B3 Group 2 Hiring

8/8/2019 B3 Group 2 Hiring

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HIRING FOR SALESJob analysis, Man power planning, Recruitment

and Selection

Study of the various sources and methods adopted by 11companies in different sectors and analyse the difference

based on the requirements and the job profile

23 Aug 2010


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HIRING FOR SALES


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EXECUTIVE SUMMARY

We at group 2 have analysed the hiring process followed by 11 different companies in various

industries and also in retail stores, each requiring a different skill set and also has different job

responsibilities. They include retail, banking, technology, insurance, newspaper and equipments

(tools). The salient features of these companies hiring process is as follows

ARICENT

The company is a technology and services company that focuses on communications and the clients

include Vodafone and Eriksson. The sales person needs to pitch to clients and hence they are

checked for their technical skills and also presentation skills.

FAB INDIA

The company provides clothing and furnishing with an exclusive taste of India. We had been to the

retail outlet of Fab India and studied the hiring of sales personnel there. The most important skills

they were looking in a sales person was communication skill.

HCL INFOSYSTEMS

The company offers desktops, laptops, servers and system integration solutions. The key sills that

the company looks at in their sales personnel are demonstration skills and technical skills (sales

support).

INDIAN BANK

Indian bank is one of the largest public sector banks in India with over 100 years of domestic banking

and a business of over 150000 crores. They have a separate marketing department but the branch

level sales are managed by the branch manager. We will be looking at both of them separately.

KOUTONS RETAIL INDIA LTD

Koutons is a leading manufacturer and retailer of readymade wear. Their retail model is by

franchisee and their sales person visit the showroom about twice a year. The in-store sales

personnel requirements are managed by the franchisee owner and not influenced by the company.

They look for experienced people and they lay emphasis on communication skills.


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MARUTI SUZUKI

We had been to the Ghaziabad store of Maruti Suzuki and spoke with the personnel there. The

targets are fixed by the company and the major skills looked for in the sales personnel are product

knowledge, competitor knowledge and customer handling sills

MAX NEW YORK LIFE INSURANCE

The company provides insurance solutions for various categories of people that include insurance,

retirement solutions and childrens plan. Later the company trains its sales force. The characteristic

skill mentioned wasgreed. The sales personnel are set very high targets and should meet them.

Also there is a high variable component in the pay package.

NEXT RETAIL INDIA LTD

NEXT is a leading electronics super store and has store throughout the country. They are into

retailing of consumer electronics, home appliances IT and accessories. At the store manager level

they recruit MBA while at the sales personnel level, they recruit school graduates. The requirements

vary significantly.

STANLEY WORKS INDIA LTD

Stanley India is part of Stanley works, a $4bn company. They specialize in hand tools and hydraulics.

They are currently in the growing stage being a relatively new player in India. It is primarily B2B sales

and the company deals with manufacturing industries. Multiple skills are required that includeappointment taking, demonstration, order taking skills and also maintaining dealer relationship.

VIRAT VAIBHAV

It is the Delhi edition of Gujarat Vaibhav, a leading daily in Gujarat. The person whom we met is in

sales (space selling). The person has to pitch to companies, PSUs and Government offices in order to

get advertisement in the paper. Key skill required is the appointment taking and the new person is

graded very heavily on that particular skill.

WOODLAND

Woodland is a leading manufacturer and retailer of trekking shoes and apparel. The key

requirement of the sales personnel are product knowledge, stock details and communication skills.

Scenario enactment is used to hire people and they are then trained. Also the sales personnel are

transferred between stores.


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Table of Contents

EXECUTIVE SUMMARY ................................ ................................ ................................ ....................... 3

OBJECTIVE ................................ ................................ ................................ ................................ ......... 7

INTRODUCTION ................................ ................................ ................................ ................................ . 8

Hiring Employees in Sales................................ ................................ ................................ ............... 8

THE HIRING PROCESS ................................ ................................ ................................ ....................... 10

JOB ANALYSIS ................................ ................................ ................................ ................................ .. 11

Elements of Job analysis ................................ ................................ ................................ .............. 13

Work Analysis: ................................ ................................ ................................ ......................... 13

Competencies or Knowledge, Skills and Abilities ................................ ................................ ...... 14

MANPOWER PLANNING AND FORECASTING ................................ ................................ .................... 15

Steps in Manpower planning................................ ................................ ................................ ........ 16

Advantages of manpower planning ................................ ................................ .............................. 16

Perquisites of Manpower Planning ................................ ................................ ............................... 17

Analysing the current manpower inventory ................................ ................................ ................. 17

Forecasting Manpower Needs ................................ ................................ ................................ ..... 17

Trend Analysis: ................................ ................................ ................................ ......................... 18

Ratio analysis ................................ ................................ ................................ ........................... 18

RECRUITMENT ................................ ................................ ................................ ................................ . 19

Sales recruitment resources ................................ ................................ ................................ ......... 20

Process ................................ ................................ ................................ ................................ ........ 21

Sourcing ................................ ................................ ................................ ................................ ... 21

Screening ................................ ................................ ................................ ................................ . 21

Sources of applicants ................................ ................................ ................................ ................... 22

Internal ................................ ................................ ................................ ................................ .... 22

External ................................ ................................ ................................ ................................ ... 22

SELECTION ................................ ................................ ................................ ................................ ....... 23

LIVE STUDY OF HIRING PROCESS IN VARIOUS COMPANIES ................................ ............................... 26

ARICENT ................................ ................................ ................................ ................................ ...... 27

FAB INDIA LTD ................................ ................................ ................................ ............................. 29

HCL INFOSYSTEMS LTD. ................................ ................................ ................................ ................ 31

INDIAN BANK ................................ ................................ ................................ ............................... 32

KOUTONS INDIA LTD ................................ ................................ ................................ .................... 33

MARUTI SUZUKI INDIA LTD. ................................ ................................ ................................ ......... 34


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MAX NEWYORK LIFE INSURANCE ................................ ................................ ............................. 35

NEXT RETAIL LTD ................................ ................................ ................................ .......................... 37

STANLEY WORKS INDIA LTD: ................................ ................................ ................................ ........ 39

VIRAT VAIBHAV ................................ ................................ ................................ ............................ 41

WOODLAND................................ ................................ ................................ ................................ . 42

REFERENCES ................................ ................................ ................................ ................................ .... 44


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OBJECTIVE

To study sales personnel hiring process

a) Detailed study of job analysis, manpower planning, recruitment, selection processesb) Live study of 10 companies from different industries


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INTRODUCTION

Identifying the right person to fill a job vacancy has always been difficult. Our aging,

culturally diverse, and heterogeneous workforce has increased that difficulty, and our

globally competitive

economy makes searching for competent workers an even more formidable task. The rise of

the Internet and the virtual avalanche of resumes employers receive in response to each job

posting make the task of finding suitable candidates yet more laborious.

Still, hiring the wrong people poses serious risks to all businessesfrom the smallest to the

large, multinational corporation. Indeed, the costs of a hiring mistake are estimated to be

from one-half to ten times an individuals yearly salary. The expense of hiring mistakes must

be controlled by using a systematic and consistent approach to identifying and hiring

competent and suitable people.

Hiring a competent and suitable individual to fill a position is a true win-win propositiona

win for both the new employee and the employer. Recruiting competent people for positions

in which they can succeed, feel good about what they are doing, and experience the positive

regard of their co-workers is highly reinforcing to everybody.

In most organizations, sales force is the one group that generates the revenues for the

organization. Thus, sales force is directly involved in carrying out the companys strategic

marketing plans. How well these plans are implemented depends to a great extent on the

choice of sales people to do the implementation. Certainly the selection process and the type

of sales people hired should be consistent with the companys strategic marketing planning.

Hiring Employees in Sales

y Make sure your candidate has sold a product that has the same sales cycle that youhave. Don't hire a base-hitter when you need a home-run guy or vice versa.

y Make sure the candidate has carried a quota and is comfortable with hitting thenumbers.

y If you have an inside sales job, hire an inside sales person; if an outside job, hire anoutside person. These two usually don't cross. They are different jobs.


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y Look to see that the candidate has been in an environment that is fairly similar toyours. If you're a start-up company, you may not want that IBM guy the cultures are

just too different.

There are few challenges quite as tiring as trying to recruit an effective sales force.B

ecauseof its impact on the company's bottom line, selecting the right sales people is a critical area

that requires a lot of attention. When the sales force does not achieve the desired results,

more sales training programs are established and the sales representatives with the lowest

level of performance are soon replaced. It seems to be a never ending cycle in which sales

managers see little hope for relief. In most companies, 80% of the sales seem to come from

20% of the sales force. While the objective has always been to try to clone the top 30%, that

really never seems to happen.


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THE HIRING PROCESS

Figure 1: The Hiring Process

Step 2:

Man ower Plannin

Step 1:

Job Anal sis Job Descri tion Job S ecification

Step 3:

Recruitment

Step 5:

Job Offer

Step 6:

Evaluation and Improvement of

hiring Process

Step 4:

Selection


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JOB ANALYSIS

What is a Job?

A job is a logically related group of work functions of the same level of responsibility and

difficulty which are required to be performed by one employee or a group of similarly

qualified employees.

What is Job analysis?

A job analysis is the process used to collect information about the duties, responsibilities,

necessary skills, outcomes, and work environment of a particular job. You need as much

data as possible to put together a job description, which is the frequent outcome of the job

analysis. Additional outcomes include recruiting plans, position postings andadvertisements, and performance development planning within your performance

management system. A job analysis is a tool used to identify the major job requirements

which are linked to the knowledge, skills and abilities (KSAs) required for the job to be

filled. It helps ensure the most qualified candidate is selected for the position.

Introduction:

Completing a competent job analysis is ordinarily necessary in order to write the job

description, the formal statement of the responsibilities involved, and the qualities necessaryfor success on this specific job. Without such a job analysis, it is difficult, if not impossible,

to prepare a useful job descriptionand without a job description it would be impossible to

fill any job vacancy successfully.

But job descriptions have a bad reputation in most organizations. Both employees and

managers regard writing job descriptions as a waste of timeuntil they need to use the

information from that job description. Many feel that job descriptions are too confining, that

they limit people to a specific set of tasks, and that they limit the behavior of job incumbents.

One use of job analyses is in developing behavioral interviewing protocols for candidate

screening. The job description that is the end-product of the job analysis should provide a

clear picture of the work and activities and the requirements. These then should provide the

basis on which to develop a behavioural interviewing protocolquestions inquiring into a

candidates experience in such work activities and seeking to establish the degree to which


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the candidate has the necessary requirements to perform the important work activities. This is

a method for developing a behavioral interview much preferred to the more generic approach

that lacks a specific job-relevant focus.

Another important use of job analyses is as the criteria for validity studies of any pre-

employment selection procedure, especially psychological tests. The Standards for

Educational and Psychological Testing(American Educational Research Association and

others, 1999) specify that the job requirements involved in studies of predictor-criteria

relationships should be determined by a job analysis (p. 160). In other words, the validity

of a psychological test or any procedure for selecting job candidates must be determined by

the correlation of that procedure with an important aspect of job performance as identified by

a job analysis.

Goals of Job analysis:

The objective of job analysis should be the description of observables. Often the behaviour

or trait necessary for performing the job or supporting success is not observable but the

products or out comes kind of materials or work aids used, and the people included in the

decision process can be reported and help substantiate its operation. If a work behavior has no

observable component, then it cannot be described in a job analysis.

A job analysis consist of a description of work behavior independent of the personnel

characteristics of particular people who perform job the job .A job analysis describes how

how a job is performed and focuses on the position, not the person doing the work.

Performance appraisal is used to described how well individuals perform their jobs. The

actual performance appraisal instrument have been developed from job analysis.

Job analysis data must be verifiable and reliable. The organization must maintain record of

the data, document all decision that is data based, and is able to justify every job analysis

judgment in terms of observable behaviors. The data must be reliable, indicating the

indicating that different sources agreed on judgment about the work.


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Elements of Job analysis

There are four typical components

1. Work Analysis: Tasks involved in the job2. Competencies or Knowledge, skills and abilities(KSA)3. Data on range of job performance4. The characteristics of the work place

Work Analysis:

A useful approach is that ofFunctional Job Analysis (Fine, 1989, Fine & Cronshaw, 1999),

which specifies (1) an action verb, which describes the action performed in observable terms;

(2) the outcomes or results of that action; (3) the tools or other equipment used; and (4) the

amount of discretion allowed the worker in that action.

There two aspects to the WA process: one is the importance of the action to the success of

performing the job and the other is the frequency with which that action is performed.

Obviously, important and frequent actions constitute the bulk of the WA. But important but

infrequent actions often need to be included.

Possible job description items:

1) Job title: A specific designation of a post within an organization normally associatedwith a job description that details the tasks and responsibilities that go with it. With

the rise of online job search engines, job titles became increasingly important. In

many cases, this causes job title inflation.

2) Job duties may also be called Tasks Performed; may be as lengthy as necessary tofully describe each essential duty or responsibility which comprises the employee's

functions, generally starting with principle duties.

3) Roles and responsibilities: This includes supervisory level, managerial requirements,and any working relationships and may also include your corporate/individual

objectives.

4) Job specifications or qualifications5) Key role interactions6) Salary and benefits: Describes the compensation type, hourly or salary, and amount.

In addition it includes both standard benefits and any fringe benefits associated with

the position


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Competencies or Knowledge, Skills and Abilities

Knowledge is defined as an organized body of information, usually of a factual or procedural

nature, that, when applied, makes the successful performance of a job action possible.

Knowledge is usually not demonstrated in the action itself but rather by prior education,

training, or testing. In observing the action, the knowledge base is assumed and inferred

rather than directly observed.

Skill, the second necessary component for the successful execution of the job action, is

defined as the proficiency in the manual, verbal, or mental manipulation of people, ideas, or

things. A skill is always directly observable and a certain level of skill is typically set as a

standard or baseline for the successful performance of the action.

Ability is defined as the present capacity to execute a job action, to perform a job function by

applying an underlying knowledge base and the necessary skills simultaneously. Knowledge,

like ability, is not observable directly but rather is an inferred, higher-order construct, such as

problem solving, spatial ability, intelligence, and so on. For lower-level jobs, it is relatively

easy to describe the KSA required in terms of just K and S. Abilities are typically invoked in

describing higher-level technical, professional, and managerial jobs as the WAs become more

conceptual, abstract, and complex.

Success in sales is far more a function of the individuals personal/ interpersonal skills than

of any technical know-how. One exception is technical sales, where product knowledge often

requires some in-depth understanding of scientific and technical data. Beyond this important

exception, the many types of sales jobs involve other differences, for example, between

inside and outside sales, between selling tangibles (goods) and intangibles (services), so the

WA analysis should identify the tasks involved and the requirements.


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MANPOWER PLANNING AND FORECASTING

Manpower Planning which is also called as Human Resource Planning consists of putting

right number of people, right kind of people at the right place, right time, doing the right

things for which they are suited for the achievement of goals of the organization.

Manpower planning is the process of deciding what positions the firm will have to fill, and

how to fill them. Manpower planning covers all future positions from maintenance clerk to

CEO. However, most firms call the process of deciding how to fill companys most important

executive jobs succession planning.

Employment planning should be an integral part of a firms strategic and HR planning

processes. Plans to enter new businesses, build new plants, or reduce costs all influence the

types of positions the firm will need to fill.

One big question is whether to fill projected openings from within or from outside the firm.

In other words, should you plan to fill positions with current employees or by recruiting from

outside? Each option produces its own set of HR plans. Current employees may require

training, development, and coaching before theyre ready to fill new jobs. Going outside

requires a decisions about what recruiting sources to use, among other things.

Turnover creates unnecessary expense and reduces efficiency. Productivity drops. When a

planner identifies high turnover in a specific department, the quality of training and

supervision in that department should be looked into. As a part of the human resources

function, the planner would contribute to the decision on what steps should be taken to

remedy the turnover situation, such as training, pay and incentive improvements, and the like.

The human resources manager would then go to management with the problem of turnover

and make the combined recommendations.

It's also important to determine exactly why workers, supervisors or managers leave. Every

departing employee should have an exit interview and your company should maintain arecord of the reasons for leaving. You should ask individuals who quit to fill out an Exit

Interview Attitude Survey.

Plans to reduce turnover are an important part of a Personnel planner's job. The success

in the task of reducing turnover goes a long way to insuring that a company has the right


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number of persons with the right skills to fulfill the company's needs and make it a

successful organization.

Steps in Manpower planning

1. Predict manpower plans2. Design job description and the job requirements

3. Find adequate sources of recruitment.

4. Give boost to youngsters by appointment to higher posts.

5. Best motivation for internal promotion.

6. Look after the expected losses due to retirement, transfer and other issues.

7. See for replacement due to accident, death, dismissals and promotion.

Advantages of manpower planning

Manpower planning ensures optimum use of available human resources.

1. It generates facilities to educate people in the organization.2. It boosts the geographical mobility of labor.3. It provides smooth working even after expansion of the organization. Efficient

management of personnel becomes an important function. Setting of large scale

enterprises requires management of large scale manpower.

4. It opens possibility for workers for future promotions, thus providing incentive.5. It creates healthy atmosphere of encouragement and motivation in the organization.

Staffing function not only includes putting right men on right job, but it also

comprises of motivational programmes, i.e., incentive plans to be framed for further

participation and employment of employees in a concern. Therefore, all types of

incentive plans becomes an integral part of staffing function.

6. Higher productivity. Productivity level increases when resources are utilized in bestpossible manner. Higher productivity is a result of minimum wastage of time, money,

efforts and energies. This is possible through the staffing and its related activities

(Performance appraisal, training and development, remuneration) .7. A concern can stabilize itself if human relations develop and are strong. Human

relations become strong trough effective control, clear communication, effective

supervision and leadership in a concern.

8. Shortages and surpluses can be identified so that quick action can be taken whereverrequired.


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Perquisites of Manpower Planning

Step 1: Job Analysis / job design - Management must define what work to be performed, how

tasks to be carried out and allocated into manageable work units (jobs)

Step 2: Job description & job specification: It refers to incumbent where a job specification

with regard to qualification and experience needed to perform a job

Step 3: Forecasting procedures: Corporate planner has to forecast the number of people

needed for a particular job. It can be done by forecasting the internal supply and external

supply of the people who can perform the job

Step 4:Internal Supply ofManpower: Identifying the manpower internally.

Analysing the current manpower inventory

Before a manager makes forecast of future manpower, the current manpower status has to beanalysed. For this the following things have to be noted-

y Type of organizationy Number of departmentsy Number and quantity of such departmentsy Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting.

Forecasting Manpower Needs

Practical Personnel forecasting should generally be limited to five years or less. Society and

technology change too rapidly to permit accurate forecasting for longer periods of time.

The planner begins by studying the company's operational plan in detail to determine its

objectives regarding:

- Capital investment in buildings and new machinery

- Proposed changes in product design

- Proposed introductions of new products

- Changes in materials to be used

- Changes in sales volumes forecast


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In addition to these major influences on future Personnel requirements, the planner considers

turnover rates, retirements, internal promotions, and effects of improved supervision. He or

she must also consider the learning curve, that is, how long it takes for qualified personnel to

reach full output after any changes have been made.

The most common Manpower planning approaches involve the use of simple techniques like

ratio analysis or trend analysis to estimate staffing needs based on sales projections and

historical sales to Manpower relationships.

The usual process is to forecast revenues first and then estimate the size of the staff required

to achieve this sales volume. Here, HR managers use several techniques.

Trend Analysis: Trend analysis means studying variation in your firms employment levels

over the last few years. You might compute the number of employees in your firm at the end

of each of the last five years, or perhaps the number in each subgroup (like sales, production,

secretarial, and administrative) at the end of each of those years. The purpose is to identify

trends that might continue into the future. Trend analysis can provide an initial estimate, but

employment levels rarely depend just on the passage of time. Other factors like changes in

sales volume and productivity also affect staffing needs.

Ratio analysis: Another approach, ratio analysis, means making forecasts based on the ratio

between (1) some causal factor like sales volume and (2) the number of employees required

(for instance number of sales people). For example, suppose as salesperson traditionally

generates $500,000 in sales. If the sales revenue to salespeople ration remains the same, you

would require six new salespeople next year (each of whom produces an extra $500,000) to

produce an expected extra $3 million in sales.

Like trend analysis ratio analysis assumes that productivity remains about the same for

instance, that each salesperson cant be motivated to produce much more than $500,000 in

sales. If sales productivity were to increase or decrease, the ratio of sales to salespeople

would change. A forecast based on historical ratios would then no longer be accurate.


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RECRUITMENT

The sales manager is responsible for recruiting salespeople by identifying sources for new

employees, screening applicants, conducting interviews, contacting references, and

recommending candidates to the regional manger. Typically, the regional sales manager

recruits and selects new salespeople when needed. Often, candidates are found through

universities, Internet sites, or applicants who formally apply to the company through cold-

calling efforts. Finding a good sales person is difficult at the best of times, particularly of

your business is in a low profile or unglamorous industry or industry segment. Recruitment is

also a costly and time consuming process. Business owners need to be focused on the process

and on the desired outcomes.

Key qualities which manager looks for when recruiting candidates for employment are

mainly, Personality, which is an important factor when considering a candidate for a sales

position. Empathy, ego and optimism are good personality attributes to consider when

screening candidates for a sales position. Each of these attributes has a strong correlation to

success in sales. Empathy is the ability to sense the reactions of another person and ego refers

to the inner need to persuade another individual for one's own satisfaction. Both of these

traits combined are predictors of a good salesperson and are strongly considered when

recruiting and interviewing job applicants. Additionally, it is important to consider the

applicant's level of optimism as it relates to personal achievement. Optimism and enthusiasm

are good indicators of the ability of a salesperson to manage adversity and is a trait that is

often needed to overcome rejection and slow sale months.

Although most companies have their own selection procedures, a typical candidate selection

process will resemble the following:

1. First interview by district sales manager (Candidate is accepted and given a formalapplication or they are not accepted and sent a rejection letter.)

2. Candidates that submit an application are invited to a second interview with thedistrict manager.

3. Candidates may spend a day in the field with a salesperson and the district managerreceives feedback from the salesperson on the candidate's level of enthusiasm.

4. District manager checks the candidate's references and criminal background.5. Regional sales manager interviews the candidate.


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6. Regional manager and district manager discuss the candidate via telephoneconference or personal meeting. (Decision is made whether to offer the candidate the

position)

7. Regional sales manager formally offers the job to the candidate.8. Physical examination is needed if offer is accepted by the candidate.9. Recruitment of Sales personnel

Sales recruitment resources

There are various number of sales recruitment resources to help make selection easier and

more reliable. Some of them are:

Sales Assessment Centres

There are various assessment centre designed to put salespeople through their paces and

make hiring sales people easier. During the assessment centre they will encounter a number

of sales situations which will put their selling skills to the test and which will provide an

empirical measure on which the sales recruitment decision can be based.

Skills Based Questionnaires

Interviewing salespeople is a notoriously difficult task. There are various structured

questions and model answers so that non sales managers can manage the sales interview

process and get an objective view of the salesmans real capability. This is a much cheaper

and easier way of finding out if he or she is any good than waiting until they have been on the

road for three months!

The Sales Master

At the heart of the Sales Master are two knowledge based games which test the theoretical

knowledge of salespeople. Used as a freestanding recruitment tool or as part of sales

assessment centre, the SalesMaster will very quickly tell you which salesman has the

knowledge and which is trying to pull the wool over your eyes.

Recruitment Tools


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If you are recruiting salespeople for a solutions based selling role, then you need to know if

your candidate can think quickly on his feet and develop good solutions to difficult

problems. So why not use the In Tray Exercise. This self contained module is designed to

test the ability of the salesman to think quickly under pressure and come up with the right

answer. The In Tray Exercise is easy to administer, requires no prior sales knowledge and

will produce an absolute result in as little as 45 minutes.

Psychometric Testing

Whether salesmen are born or trained is a matter for debate. But there is no doubt that

successful salespeople have an aptitude for the profession which can be easily and simply

measured. Our array of online tests can be administered pre-interview and will give instant

feedback on the suitability of a candidate for the role.

Advice and Consultancy

There are various consulting companies that has years of experience in recruiting, training

and motivating sales forces. If you are in the process of building up your team, they can help

you with every aspect of the task from drawing up the job specification through to designing

territories, building incentive schemes, recruiting the individuals and getting them trained.

Process

Sourcing

Sourcing involves

a) Advertising, a common part of the recruiting process, often encompassing multiple media,

such as the Internet, general newspapers, job ad newspapers, professional publications,

window advertisements, job centers, and campus graduate recruitment programs; and

b) Recruiting research, which is the proactive identification of relevant talent who may not

respond to job postings and other recruitment advertising methods done in #1. This initial

research for so-called passive prospects, also called name-generation, results in a list of

prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened

Screening

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing,

and computer skills. Qualifications may be shown through rsums, job applications,


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interviews, educational or professional experience, the testimony of references, or in-house

testing, such as for software knowledge, typing skills, numeracy, and literacy, through

psychological tests or employment testing. Other resume screening criteria may include

length of service, job titles and length of time at a job. In some countries, employers are

legally mandated to provide equal opportunity in hiring. Business management software is

used by many recruitment agencies to automate the testing process. Many recruiters and

agencies are using an applicant tracking system to perform many of the filtering tasks, along

with software tools for psychometric testing.

Sources of applicants

Internal

Notice Boards Employee Referrals Internal Transfer

External

Direct unsolicited applications Employment agencies Salespeople making calls on the company Employees of customers Sales executives clubs Sales force of non competing companies Sales force of competing companies Educational Institutions


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Group discussions are used when there is a large pool of candidates. Candidates are given

a topic, which they are supposed to discuss for a short period of time. Candidates are tested

for their communication skills, leadership skills and team management skills.

Formal interview/s further can be further classified into

Interview with the immediate boss/supervisor: The immediate supervisor will testsuitability of the candidate to do the job

Product Interview: In Product based interview the candidates technical knowledgewill be tested

Patterned interview: In patterned interview all the candidates are asked the same setof questions. Patterned interviews are good for comparisons.

Stress interview: In stress interview the candidate is deliberately put under a stressfulsituation and seen how he would react and overcome the stressful situation.

Group interview: In Group interviews a group of interviewers ask a series ofquestions. The candidate is tested whether he has the ability to multi-task that is able

to think in many directions at the same time.

References, credit and police check: The next stage is reference check whether the details

given in the bio data are checked to find out if they are genuine or not. Reference check will

be followed by a credit check and now a days companies even resort to a police check.

Physical Examination: In the era of litigations and consumer courts, companies take no

chances. They make the candidates undergo a medical check to find about the candidates

health status. Needless to say only candidates in prime health conditions will be considered

Offer is the most crucial part of the selection. If the candidate passes all the above stages he

would be given an offer letter. The candidate has the liberty to either accept an offer or reject

it.

On acceptance of an offerby the successful candidate an appointment order will be issued

by the company specifying the terms of employment and the last date of joining of duty.


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LIVE STUDY OF HIRING PROCESS IN VARIOUS COMPANIES

The companies chosen are

1.

Aricent2. Fab India3. HCL Infosystems4. Indian Bank5. Koutons6. Maruti Suzuki7. Max New York Life Insurance8. Next Retail Ltd9. Stanley Works10.Virat Vaibhav11.Woodland


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ARICENT

Aricent is a global innovation, technology and services company focused exclusively on

communications.

Through a seamless combination of strategy consulting, design, licensable technology,

software development, integration and support services, we help technology and

communications-oriented companies create highly differentiated products, services and

business models.

Aricent, together with its global innovation arm frog design, serves more than 800 clients

worldwide, including Alcatel-Lucent, Cisco, Disney, GE, HP, and Vodafone. With 9,500

employees in 19 countries, more than 100 industry awards and high-profile investors

including Kohlberg Kravis Roberts & Co. and Sequoia Capital, Aricent is uniquely

positioned to help organizations conceive and commercialize innovative communications

solutions.

Aricent delivers its communications expertise via customer-oriented solutions combining

consulting, technology, product frameworks and lifecycle services into highly tailored client

engagements. Aricents deep domain knowledge spans the entire communications ecosystem,

and today Aricent is a strategic supplier to over 550 customers worldwide. If you have a

challenge, Aricent has an answer that meets or exceeds business objectives and improvesproduct or service differentiation.

Aricent is the first company to combine global innovation, technology and communications

engineering services into a set of broad flexible offerings for every stage of customers go to

market requirements. With more than 8,000 professionals worldwide who are exclusively

focused on communications technology and services, Aricent is the premier strategic supplier

of communications expertise in the industry. Aricent engineers co-create products and

services with the world's foremost infrastructure, application and service providers as well as

the hottest startups, accelerating new product and service rollouts while reducing risk and

costs.

Working from our global design centers or on-site at customer locations, Aricent teams have

extensive experience driving successful development, rollout, and implementation projects of

every size, and bringing them to fruition on time, on budget, and with no surprises. Whether


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its product innovation and design, research and development, testing, implementation, or

support, Aricents exclusive focus on communications technology gives every project sure

guidance to completion.

With more than 125

licensable products deployed in hundreds of millions of systems anddevices, Aricent offers the industrys broadest portfolio of field-proven solutions that reduce

complexity, streamline development, and reduce overall costs. Aricent products support the

development of mobile devices and applications, wireless and wireline infrastructure, and

carrier operational and business systems, and count nine of the ten largest global service

providers and eight of the top ten mobile handset manufacturers as customers.

Domain Expertise

Using a combination of field-proven software products, world-class development services,and global development centers and test facilities, Aricent provides end-to-end expertise for

key communications domains. Aricents worldwide team of thousands of talented consultants

and engineers is focused entirely on co-creating communications solutions for application,

device, infrastructure and service providers, and only Aricent can deliver products and

services for any or all phases of the product lifecycle, from innovation and development, to

testing and integration to maintenance and support. Over550 leading organizations around

the world leverage our deep domain expertise to reduce infrastructure development costs and

risks, speed delivery of innovative services, and achieve long-term investment protection.Aricents deep domain expertise and customer project experience spans every aspect of the

communications ecosystem.

Job Analysis & Competencies Required

y Monitoring & Analysis skills: This will help them to know clients requirementthoroughly.

y Presentation & Demonstration skills: They are required to explain clients howsolutions will help them reduce complexity, streamline development, and reduce

overall costs. It will come by thorough product knowledge.

y Objection Handling


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y Follow Up: Aricent has to compete with other players in communication field andmost of the time clients buy products and solutions through competitive bidding. This

makes follow up skills necessary.

y Qualification: For Sales Persons: Graduates preferably engineer ForManagerial: MBA

Manpower Planning:

The sales team is maintained on the basis of technologies and for a particular technology it is

kept at a stable level always

Recruitment Channels:

Internal Sources Employee Referrals Campus Recruitment Consultants

Process of Selection:

Group Discussion General Technical Interview HRInterview

FAB INDIA LTD

Fabindia is India's largest private platform for products that are made from traditional

techniques, skills and hand-based processes. Fabindia links over 40,000 craft based rural

producers to modern urban markets, thereby creating a base for skilled, sustainable rural

employment, and preserving India's traditional handicrafts in the process.

Fabindia promotes inclusive capitalism, through its unique COC (community owned

companies) model. The COC model consists of companies, which act as value adding

intermediaries, between rural producers and Fabindia. These are owned, as the name


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suggests, by the communities they operate from; a minimum 26% shareholding of these

companies is that of craft persons. Fabindia's products are natural, craft based, contemporary,

and affordable.

Fabindia started as a wholesale export company and has since successfully established itself

as a major retail player in the Indian market. Corporates, resorts and hotels are serviced

through a dedicated Institutional Sales and Marketing team.The product range consists of

garments for men, women, children and infants; garment accessories; home furnishings

bed, bath, table and kitchen linen, upholstery fabric, curtains, floor coverings and a range of

non-textile products like furniture, lights, lamps and stationery. In addition to handcrafted

clothing and home furnishings, Fabindias product line includes organic foods and Personal

care products.Fabindia has a dedicated team of professionals to handle product customization

and interior consulting for heritage hotels, resorts and corporate houses.

Job Analysis & Competencies Required:

The Job analysis and competencies required for the sales force at Fabindia comprises of

y Communication skillsy Pleasant demeanory Knowledge of product and stock detailsy Prior experience in sales is desirable

Manpower Planning:

The sales force varies on the basis of seasonal demand and is quiet dynamic in nature. A

certain number of sales people are fixed but additional people are recruited when seasonal

peaks are speculated for example during festive seasons.

Recruitment:

The recruitment of the sales force is done through the conventional channels as

y Local newspaper advertisementsy Referralsy Temporary employees employed during peak seasons

Selection:


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The selection process is continued after the recruitment using multiple interview rounds to

ensure a good match of the sales person with the requirement.

HCL INFOSYSTEMS LTD.

HCL Infosystems Ltd is Indias premier hardware, services and ICT Systems Integration

Company offering a wide spectrum ofICT products that includes Computing, Storage,

Networking, Security, Telecom, Imaging and Retail. HCL is a one-stop-shop for all the ICT

requirements of an organization. India's leading System Integration and Infrastructure

Management Services Organization, HCL has specialized expertise across verticals including

Telecom, BFSI, e-Governance & Power. HCL has India's largest distribution and retail

network, taking to market a range of Digital Lifestyle products in partnership with leading

global ICT brands, including Apple, Cisco, Ericsson, Kingston, Kodak, Konica Minolta,

Microsoft, Nokia, Toshiba, and many more

DESIGNATION: Executive-Sales& Marketing

JOB ANALYSIS:

WORK ANALYSIS:

1. Aggressively driving sales in the territory2. Demonstration of equipment3. Negotiation4. Order taking

COMPETENCIES:

y Communication skillsy Knowledge ofIT Products, Services and Solutionsy Demonstration skillsy Customer Handlingy Objection handling


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y Negotiation skillsMANPOWER PLANNING

Annual planning is done in the company based on new products, keeping in mind the attritionrate in the company.

RECRUITMENT AND SELECTION:

The recruitment and selection are done along the following ways:

y Campus hiring Graduates, passing out of college, are hired directly through campusplacements and also through Job Oriented training at HCL.

y Employee referralsy Social networking sites About 7% of the sales force recruitment is done through

social networking sites.

y Online applicationsINDIAN BANK

Indian bank is over 100 year old institution taking care of the banking needs of Indian

customers. It had a business of over 150000 crores and has over 1762 branches and employs

19000 people. The bank is diversified and currently is into merchant banking and industrial

development funding. They are involved in total financial inclusion of all people in the

country and with the help of other banks is in the forefront

JOBANALYSIS: BRANCH MANAGER

WORK ANALYSIS

1. Oversee the operations of the branch2. Achieve the sales targets set for the branch3. Responsible for loans, wealth management and other deposits4. Increasing the customer base

COMPETENCIES

1. Job delegation skills


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2. Documentation skills3. Planning skills

MANPOWER PLANNING

New people are hired or are internally promoted. External recruitment though is lesser. In the

marketing department, new people are hired for any specific skills they possess. The process

is centarlized.

SELECTION AND RECRUITMENT

For internal sources, a notice is circulated followed which there is a written exam and an

interview. Transfers are also common

KOUTONS INDIA LTD

Koutons Retail India Ltd. is the leading retailer of readymade and fashion wear brand in the

country today. With more than 1400 outlets across India, it has a wide range of apparel

designs suited for all segments including corporate, formal and casual dressings. Koutons

aptly creates the conducive environment for a family outing, making family shopping the best

experience at an affordable price - all at one place.

Koutons was born in 1991 as Charlie Creations and are now Koutons Retail India Ltd.

Koutons started primarily as a denim brand but are today manufacturing and selling complete

men, women and kids wardrobe under the brand name Koutons, Les Femme and Koutons

Junior respectively. Another brand from the stable of Koutons is Charlie Outlaw, which

caters to the teens of the country with apparels including jeans, T- shirts, jackets etc. Koutons

Brand is catering to the Upper & UpperMiddle Class of Society with a vast target age group

between 18-60 years.

JOB DESCRIPTION: SALES PERSON

Sales force on shop floor is mainly responsible for following tasks:

1) SellingMerchandises2) Attending customers and helping them with all the assistance and close the sale3) Making customers aware about various promotions and how to take advantage


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4) Stacking merchandises and keep them in presentable form at right places5) Inventory control This includes to stock various merchandises in various sizes,

reporting sales manager about stock getting over or even fast selling goods

6) Cleanliness of section they are designated to.7) They are also responsible to check shoplifting of items which are not tagged.

COMPETENCIES:

1. Communication skills2. Pleasant disposition

SELECTION AND RECRUITMENT:

The recruitment is done by the franchisee owners and the company has no involvement. The

interview is based on situation handling.

MARUTI SUZUKI INDIA LTD.

Maruti Suzuki India Limited is a publicly listed automaker in India. It is the largest

automobile manufacturer in South Asia. Suzuki Motor Corporation of Japan holds a majority

stake in the company. It was the first company in India to mass-produce and sell more than a

million cars. It is largely credited for having brought in an automobile revolution to India. It

is the market leader in India and on 17 September 2007, Maruti Udyog Limited was renamed

Maruti Suzuki India Limited. The company's headquarters are located in Delhi.

The company annually exports more than 50,000 cars and has an extremely large domestic

market in India selling over 730,000 cars annually. Maruti 800, till 2004, was the India's

largest selling compact car ever since it was launched in 1983. More than a million units of

this car have been sold worldwide so far. Currently, Maruti Suzuki Alto tops the sales charts

and Maruti Suzuki Swift is the largest selling in A2 segment.

DESIGNATION: Sales Officer

JOB ANALYSIS: Done by Sales Managers and HRManagers

COMPETENCIES:

y Communication Skillsy Pleasant personality


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y Customer Handlingy Product Knowledgey Competitor Knowledgey Prior sales experience is desirable

MANPOWER PLANNING

Sales force is maintained depending on the location of store.


The company hires sales persons through local newspapers advertisements and referrals.

Selection is done through interview.

MAX NEWYORK LIFE INSURANCE

Max New York Life Insurance Company Ltd. is a joint venture between Max India Limited,

one ofIndia's leading multi-business corporations and New York Life International, the

international arm ofNew York Life, a Fortune 100 company. The company has positioned

itself on the quality platform. In line with its vision to be the most admired life insurance

company in India, it has developed a strong corporate governance model based on the core

values of excellence, honesty, knowledge, caring, integrity and teamwork.

Incorporated in 2000, Max New York Life started commercial operation in April 2001. In

line with its values of financial responsibility,Max New York Life has adopted prudent

financial practices to ensure safety of policyholder's funds. The Company's paid up capital as

on 30th May, 2009 is Rs: 1,968 crore.

Max New York Life has multi-channel distribution spread across the country. Agency

distribution is the primary channel complemented by partnership distribution, bancassurance,alliance marketing and dedicated distribution for emerging markets. The Company places a

lot of emphasis on its selection process for agent advisors, which comprises four stages -

screening, psychometric test, career seminar and final interview. The agent advisors are

trained in-house to ensure optimal control on quality of training. The company currently has

around 70,152 agent advisors at 676 offices across 389 cities. The company also has 36


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referral tie-ups with banks, 24 partnership distribution and alliance marketing relationships

each. Max New York Life has put in place a unique hub and spoke model of distribution to

deepen our rural penetration. This is the first time such a model has been put in place for rural

marketing of insurance. The company has 139 offices dedicated to rural areas.

DESIGNATION: Insurance Agent

JOB ANALYSIS:

WORK ANALYSIS:

1. Aggressively driving sales of policies2. Call plan and fixing appointments3. Order taking

COMPETENCIES:

y Initiative and Enterprisey Hard work and Discipliney Persuasive powersy Perseverancey Relationship buildingy Communication skillsy Drive to earn more money

MANPOWER PLANNING

Manpower planning is done frequently by the sales manager, usually on a quarterly basis and

further on and is closely related to the targets set and expected growth.


The recruitment sources include mainly the following:


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y Referralsy Online applications

The selection process includes the following steps:

y Screening The sales manager screens the applicants based on the qualifications andthe competencies. Sales manager might also interact with the applicants to gain

clarity.

y Psychometric testy Seminar The screened candidates are required to attend a seminar which provides

information on the job requirements of the insurance sales person.

y Project 200 The candidates are asked to write down a list of the contacts that theyhave and the capacity of the sales person is analysed further by the sales manager

based on the contacts.

y IRDA test Company trains the candidates for the mandatory test for the Insuranceagents.

y Career interview The final interview is conducted to welcome the agents and toguide them further on right at the start.

NEXT RETAIL LTD

NEXT Retail India Ltd. is Indias largest electronic Retail Chain. Incorporated in 2003.

Next is one of the emerging giants in organized retailing of consumer electronics, home

appliance, IT, imaging, accessories and small home appliances. It has been formed to tap the

immense potential promised by the retail industry.

NEXT is a multi-brand multi-product showroom and stocks an entire range of consumer

durables right from Air-conditioners, LCD and Plasma TVs, Home Theater systems, Washing

Machines, refrigerators, microwaves to small home appliances. NEXT retails some of the

most popular brands such as LG, Samsung, Sony, Electrolux, Kelvinator, Whirlpool, Onida,

Philips, Kenstar, Videocon, Sansui, including its own brand under its stable. NEXT also

stocks Xbox of Microsoft, computers & laptops of Acer, HCL, Lenova, HP.

The company is independently managed by the board of Directors currently operating over


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The Job analysis and competencies required for the sales force comprises of

y Communication skillsy Pleasanty Customer handlingy Product knowledgey Prior experience in sales is desirabley StoreManager: MBAy Sales person: 12th

Manpower Planning:

The sales force is maintained depending on location of store.

Recruitment:

The recruitment of the sales force is done through the conventional channels as

y Local newspaper advertisementsy Referrals

Selection:

The selection process is continued after the recruitment using multiple interview rounds to

ensure a good match of the sales person with the requirement.

STANLEYWORKS INDIA LTD:

The Stanley Works, The 166 year old company is a worldwide manufacturer and marketer of

Hand tools, hardware and specialty hardware products for home improvement, consumer,

industrial and professional use.

The Stanley Works, originally a bolt and door hardware manufacturing company located in

New Britain, Connecticut; was founded in 1843 by Frederick T. Stanley. A few years later, in

1857, Fredericks cousin, Henry Stanley, founded The Stanley Rule and Level Company. In


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1920, The Rule and Level Company merged with The Stanley Works and would go on to

become its famous Hand Tools Division.

Over the years, The Stanley Works has produced some of the most innovative and useful

tools ever made. Among these tools are theB

ailey Plane, the Surform shaper, thePowerLock tape rule and most recently the FatMax line of products. Today, more than

ever, Stanley continues to be an industry leader in tool innovation. In 2001, Stanley

introduced more than 100 new products, bringing to 400 the number of new products

introduced in the past four years. As a direct result of Stanleys commitment to excellence,

Stanley was awarded the Prestigious Golden Hammer Award, presented forNew Product

Innovation in both 2000 and 2001.

DESIGNATION: Sales Officer

JOB ANALYSIS:

WORK ANALYSIS:

1. Aggressively driving sales in the territory.

2.Maintain distributor relationship

3.Call plan and fixing appointments

4. Demonstration of equipment

5.Negotiation

6.Order taking

COMPETENCIES:

1. Communication skills2. Appointment taking skills3. Demonsration skills4. Closing skills5. Order taking skills6. Listening skills


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MANPOWER PLANNING

Annual planning is done in the company based on new products, keeping in mind the attrition

rate in the company. After the merger with Black and Decker, the company has frozen the

recruitment process.


The company hires fresh MBA graduates from college for summer training. These trainees

are offered PPIs based on their performance.

Lateral entries are through referrals and personal contacts followed by interview.

VIRAT VAIBHAV

Virat Vaibhav is the Delhi edition of Gujarat Vaibhav, a leading Hindi daily in Gujarat. The

company has offices across India.

The person we contacted is in space selling. The sales personnel is required to contact other

companies and governments to get information and advertisements that are a revenue for the

company. These people are not responsible in anywat for improving the circulation of the

paper. That is dealt by the circulation department

JOB ANALYSIS

WORK ANALYSIS

1. Appointment fixing2. Making presentations3. Track competitor activity

COMETENCIES

1. The key skill expected is appointment taking skills. If the person is not able to getappointments properly during the training period then the person is asked to leave.

2. Presentation skills


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3. Documentation SkillsMANPOWER PLANNING

The company has a fixed number of people and they hire when they open new offices in new

territory. In that case they hire people who have worked in the territory as they have

contacts. In older territories, they also recruit freshers.

RECRUITMENT AND SELECTION

Recruitment sources are campus visits, advertisements and personal contacts

The selection process involves a structured interview followed by training for 1 week time.

During the training period if not found satisfactory is not offered the position

WOODLAND

In 1992, Aero Group launched Woodland and it immediately caught the attention of outdoor

enthusiasts. It brought with it, an innovative collection designed to provide rock climbers,

backpackers, hikers, trail runners, and outdoor lovers with the perfect tools to meet natures

challenges. Soon enough the Woodland tree logo became synonymous wit h adventure. And

as the calendar turned towards the new millennium, Woodland kept expanding its line of

outdoor shoes, performance apparels, and equipments to cater to the needs of those always

reaching for the horizon.

It is this spirit of adventure that defines Woodland. Ever since the beginning Woodland has

successfully brought together the power of the human will and the rewards of discovery.

Woodland has imbibed this very spirit in each and every one of its products. Products which

push the boundaries of innovation so that you can push the boundaries of exploration.

JOB DESCRIPTION: Sales person

JOB ANALYSIS

1. Customer handling2. Maintain inventory3. Selling merchandise


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COMPETENCIES

1. Communication skills2. Persuation skills3. Plesant disposition

MANPOWER PLANNING

The company hires and trains staff for all company outlets. In Delhi, training is given in

Karol Bagh office. There is seasonal variation in the sales team required and hence during

festival season they hire temporary sales personnel. Sometimes they are offered positions

depending on their performance.

SELECTION AND RECRUITMENT:

The company conducts walk in interviews and is advertised in all leading newspapers. They

prefer people with prior sales experience. However they also recruit freshers. Minimum

educational qualification should be Std 12

The interview is based on a situation and the response given by the applicant


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REFERENCES

1. An Introduction to Job Analysis, Erich P.Prien, Goldstein and Gamble, Wileypublications

2. www.aricent.com3. www.fabindia.com4. www.hclinfosystems.in5. www.indianbank.in6. www.koutonsparivar.com7. www.marutisuzuki.com8. www.maxnewyorklife.com9. www.next.co.in10.www.stanleyworks.in11.www.woodlandworldwide.com12.Detemining relationship skills of prospective sales people,Michael K Rich, J.of.Bus

and IndMarketing, 2000, Vol 15, No 4,242-59

13.www.citehr.com14.Graduate recruitment and selection process in small businesses,Jim Stewart, Venessa

Knowles, Career Davelopment Intrernational ,5/1, 21-38

Documents

B3 Group 2 Hiring