2015

Management of Sales Force Chapter ( 6 )

Prepared By Omar Kotta

01116911852

Management of sales force

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Chapter 6 Step 3: Selecting Applicants Steps of selection process:

Selection: It refers to choosing and selecting the highly qualified candidates from recruits to fill the sales jobs.

Different selection tools: 1. Application blanks ( or personal –history record ) 2. Personal interviews 3. Psychological testing 4. References and other outside sources 5. Assessment centers

(Note that) The sequence of using these tools differs from business firm to another according to the philosophy of the company, some companies prefer starting initial screening through application blanks or whatever CV’s.

1. Application blanks: Initial screening: It’s used to eliminate undesirable recruits quickly & cheaply.

Companies use these blanks as a way to gather information about candidates.

This information includes (mental & physical characteristics, experience, education and skills) which fit for the jobs. (Bst5dm el application 3asahn a3ml filtration le applicants ely bt2dem be2dem huge number aked msh ha3rf a3ml kol interviews de w htkon more costly lel shrka w efforts 3lia, tb3n enta btts2l 3n past experience bt3tk, major bt3k, el personal information w some questions, zai expected salary w el skn w kda)

2. Personal interviews: (according to Dr shrakawy)

It is considered as a direct contact or meeting between two parties, one of them is interviewer which represents the company side, and the second one is interviewee which is the applicants.

The main purposes of personal interviews is: a) To determine the person’s fitness to the job. b) To find out their tone of voice, social intelligence and their conversational abilities c) To make sure that the information in the interview is valid and right d) To discover the applicant’s behavior and evaluate it

Disadvantages of interviews: a. It depends on the behavior of one person who is the interviewer. b. The interviewer reaction may affect the performance of interviewee during the

meeting. c. The interviewer may be subjective rather than objective evaluation.

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(el interview hya meeting benk enta w interviewer 3ashan y7dd m3k enta tst72 tsht8l el sho9lna de wala la , w tb3n de btkon yama HR aw el manger ely be3od m3k , tyb aked leh purposes brdo , betked enk enta el sh5s el monseb wala la kol interview bekon leh criteria mo3yna bedwr 3leha , akes wa7d hesht9l sales , hashof ely be3rf ytklm w be3rf y- handling el nas w beqn3 brdo 3ashan yshtro , w aked el interviewer be3rf y3ml evaluation 3lek w yshof ely na2s 3ndk w kda , tyb a Disadvantages interviewer bes2l w enta btrod bs fe bekon mn n7ya wa7da , el reaction bt3 ely be3ml interview adek wesh aw abtsm be2sr 3la nfsytk fe bekon mn atgah wa7ed)

Improving the validity of interview: a) Provide some degree of structure (guidelines, probing questions)

b) Allow adequate time

c) Establish standardized rating forms for all interviews (lazem el evaluation form tkon mtzbta 3ala questions ely btts2el)

d) Provide interviewers with proper training programs (lazm el interviewers y5do trainings ktera w effective 3asahan da qarar be5doh fe lazm ykon qualified)

Different types of interviews:

A) Guided interviews: the procedure in a guided interview is standardized. All interviewers for a firm use the same guide sheet containing of questions.

- The interviewer can compare and rate the candidates.

- Many sales executives engaged in selection activities know the qualifications for the

job but they do not know what questions to ask to tell them whether the applicant

possess these characteristics

- Some people criticize this type of interview as being inflexible but trained

interviewers can use their judgment and make slide modification without detracting

from the value of guided interview.

(kol ely be3ml interviews bets2lo nas el as2la , zai introduce yourself, t3rf a 3n kaza ,

a 5bratk , b3ly el pen be $ 10000 and so on , btkon sahla 3la interviewers enohm

ymezo be nas w y5tro asr3 , kant el moshkla ely hena eno b3d el nas msh shyfha

inflexible bnsba le nas unqualified interviewers w mangers msh 3ndha 5bra awe

bt5osh ts2l 3ala tol el as2la el mawgoda)

B) Non-direct interview: The situation in which the interviewer asks few questions to get more information about the candidates in an indirect way by giving the candidate the chance to speak freely.

- The interviewer does very little talking The major problem is that much time may be wasted unearthing little information and irrelevant to evaluate

C) Interview focus: A type of personal interview in which putting the candidate in the selling situation to evaluate their behavior while selling the product (role playing)

- It is used to measure and test the behavior of candidates in a job situation whatever they had experience or not.

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Interview focus includes three types of interviews

1) Situation based interview: Focuses on past behavior (bas2lo 3la 7aga zaman 3amlha 3ashn mn 5alalha ha3r atsrf feha azai w abtdy ashof el behavior bt3o kan 3aml azai msln tell me situation you were a leader? or atstfrt azai ama 2bltk mashkel m3 el 3mel aw mkontsh btbe3 w tgeb el target?)

2) Behavior based interview: Focuses on future/intended behavior. (zai ama bnts2l msln fe interviews 2om now a3ml presentation now 3n kaza ! hashofo hetsrf azai w 3ala asaso msln heshof el presentation skills bt3tk 3ayza improvement enta top feha , aw msln he3sbk w yshof azai enta htt3eml !)

3) Performance based interview: Focuses on present behavior. (zai msln kda ama y2olk sell this phone at $10000 , howa el 8ard heshof azai htqn3 el 3mel be product bt3k w azai httsrf)

D) Stress interview: It is one in which the interviewer places the applicant under stress

Ex. The applicant may be handed on object such as a pen or a notebook and asked to sell it to the interviewer. In some stress interviews, the interviewer may be intentionally rude, aggressive in questioning just to see how the candidate will react. These techniques give the interviewer some ideas of how the candidate will behave the stress encountered in the sales job. (hya el fakra eno fe b3d el 2wat fe interviews lazm y7otk t7t da8t tb3n de fe sales 3ala 7sb kol sho8lna fe howa hena be2kon qased eno y3sbk aw y2ol kalm yd2k, enta asln htt3mel m3 customers w types of customers kter gdn , fe heshofk enta htt3eml azai w 3aala asaso heshof enta tnf3 wala la, enta htkon image lel shrka !)

3. Psychological testing: It includes everything from intelligence to interests and personality tests

It is used to assess the behavior of sales reps

It’s made for all sales reps for all sales situations.

Its problems:

The applicants can fake the answer on some tests

it may eliminate creative & talented people, and it usually generates average type of employees

4. References and other outside sources: The company in which a recruits is applying for may get more information about

candidates and help from: 1) Reference from outside companies who provide such info 2) Company solicit information on its own credit and insurance reports

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(Tayeb. El fekra hena en el company betdawar wara el applicant beta3ha abl mate3mello

hiring.

Zay maykoon wa7ed met2addem le 3aroosa w ahlaha beyes2lo 3alaih. :D

Nafs el fekra hena, el company betshoof el applicant beta3ha kan 3amel ezay. el school

performance, dealings with the bank (in case of loans w keda), momken kaman how his

performance was in previous jobs, and so on.)

5. Assessment centers: (7aga kda shabh sho9l t7t el tdreb ng7t ha5dk) It is another tool of hiring candidates through selection process.

Candidates are given simulated exercises that they must perform as if they were in a real organization

Such exercises may involve business games, case analysis, role playing, individual presentations.

Sometimes it takes three days to observe the performance

Job offer decision: After finishing the selection process the company must decide whether to make job offer & this involves reviewing everything related to the applicant

(Qualifications, their potential, hopes and ambitious of each applicant, rewards and opportunities by the company).

(hena btf2 3ala el offer w abd2 awd7 kol 7aga ht2dmha el shrka fe contract )

Step 4: Hiring phase:

If the decision is to hire a certain person, the next step is to make a formal offer and persuade the person to accept it.

The most important part of the offer is the compensation that the salesperson will be paid. The offer also should include other benefits like insurance, retirement contribution, vacations pay, profit sharing, a company car.

Step 5: Socialization and Assimilation:

Socialization is the process through which the new recruits take on the values and attitudes of the people who are already working for the firm. (a3rfo 3ala shrka w el nas w a value bt3t el mkan w system w a5leh ye socialize m3 el nas 3ashan y3rf yt3eml m3hom b3d kda, how now wa7ed mnhom: D )

Assimilation begins when the recruits accept his new position, as they must learn how to perform the tasks associated with their jobs and they should become familiar with employees in various work groups with whom they must interact. (b3rfo hena b2a treqt el sho8l w ageb wa7ed old employee aw senior msln y3od m3ha y3rfo el donia btmshy azai w men el mangers w azai htwsl le kol 7aaga fe el shrka w kda , be7s eno yb2a fehm el donia mashya azai )

End of the chapter ( so9er bs y7eer ) :D

خلي السعي عاده