Stage 2: Action Recruitment & Selection Process
Stage 2: Action Recruitment
The Search for Candidates
The search for candidates, receipt of tenders, and the selection process are crucial. Candidate sourcing involves utilizing various recruitment sources to identify and locate potential candidates.
Internal Recruitment
Prioritizing internal recruitment, when feasible, allows for the utilization of existing human potential within the company. However, due to specific labor market characteristics, this approach may not always be achievable.
Job Advertisement Essentials
A comprehensive job advertisement should include the following information:
- Company Name
- Company Address
- Company Activity
- Job Title
- Salary or Salary Range
- Job Location
- Duties and Responsibilities
- Experience (if deemed necessary)
Selection Procedure
D staff selection is a necessary tool in any business organization and business. The features to consider d prospective vendors must be related to the business reality d d Company, having considered the need to hire salespeople d very aggressive and personal empathy. The selection process can be performed d d 3 ways: “Through a company d d selection. -Making in the company throughout the process except the psycho tests. -Make the company anything, even the psycho tests. The instruments commonly used in the selection d k kedan offers include:-Tests: k tests are intended to measure expertise as d k rekiero the seller k is needed. Psycho-Test: measure the skills d candidates to perform certain tasks d. -Exams handwriting: it consists in analyzing, using rules, a text written by the candidate. -Rated dramas: they are exercises simulating d d sales pose very specific problems k and k d the candidate should try to resolve before a highly qualified group d. -Interview: intended to check, coordinate and complete all information previously detected. Once gathered and analyzed all the information gathered is passed to the interview d selection.
Interview d selection
Some recommendations k d are the selectors for the final decision are:-Focusing on the most k exos tested on momentary impressions and remain impartial. D-The best indications are the future action k was taken in the past: d has a report with results previously analyzed d candidates. He used strictly professional criteria, ruling family cronyism and poorly trained for the profile request. “No selection should be based on the experience of the candidate, nor let k march over pay. “We must not kitarle a vendor competition and k k is likely when the desired training adkiera quit. “There k kien decide the first, second and third choice k and the second and third choices are a reserve in case the first option dk reject the offer. “The decision is communicated in writing k and specifying a date of acceptance or rejection. “There k communicated in writing to the unsuccessful candidates thanking them.
Types d training
D formation rates refer to how NSENADA seller, and may include the following two
Training Field: At this rate d training is put into practice what is learned in formal training, distinguishing between new and veteran vendors.For new vendors, learning about the field is to implement procedures dl following type: “Check to see customers with the head d sales. Sell-out but the new vendor to the monitoring dl d sales chief. Dl-out again, alone and with oversight by the head office d sales. Decrease d-d monitoring a progressive maturity based adkirida d dl new vendor. Regarding the veteran sales, training translates into improved d, d retraining or updating knowledge. D Content of training, in this case, they focused on specific issues and learning d dl following type: “Variations on the products in the market and the organization itself. -Changes in share d d sales target to achieve. Training on promotion d positions, and so on. After d know the needs and types d dl training vendor, there are k d transmission method to analyze the formation k d best meets the needs explicit. The most prominent are: “Role playing: based on simulating the sale and it is important to disinhibit individuals. “Roundtables: provide knowledge participants enter and have the advantages d group work. -Withdrawals: is to bring together a group d people for a few days for training purposes in a lonely place k inspire relaxation. Dl-case method: it is d then raise solve cases. -Multimedia Lessons: new technologies open up a wide range d possibilities in quality, time and cost. Companies are obliged to offer its sales network instrument d k d allows a better knowledge itself, the Environments and the product. This instrument is the seller dl manual, paper k d should allow the sales force. The handbook aims to provide a seller dl k help guide the seller to achieve greater efficiency and positive results in their work, it must appear all the rules, suggestions and issues for developing marketing d d satisfying the daily work dl seller. Each manual has to be adapted to the characteristics and dl dl product to the market and is aimed primarily k has d on the following themes: “Objectives and d the company philosophy. -Product, market and competition. D-bank customers. D-selling points and its control. D-sales management and techniques. Motivational elements dl-seller. D-training programs. -K legislation applies.