Salesperson selection and training

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1. IABM, BIKANER Salesperson Recruitment, Selection and Training (Sales Force Management) Surjeet Singh Dhaka PhD Scholar 1

2. IABM, BIKANER Learning Objectives 2

3. IABM, BIKANER Introduction 3 Salesperson: An individual acting for a company by performing one or more of the following activities: prospecting, communicating, servicing, and information gathering . Salespersons have many names: Agents Sales Engineers Sales consultants District Managers Sales Representatives Marketing Representatives Account Executives Account Development Representatives Contd…

4. Traits of Successful Salespeople IABM, BIKANER Enthusiasm Patience Initiative Self-Confidence Job Commitment Customer Orientation Independent Self-Motivated Excellent Listeners Friendly Persistent Attentive Honest Internally Motivated Relationship Oriented Disciplined Hardworking Team Players Contd… 4

5. Sales Force Management The analysis, planning, implementation, and control of sales force activities. It includes setting and designing sales force strategy; and recruiting, selecting, training, supervising, compensating, and evaluating the firm’s salespeople. IABM, BIKANER Contd… 5

6. Recruitment IABM, BIKANER Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist .Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy. Sources of Recruitment: Internal Recruitment Promotion Departmental Exam Transfer Retirement Internal Advertisement Employee Recommendation External Recruitment Management Consultant Employment Agencies Campus Recruitment News Paper Advt Internal Advt Walk In Contd… 6

7. Selection DALE YODER “Selection is a process in which candidates for employment are divided into two classes, those who are to be offered employment and those who are not .” V.S.P.RAO “Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization.” IABM, BIKANER Contd… 7

8. Qualified sales people are scarce. Good selection improve sales force performance. Promotes cost savings. Eases other manager tasks. IABM, BIKANER Importance 8

9. The Selection process Kujnish (2006) describes a typical selection process which is explained by the following diagram :- IABM, BIKANER Requirement Application form Testing Reference checks Physical examination Employment offer Interview 9

10. IABM, BIKANER Selection tools Selection 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 blanks Personal interviews Psychological tests References and credit reports Assessment tests 10

11. IABM, BIKANER Process RECEIPT AND SCRUTINY OF APPLICATIONS - A receptionist in the personnel department gives information about new openings to the visitors, and receives their applications. The scrutiny of applications is essential to take out those applications which don’t fulfill the requirements of post. 11

12. IABM, BIKANER BLANK APPLICATION FORM -This is a way of getting written information about candidate’s particulars in his own handwriting. INFORMATION COLLECTED IS- bio-data, educational qualifications, work experience, curricular activities, references and salary demanded. 12

13. IABM, BIKANER TESTS - It is the most controversial step. Some people are of the view that tests do not serve any purpose and do not improve selection process. TYPES OF TESTS- Proficiency tests Aptitude tests 13

14. IABM, BIKANER PROFICIENCY TESTS TYPES - Achievement tests- These tests measure the skill or training which the applicant possesses at the time of testing Dexterity tests -These tests are designed to find out how efficiently and swiftly an applicant uses his hands, fingers, eyes and other body parts. 14

15. IABM, BIKANER APTITUDE TESTS/PSYCOLOGICAL TESTS -Such tests measure the skill and ability which a person may develop later on. TYPES- Intelligence tests Personality tests Movement tests Interest tests 15

16. IABM, BIKANER INTELLIGENCE TESTS- Such tests measure the overall intellectual activity or intelligence quotient of the applicants. PERSONALITY TESTS -Are designed to know about the non-intellectual aspect of the candidate. MOVEMENT TESTS -Measure the speed and precision of movement in an applicant. 16

17. IABM, BIKANER INTEREST TESTS- Are aimed to find out the type of work in which an applicant is interested. OTHER TESTS- Trade tests On the job tests Physical tests Written tests 17

18. IABM, BIKANER Psychological testing Mental intelligence tests Aptitude tests Interest tests Personality tests Selecting and developing tests 18

19. IABM, BIKANER References and other outside sources Background check Legal considerations Assessment tests Ranking the recruits Communication with applicants extending the offer 19

20. IABM, BIKANER INTERVIEW SCOTT- “An interview is a purposeful exchange of ideas, the answering of questions, and communication between two or more persons.” 20

21. IABM, BIKANER OBJECTIVES OF INTERVIEW Judgment of applicant Promote goodwill. Give information to the applicant 21

22. IABM, BIKANER TYPES OF INTERVIEW PRELIMINARY INTERVIEW CORE INTERVIEW DECISION MAKING INTERVIEW 22

23. IABM, BIKANER PRELIMINARY INTERVIEW It is the first contact of the candidate with the company officials. The information supplied by the applicant is verified and he comes to know of the company in detail. TYPES- Informal interview Unstructured interview 23

24. IABM, BIKANER Informal interview –This interview is held to secure non job related information.The rejection rate at this stage is very high. Unstructured interview - In this interview the candidate is given the freedom to tell about his knowledge on various items areas,education,background and interest. 24

25. IABM, BIKANER CORE INTERVIEW Background information interview- The background information is collected about the candidate and information supplied about educational qualifications,place of domicile,health is checked up from the documents available. 25

26. IABM, BIKANER JOB AND PROBING INTERVIEW -This interview is intended to test candidate’s job knowledge,methods of doing the job,problem areas,and ways of handling them. STRESS INTERVIEW -The purpose of such an interview is to see whether a candidate keeps his cool under stress situations. 26

27. IABM, BIKANER GROUP DISCUSSION INTERVIEW PATTERNED OR STRUCTURED INTERVIEW - The interview is systematically planned in advance and the type of information to be asked,details to be inquired ,information to be given are all planned properly 27

28. IABM, BIKANER PANEL INTERVIEW -In this interview the candidate is interviewed by a panel of selectors. DEPTH INTERVIEW -This interview is conducted by specialists in the field. 28

29. IABM, BIKANER DECISION MAKING INTERVIEW - A final decision about the selection or rejection of the candidate is taken at this level. Interviewer should try to get full information about the candidate’s skill ,knowledge,aptitude,attitude, personality traits. 29

30. IABM, BIKANER PRELIMINARY AND FINAL SELECTION Since the persons employed are to work under line officers, the candidates are referred to them.line officers will finally decide about the work to be assigned to them. 30

31. IABM, BIKANER PHYSICAL EXAMINATION After the final selection candidates are required to appear for medical examination.For civil services and military jobs ,the candidates are appointed only when they clear the medical test. 31

32. IABM, BIKANER PLACEMENT AND ORIENTATION The selected candidate should be given copies of rules,regulations,procedures followed in the company.He should be introduced to his immediate superior and to his immediate subordinate. Proper orientation of an employee will help him to adjust easily in the new environment of the organisation. 32

33. Sales Training Let us understand the typical sales training process as explained by Ingram (2009):- IABM, BIKANER Asses Sales Training Needs Set Training Objectives Evaluate Training Alternatives Perform Sales Training Conduct Follow up and Evaluation Design Sales Training Program 33

34. IABM, BIKANER The 1st step sales training need assessment deals with identifying the necessary skills, attitudes , perceptions and behaviours of the sales representatives. The 2nd step deals with setting up the training objectives i.e. the necessary measurable outcome of the training program. The 3rd step deals with identifying various alternatives to conduct the training . The 4th step deals with the design part of the training program which involves identifying the training program The 5th step performing the sales training is the actual implementation of the sales training program which deals with the way how the training is conducted and the methodologies adopted . Once the entire training process is completed, follow-up and evaluation dealing with analysing the quality of training. 34

35. Objectives of training and development Imparting Attitude Skills Notifying organization policies Bestowing organization culture and values Understanding the goals and objectives Developing the team working skills Developing the product/ service knowledge IABM, BIKANER 35