sl sales force Tr the « Compensating the sales force ‘» Motivating the sales force g the sales force # Controlli Js fore management ae discussed in this chap next chapters ‘MENT OF SALES FORCE, umber of sales personnel required in ¢ Aes dcing teapots Ma a aa keeping in view the available $< Jencare identified and efforts are made tomas "| decided. For ths soe ee ocess of searching out suitable salesmenand gpa ty toapply for job, Rear vis ofthe organisation. Recruitment is positive approadh a Fe ene vac are attracted from different possible sources of petces of filing the present and future salesmen Feq According to Flippo, “Recruitment is the process of Se them to apply for jobs in the organisatio : According to Vietor P. Buell, “Recruitment is the positions 1. CHARACTERISTICS OF RECRUITMENT (1) _ Itis the process of searching for prospe (2) Itisapositive process which stimulates the @) (4) aii jiscussed in the tig, Its a continuous process 6) (6) _ Itis the process of fulfilment of present and ROCESS OF RECRUITMENT OF SALESMEN _ Recruitment process of salesmen involves tht (1) Determining nature of required salesmt (2) Determining size of sales force, and (3) Determining sources of recruitment, 2.1 DETERMINING NATURE OF REQUIRED In the first stage of recruitment process tis the organisation. In recruitment process, itis d knowledge of persons who are tobe attracted to the basis of job requirements. In this stage, i mental and social qualities are required fort of job analysis, job description and job:ment: Recrutment and Selection of Salgg ane Porsonne| “ f nd Job Description: Jot alysis and analy, ppectives duties andl responsibilities ype 10 deta of job analysis is the written job description ory tie iobrexnenty Oa gy : ap nat cd ee ay xjyom sales personnel should wh Mf Felted te that wowidescribes standards against whi tte done yt see sr includes the following: Performance wij ™ Histo be dort ee ctives, ditties a mining job objectives, Juties and responsibilities of job, ing knowledge required tc Ge age that the lament ae reg 2 he ca . pening lationship of one job with the She jay Activites eflectivety, pefining working conditions of the job, " i paermining expected salary, commission, allg pexribing standards of performance of job: willbe evaluated, and Designing promotion policy and oppor A ification: In job specification pte the types of skills and abilities wn generally includes the following i {Physical Features: Physical appearance, health, weight, eye-sight, etc i Mental Quali Alertness, memory, imag senen, creativity, patience, maturity, ete, WW Secial Qualities: Politeness, helpful, " Moral Qualities: | oyalty, character, integt "Communication Skills: Fluency in speech, eff “Shaguage along with Hindi and English, etc afi ttpetience; On the basis of job speci “sto apply for jobs in the organisation. icy, MG SIZE OF SALES FORCE anne the, job and n this step, it is Scalar determining the ae ra Usually, size of sales force is! © ed level of sales, . W) y, St average sales for each abet of customers Umber of fg, as calls an ng approaches140 Seles Method: In this method, size of sales force is determing = ore i: In eisent average Sales for a salesman anata expected sales o ion, present ining sales oree size: lesmen. Followiny salesmen. Following Set P rmula is used M4 fSalesmen = ' Required Number of he organisation ed sales of Ul re, S = estimated sal = alesman present average sales of a of salesmen T = turnover rate For example, ifa company is expecting sales level of say € 5 crore salesman is & 5 lakh and sales are rateis 10 percent. Then, required, ated by using the following fos ee Required Number of Salesmen = 99 999. = 100[1 + 0.10) = 100[ 1.10] = If, say present number of salesmen within the org recruited will be: Number of salesmen to be recruited [1+10% = Required number of salesmen —~ P So, in this example, company should (2) Sales Call Method: In this metho estimating the number of customers of the or, of customer, average number of sales call a salesman method, the number of salesmen required is de required’ with ‘average number of sales calls a sa steps: ef (i) Determine number of customers. (ii) Determine required number of sales customer. Multiply number of customers with: number of calls required. (iv) Determine the average number of sal (v) Compute sales force requirement ‘average number of sales calls a sale For example, a company has 5,000 cu: [one call per month] in a year for each 5,000 x 12 = 60,000 sales calls in a year, Noy working days ofa salesman as 250 in a year (J can make 250 x 10 = 2,500 calls in a year, salesmen. If company’s present sales fo salespersons. a (iii)Tuitment can be grouped in foll ithin the organisation rom outside the organisation yy INTERNAL SOURCES OF RECRUITMENT iting from a within the organisation ee 5 either by promotion or by esponshilities, fais, satus and pay. t promotes ealby {ers to shifting the sales personnel from one job to other or fromone ces almost same level of responsibilty and status, It creates balance rents of sales organisation as the employees are shifted to those ed ater: (8) EXTERNAL SOURCES OF RECRUITMENT le 10 recruit sales personnel from widin the organiesions Exises) pos = possible ter lng extemal soares of ecuiuneae seam sae jour employment an ph desired qualification, re ig re must be placed in sch re aive, informative and lar sures of i aavensement Tie we jicants. It shoul (2) Educational Institutions: Seer eee een roche. adents Bpportunities for recruiting their g their sales force ; Sable in the inst 6 Bo-data of the students availabl vse place he prospective employers 8 aher compestive and non competitive These people have quire minimum initial Feuirements sea Sates force OF SN ‘recruit (8) Sales Force of of nee sales PET fmpanies can be consid ‘yo work only a! Bpcrience and knowledg® iting sales personnel are asked to name et Rope have wide socal ice, Both on the Petes can beter undesiand the desired sing ca recommen the nase of sh Fath pene alin eam bling ofthe ongisaion, an ofthe on age ee gee, ls cena origin alfcation and km 3 focal requirements than executives we Pons who are capable Oar = pee) remote territorie ead office ions. higher of m janel:OY 142 “ey (6) Employment Agencies: There are various public and private working in our country. Employment exchanges provide bio-data of POM employment. Employment agencies are link between the companies seq Candidaye, candidates seeking employment. These employment agenciesarealso knong a a (6) Former Employees of Organisation: It refers to employees who haq Picea the company but are out of service for one reason or the othet. The employees a Meg service records can be preferred. These employees have knowled ith good ot of comprar ney ted companies often receive direct app. sales positions. Some applicants apply for the job even ifcompany has not ado Ny nts send their applications so that ifthere is any need in the future ‘toe in the organisation. Companies keep proper record of all such applicants, and gp = recruiting sales personnel. — and consider ext (8) Computer Data-Bank: Companies seeking recruitment; ments on their websites. The persons matching the: me e-mails. Companies keep record of all such (9) Recommendation of Suppliers, De and customers of the company also recommen operating p ind require no initial training, ADVANTAGES OF INTERNAL SOURCES OF 1. They are well acquaiated with the organisation, 2. ‘They need less initial training. 3. Recruitment from internal sou external sources. 4. It boosts the morale of existing creates healthy atmosphere in th Because of past records, sinc easily evaluated. F INTERNAL SOURCES 0 falented and energetic work organisation cannot become Sometimes the qualification of i specification. 3, It may breed biasness and fayouri In brief, disadvantages of internal soure disadvantages of external sources can should use both sources of rect B.S) ion i f deter Selection is the process of specific ob and choosing the applicant ; by whi ih qualified perso" are enent; Recruitment and Selection of Sales Personnel no fea Manage’ -cking employment. Itis a ne for se ‘ative proces Ee : ; ss of em atin ers ave rejected. A well-organised selection proced ployment by which a few sndidate can be made at any of these steps, Se ure involves may steps an . Selec ‘* ca eaving only the best to be taken in the center sation. ‘| of Dale Yoder, “Selection is the proc nine words ‘process in which candidates for employment are divided into ses thos wuho are to be offered employment and those who are not.” ve eqsof Dale S. Beach, “Whereas the goal nthewords ¢ s goal of recruitment is to create large pool o eng rk eee rors hast oti of i plea a rp meet job and organisation requirements. esi of erng a a eee ut jn brief, selection 1s the process of rejecting unfit candidates from the large number of aes provided by recruitment SSS tea mangPLES OF SELECTION OF SALES FORCE dection of a good salesman. isa complex; getobe followed. Although requirements ofd mature of business, nature of products, size © grinaples of selection. These principles are: (1) Effective Communication communication abilities and skills. He oabulary, clear speaking, seriousness) language. Itis better ifhe has knowk export salesman, he should have knowl @) Interest in Selling Job: Only 'pb Selling job is different from office, locate new customers and obtain Gua inerest in selling job. So it should be € (8) Adequate Education: The with degree/diploma in ™ = etc., should be PFS stand sales policies, $4 behaviour and puvade of Similarly, person having come across prospective | (4) Experience?Sales aay \ental set up should be omers, but his ment 3 response on v et ae “ie, Saat tree iman is required to move in different areas and tg So, he must posse Iithis, he should have good social behaviour, “a the prospective tie patience oF temper (7) Social Qus Saal aualities lke he should be polite, respectful, help s, etc. These others, good mann uustome ‘ minds of prospective c Jd possess moral qualities like hone ‘es: Salesman should poss : (8) Moral Qualities: ve integrity, high moral character, Tustworthiness, far legit by a ereorrale by stating wrong facts, by cheating customers, then jn que Cy |fand also for his organisation. He loses not only other customers, who come in contact employer al an has mad creates bad image for hi but also loses same customer austomers. Knowledge: A successful salesman must p toda eee easiiedge hcipe tea presentation ar Ecaring the doubts and queries of prospective customer compare his product features with competitive products. ‘oduct viz, ingredients, technology used, method ofh its manufacturing process, etc. in a more effective mani (10) Age: The selected salesman should neither be persons are usually less energetic, have less aptitude to le tired very soon, and hesitate to discuss their problems persons with very young age are immature, do not have lose their patience if the prospective customer doe: persuasions. It may damage the relation with the prospecti of selection, salesmen between age of 25 to 35 years areusu (11) Regional Sales Force: Salesman should p he is to be appointed, i.e. ifa salesman is to be s should be selected, because such salesman ean’ $pi understand the market conditions, customers? taste such person is better acquainted with geography, plans. Such person can also use local links to obtain (12) Knowledge of Buying Behaviour: That sale the buyers’ behaviour, their feelings, their gest understanding the behaviour of prospective bu buyers’ behaviour, 2. RESPONSIBILITY OF SELECTING SALES! In small organisations, owners of the o: where different functional departments are fo assigned either to sales department or to perso selection boards for selecting employees of all external employment agencies for selecting si discussed below:x; Recruitment and Selection of Sales p, ersonnel sation: In small business units, selection is done lection of “ throug les hrough private lin salesmen is don nt; Some organis on ee _ anisations assign the re terra ftom exiting sate general sales manager selects selemporane — 8 salespersor familiar with selling activities and canbe bility of see PclING salesmen iq, | for salesmen s. General sales daw sales manager an better understand and yaipe an judge the ‘1 Department: Large organisations have separate per arate personnel wire’ person nel der | ment is ell acquainted with reer x : re s 1 with recruitment sour ae : sources and selection is ant ion procedure. ‘This yn in the task of selection of emph ployees. So the organisat a rent, assign the wes Bonnie tk sel esac oe benicar sons Lo personnel Personnel dep artment selects employees not only for sales nts of the organisation. ¥ -s department but also for all jpsdecion Board: Some large organisa ions which have formed selection board, assign’ ng salesmen to sel ees jection board. Different ection board, The selection vo citing applications, holding selechontelsis ical examination, etc. As members of selection es hrough a formal and systemaue procedure, so their sl 5) External Employment Agencies Nowadays many +. work for selecting employees: work for as the names of persons see wants toa fication, number of sales persons required, ts the salespersons from the st of employment ppniation secking sales personnel. LILECTION PROCESS Selecion process may have following S1¢B™ __(l) Receiving Applications The first step ma prospective candidates. The aP} ‘lcam, date of birth, Se, a Bwimum acceptable salary, marital status, refet aot the candidate and helps the interviewer ™ Simple and it must have all sich pointan lal ‘ais of such information, the managemen 1 Selection Tests: After eliminating und ete different types of skills and qualit OE ether abilities ane skills and these skills pratt est, aptitude tests ant jevement vest inttings tui, Performance in the tests are ‘eliminated and usually {ASPetsonnel are selected in these Wate These tet icy, speed of perception, ability 10 eaFn new j wants to Seejeto determine the suitability ofapplican fo she purpose othe juinterview isa very importantstep, ox cetion eT or ree ‘capabilities, speech fluency, content the job FOr aP Pye to know the f apmbers of the selection committee. he intervi conducted roves as We COME TO Ning t the ray atmosphere and the eandigg 2 di rsaality of candles: e avoided. Itis better to ask mt pet Sinverview must hould be avoides ‘Questions ma candidate. 1 ted questions S| ji i cacevo feel avease. UNE dquerewer should also verity the information Supplied he candidates have been is based on Jor-spect re adion form » After al Be ein the ap PTE ared according 1 the selected candi ince of the interview shou be of following types’ : : Interviewer preparesa list of q merit. In this stage also comfortable and free are rejec interview can i (a) Structured Intervie s of job specification. 3 t E ; ©) Vasrracoared ‘or Free Interview: In this method, no list The applicant is encouraged to talk freely. Experts: ividual’s personality in depth. (4) Reference Check: Generally, candidates ars asked in their application forms. The references are contacted to of prospective candidates. The reference should be repute Moreover certificates/degrees are also checked fror onofessional institutes. The experience of candidates « employers. This step also helps to drop unsuitabl employees of doubtful character and conduct. (5) Medical or Physical Examination: Certain j nvolve hardworking conditions, Physical examination these qualities. Those who are physically unfit are employment of those candidates who suffer from examination tests can be with re ENT, eyesight, etc. A person with poor health person, It is important to select salesman possessing: periods, and has to make numerous sales calls. ; oo and Placement: If the candidate be selected, first on probation basis, and if his perfoh he can be finally selected. But if it is felt that his perforr probation period is extended re review or fon future re basi advance. probing ind i reyes aealy selecting a person, he will be ind: explained regarding history, ¢ colleagues, he is told about his ahd a , Such as canteen, ing his work.nent: Reorutment and Selection of Sales Personnel and i 5 SELECTION TESTS. Various tests have been 4 mpective candidates. These tests May 'melligence, aptitude, inter Prospective candidates, The ()) Intelligence Test: It is als148 «also called proficiency test. The aim ofthig ad sl on the basis of which the candidate thisteat authenticity of qualification 30 "MBA Marketing’ , then questiong oy if desired qualification fo" TT ement test. Similarly, ifapplicant has applied gesting a Salesman and Diplofign rade terminology, export procedures, etc., are asked p Jocumentation, foreign questiony nti All chis helps to check the hee of lip ea ; 2 Teisalso khowe a pote ; Orne at i in this at bd ela den Se applcantarceat de es learn new jobs oF skill s measured. Tvis different from: a aac acar teat his existing qualifications are tested, while in the new situations is tested. (6) Situation Test: This test is used to measures is used to observe how the applicant reacts in st salesman to work in different sale areas and for managerial positions are subjected to situa vo study the case, identify the problems and give (7) Attitude Test: Attitude refers to the way of Positive attitude refers to optimistic approach, approach. Different people have dilieyeme al attitude of candidate towards work. It is desit work. A person with positive attitude will noe not place order with the salesman. Such sales (a) Achievement Test the prospective customer for the second time, from that customer. 4.1 PRECAUTIONS IN THE USE OF SELECTION () The selection tests should be (i) Dependence on one test for than one selection test. Experienced and capable ex (iv) ‘The tests should be kept of their leakage, (iii) (*) There should be proper supervision, evaluation, ete, 5. METHODS/TYPES OF INTERVIEW? Interview provides unique opportunil personcality, mental alertness, thinking abi experiences some physical tension at Right at the start, the candi examination but is heine rallad eayore! Recruitment and Selection of Sales Po «very dificult and doubtful whether a right assess ti vernerviewers MUSt try to create a shia here k be made of his nosphere in wi ined about his capabilities. To start the flow of pe Interview can go the 7 beat jon ca or" : ak like ‘I see by your applic: gm 4 with rema 'pplication form that you are workin, con ma our education fron XY inaieute Gergrally awh anaes re following types of itery : 1Lisalso known as patterned interview or standardised interview (rincerview, interviewer prepares alt of beilohs ie Sill a eesn_ The questions are pre-planned and are asked in a presdecded order finvolves me as questions are pre-decided and there are no chances of any nt aspect. There is 10 ambiguity in these questi interviewer is ¢ viheve questions. But this method is a itis di er of questions for all the candidates, he Unstroctured Interview: It is also kno ox, no specific list of nae meaewer asks a few direct questions and applies cary an atmosphere in which the ea ferriewer. Here the purpose is to know ‘edtwmeasure his confidence, Experts are: esting individual + personal inde lar avorded and the pul of n rece co ulk ou Himsel TBE oeals applicant's real personality.150 “| i : The interviewers must be clear abou : b Specificaionvans before starting the interview, them vei description and jo? Speer ties or skills required for doing the job for which | (1) Clarity of Job ee aware of the quali ~ have to recruit a person in the Market Research Dep, inert oe ee should check his research related qualities ike experiense | analysis of d ee ndu jucting interviev orev knowledge 0 methods of ion about Interviewees: Before starting the interview, the imen. hee Cas round of interviewees from their application forms and reg scores. It will help the interviewers to plan the interview, to decide the io language with which the applicant is familiar with. This infor interviewees feel free and they can start the flow of conversation like their previous experience, their education, ete. (8) Planning the Interview: It includes the conducted? ‘Where interview is to be conducted applicants are to be called for interview?’ etc. All interview can be conducted in a planned manner. decided here, viz. structured interview, unstt (4) Qualities of Interviewers: For making i tactful, properly trained, patient listener, the nature of probing information. They sho (i) They should plan the interview. (ii) ‘They should have adequate job knov (iii) They should go through intervis They should allow the applicant to (») They should be unbiased. (vi) (iv) They should avoid unnecessary (vii) They should use thednguage wl (viii) ‘They should record the facts (ix) ‘They should be humble, polite (x) They should be patient and good | (5) Evaluation of Candidates : scores to each interviewee during the in and total score given by different intervie candidates are selected. Generally, traits appearance, sociability, maturity, to self-confidence, communication skills, of interview, all the members of in and they prepare a panel of candidates rec