Recruitment of Sales Personnel

Recruitment of Sales Personnel

• Recruitment is a process used to discover the manpower source to meet staffing needs.
• It employs effective measures to attract manpower, ensuring adequate numbers for efficient workforce selection.
• Recruitment involves seeking and enticing a pool of people from which qualified candidates can be selected for job postings.
• All activities securing applications for sales positions are called recruitment.
• Recruitment is a positive process where a company attracts talented individuals.
• It clarifies required person type, location, and selection methods.
• Searching for prospective employees while encouraging them to apply for organizational jobs is recruitment.

Processes of Recruitment

• There are four main steps in recruiting and selecting a sales force
• The steps are Conducting a job analysis, Preparing a job description, Developing a set of job qualifications, and Attracting a pool of applicants

Conducting a Job Analysis

• Before searching for a salesperson type, a company needs sales job knowledge.
• To aid the fill, a job analysis should identify involved duties, requirements, responsibilities, and conditions.
• A proper job analysis needs environment analysis where the salesperson is to work.
• Determine the duties and responsibilities expected from the salesperson.
• Make calls with salespeople, observing, and recording job tasks as performed is another.

Preparing a Job Description

• A formal job analysis results in a job description.
• A written job description informs applicants and current personnel of sales position duties and responsibilities, and new employee evaluation basis.
• The job description is a necessary tool managing the sales force, also used in hiring, managing, and sometimes as a basis for dismissals.
• It gives the sales trainer a salesperson duties description and helps develop better training programs.
• Job descriptions factor into compensation plan development.

Developing a Set of Job Qualifications

• Duties and responsibilities from the job description should form qualifications needed to satisfactorily perform the sales job.
• Determining qualifications is the most challenging aspect of recruitment, plus managers deal with subjective, complex human traits.
• Specific qualifications such as education and experience should be specified in the job qualification for candidate identification.
• Companies identify personality traits that are believed to make better salespersons.

Attracting a Pool of Applicants

• Attracting a sales personnel applicant pool is the next process step.
• A large sales team will have a continuous need to identity, locate and attract effective salespeople.
• Recruited candidates become the reserve pool for new salespeople.
• The quality of this pool will predict future success or problems for the sales organization.

Sources of Recruitment (Methods/Techniques): INTERNAL SOURCES/METHODS

• Internal methods seek applicants among current employees, including Promotions where an employee moves to a higher position with duty, responsibility, status, and value changes.
• Transfer: Internal movement within same grade, from one job to another, leading to changes in duties & responsibilities, or working conditions, but may exclude salary changes.
• Job Posting publicizes openings on bulletin boards, electronic media & similar outlets.
• Employee Referral uses personal contacts through recommendations from current employees regarding applicants.

Advantages of Internal Recruitment Methods

• Improves employee morale because the fear of an outsider vanishes.
• There is less risk as the employer knows the candidate.
• Job security and employee loyalty increases.
• Little training is needed as the employee already knows about the company and its policies.

Disadvantages of Internal Recruitment Methods

• New blood and fresh ideas are discouraged.
• Management biases may generate frustrations with those not given a fair chance.

EXTERNAL SOURCE/METHODS

• Hiring candidates comes from outside the company.
• Advertising is a common method of recruiting for higher, experienced jobs. Ads run in local/national press, trade or professional journals. Job requirements are listed, and management gets a wider selection but there is a high volume of applications.
• Direct Recruitment involves placing job vacancies on the company notice board to attract blue-collar and technical workers.
• Employment Exchanges are government entities supplying details for employment vacancies to employers for skilled, semi-skilled, and unskilled jobs.
• Employment Agencies source from private, public, or government with qualified candidate databases for unskilled, skilled, and semi-skilled roles, available at a cost.
• Professional Associations aid in hiring for professional, technical, and managerial roles, specializing in mid to top level resources.
• Campus Recruitment sources directly from technical, management, and professional institutions.
• Word-of-Mouth Advertising can attract a large number of candidates, particularly with reputed employers with good images within the market.

Factors Affecting the Recruitment Policy of Sales Personnel

• Factors generally involved in recruitment such as desired number of recruits, recruitment sources and needs, and recruitment costs. Also factors like sales organization size, personnel policies, rate of turnover, forecasted sales volume, and government policies.
• External Factors: Supply and Demand, Unemployment rate, Labor market, Political/Social/Recruitment factors all affect recruitment policies
• Internal Factors: Recruitment Policy, HRP, Firm size, cost, growth and sons of soil, and image are internal factors on recruitment.

Manpower Planning

• Manpower planning involves determining the optimal number and skills of the human workforce to meet present and future needs.
• Manpower planning is a strategy for improving the utilization, and preservation of an enterprise’s human resources.
• It helps establishing job specifications quantitative requirements, and identifying manpower sources.
• It is a process for determining needs in terms of right kind and right number of people in the right place at the right time.

Objectives of Manpower Planning

• Ensure best use of human resources, and assessing training and development needs.
• Assess future skill requirements, provide control measures to ensure necessary resources, and determining requirement level.
• Anticipate redundancies and avoid unnecessary dismissals.

Factors Affecting/Influencing HRP

• Factors affecting HRP are classified into Internal & External factors.
• External Factors: government policies, economic development, changes to the business environment, level of technology, and internal factors such as international factors and internal company policies

Internal factors affecting HRP and planning

• Including Company policies like HR compensation levels, and quality of work life.
• Job analysis, description, and specification, with time horizons and job analysis determine the type of employees required.
• Qualitative and accuratee information are needed with Human Resource plans, and organisational and strategic specifications.

Job Analysis

• A job is a collective of tasks by a single employee for the production or serviecs in an organization.
• Job analysis is the study and collection of information related to operations/responsibilities.
• It's a systematic exploration of activities defining duties, responsibilities, accountabilities.
• Job Analysis:Task, Job context, Knowledge Skill and Ability.
• Job analysis is a way to systematical study of job to discover specific skill requirements for wage-setting, recruitment, training, or job-simplification purposes.

Steps in Job Analysis Process

• Job analysis has three phases including preparation, collection of job information improving organizational effectiveness
• (A) Preparation for Job Analysis has key activities and has familiarization with the organization, a determination of job analysis information usage, identification of jobs that need to be analyzed.
• (B) Collection of Job Analysis Information involves three things including determination of job data sources, data collection instrument design, and choice of data collection method.
• (C) Use of Job Analysis Information: involves putting data into forms such as -Job description, -Job specifications, and -Job standards.

Job Descriptions

• A job descriptions is a written statement that explains the duty, working conditions and other aspects
• Job description also is to list the functions, tasks and accountabilites
• Job description include the job identitfy, and job summary
• Job descriptions identify the author, the work supervisors and the date in which it was prepared

Characteristics of a Good Job Description

• The job description indicates the work scope, nature, and all-important relationships.
• It's clear regarding work, duties, etc and specific words used to describe the kind of work, work complexity, degree of skill, problem standardization, and worker responsibility levels.

Content of Job Description

• Nature of product or services being sold
• Types of customer including customer policy
• Tasks and specified responsibilities
• Relationship between sales and other employee roles
• Mental and physical challenges including sales training
• The responsibilities to immediate supervisors.

Job Specifications

• Job specifications is a written report of the required qualifications
• Job specifications in created with cooperation and personnel
• Job specifications explans factors for the job demand with human skills
• Tell the type of person they are trying to recruit
• To serves as a guide for hiring to job evalution
• Job specifications are required for human description to perform in the job

Job Description vs. Job Specification

• Differentiation by perspective. Job description identifies definition of the job itself with job profiling.Job Specification explains what is required to do the job and the human demands

Selecting Applicants

• Selection is the process of choosing some from the attracted.
• The business is towards moving the job into the employee as selection goes. There is a lot of factors included such as candidates selections to reach certain requirements
• Quailified to unqulaified reach certian applicants eliminate steps along the way.
• Selectors provide information towards an applicant .

Characteristics of Selection

• Decision to drop applicants screening and process.
• Selection with hiring comes to finality at the end
• Compnay implements the strategic designs and implement information needed
• Selection goal with the job to find success and failure probabilities

Need and Importance of Sales People

• With hiring a sound people, there are benefits and advantages to help the work force in the long way
• Management for sale forces is to help the work force to move the business
• The organization can focus on a turnover rate effective within the process

Selection Process

• Pre inverview with screening and applications to help unqualififed employee and save time.
• Preliminary interview screens the potential employee to see that they can proceed next process
• Evalution to look for an acceptable employee
• Next process is medical exam to check in on ones health
• Contact the refernces to further get feedback for that certain person.
• Induction can give new entrants with a helpful way to proceed forward.
• Job Offer has been given to the clear person with the unexperienced stages.

Training

• Training is systematical changing of behaviour by educations, instructions and planning.
• Company provides skills, knowledge in the selling environment
• Training is the act of increasing someoe knwoledge and skill in a certain job
• Definte puropse of process that is used by employees to learn

Training Vs. Development

• Training focuses on improving performance while deevlopment has the aim to create personality developmen. It comes to operations in which development focuses on exceutives with management
• Service requirements in where growth happens with both organizational and individual.
• Learning that is directed with more career growth in which performance is more

Content of Training

• Training programmes are not the same for all jobs. Training comes to product data sales techniques market techniques and company information

Product Data

• Highly knowledge of technical aspects that required more
• Products usage and information that customers needs
• Heritable products and historical development current range of processes

Sales Technique

• Attractive personalities that a product needs to sell well
• Selling basic needs to better new personnel to reach product sales

Markets

• Understand the need to for customers, their location
• Their financial information and product interests
• Continuously changing in markets

Company Information

• The company's role in management style for industry
• boost employee morales for information for sale personal about procedures for opportunity and advancement retirement
• Company goals, organization policies and struture/management practices/reporting