Planning for Recruitment

8/3/2019 Planning for Recruitment

1/7

Planning for recruitment


2/7

Strategic position analysis:

Determination of performance measures

Identification of critical success factors

Performance dimensions of the position

Operationalization and establishment of

performance

The standards and the design of assessment tools


3/7

Turnover

The average percentage of the sales force that leaves a

sales organization in a given period of time. Reasons for leaving are:

Better career prospects elsewhere

To avoid poor working conditions and inferior supervision

Perceived or real low compensation

Promotions or reassignments to different territories

Retirement

So , a sales manager has to plan for the replacement aswell as for the expansion and new market coverage

Hiring when a territory becomes available is known asjust-in-time hiring

Hiring for a territory that will become available in nearfuture is called stock piling


4/7

Job analysis

Gathering and organization of information

concerning the tasks, duties and responsibilitiesof specific jobs.

2 techniques to do job analysis are:

Task inventory analysis: involves 3 steps

Interview

Survey

Generation of KSA metrics Critical incident technique


5/7

1. Interview : goal is to generate specific descriptions ofindividual task

1. Develop a list of tasks that are part of the job

2. Interviews are conducted both with workers and theirmanagers

2. Survey: task inventories are administered with ratingscales

1. Importance of each task is rated2. Frequency of occurrence during the execution of the job, and

3. The level of training that is required.

3. Generation of task by KSA (Knowledge, Skills and

Ability) metrics:1. KSA metrics is used to rate the extent to which a variety of

KSAs are important for the successful completion of the job.

2. Done byexperts such as supervisors, managers, job

holders & HR consultants


6/7

t

Critical incident technique:

Job analysts develops the dimensions

Generates the incidents,

Re-translates them to the work situations, and

Assigns the effectiveness values


7/7

Job analysis techniques generates:

Job Qualificationrefers to the worker

characteristics needed to perform the job

successfully

Job descriptionidentifies, defines and describes a

job in terms of duties, responsibilities, working

conditions and the specifications. E.g.working conditionsproblems faced in selling,

expected present sales, estimated future sales, risk

involved in selling, etc

Documents

Planning for Recruitment