• Aptitude Test
• Emotional Intelligence Test
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
27. 07/06/10
Selection Procedures
2. Testing the Candidate: Personality Test
• Personality Tests are designed to measure personality
traits that motivate sales applicants- traits such as
empathy and ego.
• Examples include the Multiple Personal Inventory and
the Gordon Personal Profile.
• Applicants are asked to respond on a scale with anchors
of Strongly Agree to Strongly Disagree
1. I get stressed out easily.
2. I put others first.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
28. 07/06/10
Selection Procedures
2. Testing the Candidate: Intelligence Test
• Intelligence Tests to estimate the quality of information
acquired and used by applicant.
• Such as, Wonderlic Personnel Test can be completed in 12
to 15 minutes. This test measures applicants' memory,
reasoning and verbal ability.
• Another is Otis Self-Administering Test of Mental Ability.
• Respondents answer each question as being True or False.
1. The two of the following numbers added up to 13: 1, 6, 3, 5, 11
2. A pie can be cut into more than 7 pieces by making only 4
diameter cuts through its center.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
29. 07/06/10
Selection Procedures
2. Testing the Candidate: Ability Test
• Ability Test are designed to estimate the current
strengths and weaknesses of an applicant to effectively
perform specific tasks, such as abstract reasoning and
complex problem solving.
• Such as, the Customer Contact Aptitude Series (CCAS)
is an ability test that measures the core reasoning
capabilities related to sales and customer service
positions.
1. What number comes next in the following
sequence. 16, 8, 4, 2, 1, .5, .25, ?
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
30. 07/06/10
Selection Procedures
2. Testing the Candidate: Aptitude Test
• Aptitude Tests, which are similar to ability tests, measure an
applicant's style of work, how the person interacts with other
people, and whether the person has an interest in or ability to
perform certain tasks, such as selling.
• Campbell Interest and Skills Survey is one such test. (
www.pearsonassessments.com/tests/ciss.htm)
• Applicants are asked to respond on a scale with anchors of
Strongly Agree to Strongly Disagree
1. I like to study and solve math or science problems.
2. I like to lead and persuade people and sell ideas and things.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
31. 07/06/10
Selection Procedures
2. Testing the Candidate: Emotional Intelligence Test
• Emotional Intelligence Test is an individual's ability to
process emotional information as it relates to the
perception, assimilation, understanding and
management of human emotion.
• Applicants are asked to respond on a scale with anchors
of Strongly Agree to Strongly Disagree
1. I do not get angry when verbally attacked.
2. In my life the stress never ends.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
32. 07/06/10
Selection Procedures
3. Personal Interview
• The personal interview is considered by many people to
be the most important stage in the hiring process
because managers heavily rely on it- especially because
testing applicants can be expensive.
• During personal interviews, job applicants appear before
the firm's sales manager and other employees.
A variety of different types of interviews sales
managers typically conduct.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
33. 07/06/10
Selection Procedures
3. Personal Interview: Structured Interview
• A structured interview means that, prior to the meeting
with applicants, the sales manager or interview team
prepares a list of questions along with a range of
acceptable answers, like:
– What has been your proudest achievement? Cites examples of
his or her selling success.
– What do you like about being in sales? Independence, Ultimate
earning potential
– What kind of boss do you work best with? A boss who allows
freedom, communicates expectations and helps as needed
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
34. 07/06/10
Selection Procedures
3. Personal Interview: Structured Interview
• A structured interview means that, prior to the meeting
with applicants, the sales manager or interview team
prepares a list of questions along with a range of
acceptable answers, like:
– What is the best way to develop your specific life goal? By
focusing on family, contributing to firm and society
– You have a buyer who wants to buy immediately, but you are
not sure the product is right for the buyer. What do you do?
Would not sell the product until certain it is what the customer
needs and he or she will be truly satisfied with it.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
35. 07/06/10
Selection Procedures
3. Personal Interview: Structured Interview
• Structured interviews have several advantages.
– It offers confidence to sales manager and 'structure' to the
process.
– This approach ensures that important areas are covered
during the interview.
– Finally, standard questions make it easier to record and
compare applicant's responses.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
36. 07/06/10
Selection Procedures
3. Personal Interview: Structured Interview
• One criticism of structured interviews is that less
experienced sales managers may simply follow the
questions on the list and not probe for the responses
that deviate from the expected answers.
• For example, the interviewer might focus on reading
and recording the applicant's responses rather than
critically evaluating the applicants.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
37. 07/06/10
Selection Procedures
3. Personal Interview: Semi-Structured Interview
• A semi-structured interview allows sales managers to
ask a series of open-ended questions that applicants
can address in their own words.
• An example of question might be: 'Why are you
interested in a sales position?' Then, after the applicant
answers, 'I enjoy the freedom and travel'. The sales
manager can delve more deeply by asking: 'What do
you enjoy specifically about business travel?‘
This allows the sales manager to gain insight about the
applicant as the discussion moves along a natural,
logical course.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
38. 07/06/10
Selection Procedures
3. Personal Interview: Semi-Structured Interview
Firm uses semi-structured interviews more often when
interviewing candidates for the higher-level sales
management jobs.
The goal in this situation is not try to access
whether the candidate has given 'right or wrong'
answers, but to gain a sense of his or her
overall strategic sales vision for the firm.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
39. 07/06/10
Selection Procedures
3. Personal Interview: Stress Interview
• Firms often employ role-playing or field exercises
during the interview process.
• In a stress interview, the interviewer places the applicant
in an unstructured situation to see how well he or see
will perform.
• For example, an applicant might be asked to sell the
interviewer item, like pen, furniture, software products
like CRM, ERP.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
40. 07/06/10
Selection Procedures
3. Personal Interview: Stress Interview
• A Field observation allows an applicant to travel with
and observe a salesperson making sales calls on
current and potential clients.
• In a Group interview, a group of applicants for the
position are placed in a group or open forum and
encouraged to ask questions.
• Panel interview involves placing a single applicant
before the panel of two or more company
representatives.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
41. 07/06/10
Selection Procedures
4. Background Verification
• Past performance of a candidate is, of course, a
potential indicator of the person's future performance.
• One study reported that, HR managers routinely
observe job candidates exaggerating their educational
requirements, salaries or time working for former
employers.
• That is why it is important to do verification. (there are
independent background checking firms verify the
background of all Infosys, TCS candidates)..
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
42. 07/06/10
Selection Procedures
4. Background Verification
• One way to gauge the honesty of applicants is to ask
judgment-neutral questions on application form. (Relate
this with the resume or ask few related questions in the
interview)
• Sales managers also need to contact the references
listed by candidates they are seriously considering
hiring.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
43. 07/06/10
Selection Procedures
5. Conducting a Physical Exam (If Necessary)
• The final stage of the selection process is the physical
exam.
• Firm used to require drug tests and physical exams as
part of their normal hiring procedure.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
44. 07/06/10
Evaluating the Success of
Recruitment and Selection Efforts
Because recruiting and selection consume so much
of the firm's resources and sales manager's time, it
is imperative that an evaluation of applicant sources
be performed.
In fact, an evaluation allows the sales manager to
determine the effectiveness of each applicant
source.
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
45. 07/06/10
Matrix for Evaluating the Success of
Recruitment & Selection Efforts
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
Sales Applicant
Sources
Numbers of
applicant
generated
Numbers
of
applicant
hired
Percent
retained
after 3
years
Cost Percent with
above average
performance after
two years
Internal Applicant
Sources
Referrals
Advertisements
(Newspapers,
Magazine)
Private Recruiters
(Educational, E-
web sites, Job fairs)
46. 07/06/10
Strategic position
analysis
Decide on the number of
people to hire
Identify best sources of
recruitment:
internal and external sources
Generate database of
candidates
Evaluate candidates
Select and induce
candidates to accept
positions
Socialize
Turnover
Establish
hiring
objectives
Job qualification
Job description
Organizational
characteristics,
company image
and climate,
styles of
supervision,
compensation,
and motivation
of the company
Selection
Socialization
Recruitment
Planning
The hiring process
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
47. 07/06/10
Socialization Process
• process of orienting a new salesperson to the sales
organization, territory, or division in which he or
she will be working
• Three Stages
Anticipatory stage
Encounter stage
Settling stage
IILM-GSM
Selling & Sales Management Sales Force Recruitment & Selection
Editor's Notes
To arm or prepare in advance of a conflict
The part of the arm between the wrist and the elbow.
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
Lateral…shift from one territory to another..noida to mumbai a a zonal manager
Upwards..promotion in same department..as a higher position role
Interns are either paid part-time or non-paid and who does job in order to gain experience while studying..like summer training programs for MBA students
Cooperative students are those who take break from the study and work full time for the organization.
In general….number of open position by % of applicant selected and &% of applicant accepted
Employee referral programs…referrals given by the employees. these ERP are incentives programs designed to reward an empoylee currently working in the organization for identifying and recommending candidates who later on may be hired by the organization. Like IILM also..for professor we have this kind of scheme..if the potentioal lecturer will work for 3 months then 1 month of their salary will be given to the existing lecturer who referred the new one.
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
Assimilation.. an assimilating or being assimilated; specif.,. the cultural absorption of a minority group into the main cultural body
assimilation (society), in anthropology and sociology, the process whereby individuals or groups of differing ethnic heritage are absorbed into the dominant ...
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
goZ…as gauge means measure
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted
In general….number of open position by % of applicant selected and &% of applicant accepted