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Recruitment, Selection and Training of Sales Personnel Recruitment, Selection and Training of Sales Personnel
RecruitmentRecruitment
Importance of good Recruitment/Selection Program
Importance of good Recruitment/Selection Program
• Qualified Sales people are scarce
• Good selection improves sales force performance
• Good selection promotes cost savings
• Good selection eases other managerial tasks
• Sales managers are no better than their sales force
“Eagles don’t flock. You have to find them one at a time”
-- Ross Perot--
Sales Force Selection and Strategic Planning
Sales Force Selection and Strategic Planning
• Sales force most directly involved in strategic plans of the company
• Therefore selection process should be consistent with the Strategic plans
• Selection process should be strategically integrated with all aspects of “Sales Force Management”
Sales force Staffing ProcessSales force Staffing Process
• Planning• Recruiting• Selecting• Hiring• Assimilation
Sales force Staffing ProcessSales force Staffing Process
• Planning
Sales force Staffing ProcessSales force Staffing Process
• Planning– Establishing
Responsibility for Recruiting
• HR dept. usually does the initial screening and
• The Sales Manager does the Final hiring decision
Sales force Staffing ProcessSales force Staffing Process
• Planning– Establishing
Responsibility for Recruiting
– Determine the number of people needed
• Based on analysis of past experience and future expectations
• Also review for any change in Marketing Plan to be made in future
Sales force Staffing ProcessSales force Staffing Process
• Planning– Establishing
Responsibility for Recruiting
– Determine the number of people needed
– Conduct Job Analysis
• Analysis should clearly identify specific tasks
• Identify which activities are critical for job success
• Sometimes an outside specialist is hired
Sales force Staffing ProcessSales force Staffing Process
• Planning– Establishing
Responsibility for Recruiting
– Determine the number of people needed
– Conduct Job Analysis– Prepare Job Description
• Put the Job Description in writing
• Uses– Develop tests and selection
tools
– Turnover can be reduced
– Foundation for sales Training Program
– Developing Compensation Plans
– For Periodic Evaluation
Sales force Staffing ProcessSales force Staffing Process
• Planning– Establishing
Responsibility for Recruiting
– Determine the number of people needed
– Conduct Job Analysis– Prepare Job Description– Determine Hiring
Qualifications
• Most difficult part of Selection
• A few generally accepted Characteristics– Mental Capacities
– Physical Characteristics
– Experience
– Education
– Personality traits
– Skills
– Socio-environmental factors
Sales force Staffing ProcessSales force Staffing Process
• Planning• Recruiting
Sales force Staffing ProcessSales force Staffing Process
• Planning• Recruiting
– Identify Sources– Select Sources– Contact the Recruits
Sales force Staffing ProcessSales force Staffing Process
• Planning• Recruiting
– Identify Sources– Select Sources– Contact the Recruits
• Sources– Referrals
• Current Employees
• Other companies (Competitors, Customers, Non Competitors)
– Internet– Educational Institutes– Advertisements– Agencies– Part Time worker
Sales force Staffing ProcessSales force Staffing Process
• Planning• Recruiting• Selecting• Hiring• Assimilation
SelectionSelection
Selections of Sales PersonalsSelections of Sales Personals
The worst mistake a manager can make is to make a bad hire
---Anonymous---
Phases InvolvedPhases Involved
• Developing a system of tools and procedures for matching the applicants with the predetermined requirements
• Using the system to select the salespeople
• Selection Tools
• Hiring
• Assimilating Tests
Selection ToolsSelection Tools
• Application blanks• Personal interviews• Psychological tests• References and credit
reports• Assessments tests
Thoughts…Thoughts…
Selections tools and procedures are only aids to sound executive judgment and not substitutes for it. They can eliminate obviously unqualified candidates and generally help recruiters spot extremely capable individuals
Application BlanksApplication Blanks
• Application blanks
Application BlanksApplication Blanks
• Application blanks – It is also known as personal-history record
– Information Asked for on Application Blanks
• Intended use of the information by the company
• Personal information
• Physical characteristics, experience, and socio-environmental factors
Application BlanksApplication Blanks
• Application blanks • Experience involves– Educational Background
– Work Experience
• It involves questions on– Offices held in
organisations
– Hobbies and other outside interests
• It reveals something about his or her interests, capabilities, and personality
Personal interviewsPersonal interviews
• Application blanks• Personal interviews
Personal interviewsPersonal interviews
• Application blanks• Personal interviews
• It determines– Conversational ability,
speaking voice, and social intelligence
– Certain personality traits
• Aimed at learning 4 major points– Is this person capable of
excelling at this job?– How badly does this person
want the job?– Will the job help this person
realize his or her goals?– Will this person work to his
or her fullest ability?
Personal interviewsPersonal interviews
• Application blanks• Personal interviews
• Improving validity of the interviews– Thorough review of the
applicant’s resume or application before proceeding further in the selection process
– More than one interview at different place with different interviewer
– Standardized ratings to be used
– Training of interviewers
Personal interviewsPersonal interviews
• Application blanks• Personal interviews
• Interview Structure– Guided interviews– Nondirected interviews
• Interview Focus– Behavior-Based
interviews– Performance-Based
Interviews– Stress Interviews
Questions forTraditional Vs Behavior-Based
Questions forTraditional Vs Behavior-Based
•Do you get along with people?
•What qualities do you think are important for success in this job?
•What is your biggest weakness?
•Tell me about any incident in your last job that caused conflict with a customer. What did you do to work it out?
•Give me a specific example of a job situation in which you had to use your problem-solving abilities
•Tell me about your greatest failure
Timing and Method of the InterviewTiming and Method of the Interview
• Application blanks• Personal interviews
• During Initial Screening– Interviewer should disclose
a brief job description– Ask few questions
concerning the minimum requirements of the candidates
– Through telephonic interview, face-to-face interview (Lasts for 15-20 min), videconferencing interview
• At later stages– More time is spent with the
candidates to know them well
Psychological testingPsychological testing
• Application blanks• Personal interviews• Psychological tests
Psychological testingPsychological testing
• Application blanks• Personal interviews• Psychological tests
• Legal aspects of testing• A framework of testing
– Selecting and developing tests
• Problems in testing
Psychological testingPsychological testing
• Application blanks• Personal interviews• Psychological tests
• Mental Intelligence Tests• Aptitude Tests• Interest Tests• Personality Tests• Selecting and developing
tests
References and other outside sources
References and other outside sources
• Application blanks• Personal interviews• Psychological tests• References and credit
reports
References and other outside sources
References and other outside sources
• Application blanks• Personal interviews• Psychological tests• References and credit
reports
• References– Legal considerations
• Background check• References
– Legal considerations
• Background check
Job offer decisionJob offer decision
• Application blanks• Personal interviews• Psychological tests• References and credit
reports• Assessments tests
Job offer decisionJob offer decision
• Application blanks• Personal interviews• Psychological tests• References and credit
reports• Assessments tests
• Ranking the recruits• Communication with
applicants• Extending the offer
– What will be included
– How will offer be extended
Socialization and assimilationSocialization and assimilation
• Pre entry socialization• Assimilation of new hires• Relationships• Mentoring new employees• Meeting social and psychological needs
TrainingTraining
Phases in sales training programPhases in sales training program
Training Assessment
Program Design
Reinforcement
Evaluation
Phases in sales training programPhases in sales training program
Training Assessment Establish program objectives• Increased sales productivity• Lower turnover• Higher morale• Improved communication• Improved customer
relationship• Improved self- management
Identify who should be trained• Experienced reps • Customers • Sales managers
Top 20%
Middle 60%
Lowest 20%
Highest return on dollarsInvested in training
Sales person performance
Phases in sales training programPhases in sales training program
Training Assessment Identify training needs and specific goals
• Standardization and customization
• Sources of information - managerial judgment, sales
volume, no of calls, selling expenses and customer complaints
- difficulty analysis
How much training is needed ? - depends on the training
objectives
Phases in sales training programPhases in sales training program
Training Assessment
Program Design
Who should do the training ? - line personnel, staff trainers, outside
training specialists
When should the training take place? - placed in the field after trained - placed in the field before training
Where should training be done?• Decentralized training - field sales office instruction, use of
senior people, on the job training, sales seminars, self-guided assignments
• Centralized training - organized schools , periodic sales
meetings
Phases in sales training programPhases in sales training program
Training Assessment Program Design
Content of training• Attitude towards selling and
training• Knowledge of the company• Product knowledge and
application• Knowledge of competitive
products• Knowledge of customers• Knowledge of business
principles• Selling skills• Relationship- building skills• Team – selling skills• Team- management skills• Computer- assisted skills• Legal constraints on selling
Teaching methods for Presenting in sales training
Web-based training
Mentoring
Audiocassettes Role- playing On-the -job
LecturesDiscussion • cases•Round table •Panels
Demonstrations
Presentation techniques in sales training programsPresentation techniques in sales training programs
Phases in sales training programPhases in sales training program
Training Assessment
Program Design
Reinforcement
• Xerox – sales people retained only 13% of information learned in training after 30 days.
Phases in sales training programPhases in sales training program
Training Assessment
Program Design
Reinforcement
Evaluation
• Reactions
- participants complete questionnaires, recording verbal comments
• Learning
- before and after tests
• Behavior
• Results
Recruitment, Selection and Training of Sales Personnel Recruitment, Selection and Training of Sales Personnel
Thanks….Thanks….