In the present economic climate many candidates will likely be received for every single job advertised. Recruitment and selection is really a complicated area, and getting it wrong is very expensive both with regards to management time and money. This management training write-up looks at a variety of aspects of the 1st selection procedure.

Regardless of whether the applicant is suitable or not to get a selling job is dependent upon the extent to which they are able to satisfy the particular requirements which will be made on them. These demands are determined by the kind of product or service, the branch particulars of the client structure, the competitive situation, the sales policy of the hiring company and similar elements.

A requirements profile can make it simpler for you to evaluate each applicant. In a requirements profile you first determine the requisite characteristics for the sales position of your firm in terms of positive sales attributes. These qualities form mutually exclusive pairs. The illustration below shows how you can build up a requirements profile.

Finding contact vs. retaining contact:

The sales person has a relatively large sales area to manage in which the potential hasn't nearly been exhausted. Finding contact with new buyers is as a result a high priority.

Advice motivation vs. selling motivation:

The sales person deals first and foremost with technicians, who she advises on solutions to manufacturing problems. Advice motivation is consequently the more essential.

Sales technique vs. specialized knowledge:

The sales person must persuade your buyer about the offer with their specialist knowledge.

The negotiating partner shouldn't feel forced into buying. Specialized knowledge comes ahead of sales technique.

Performing to instructions vs. independence:

The sales people plan their visit itineraries on their own. With regards to price negotiations their negotiating framework is limited. They work based on month to month turnover guidelines.

Team work vs. individual work:

A salespeople have to work closely with systems engineers from research, development and production, the customer care department and offer department.

Selling concepts vs. selling products:

A salesperson has to sell ideas. They have to be aware of the clients manufacturing methods & specifications & offer the products mainly as an aid to rationalisation.

When recruiting for any company position nobody relies solely on the documentation supporting a candidates application. An application really should be seen for what it is - a description of the applicants knowledge and experience. Furthermore, most applications are thinly disguised selling strategies, constructed to present the candidate in the best light.

Therefore you ought to check out applications so as to:

Restrict the amount of interviewing time required;

Eradicate applicants who are clearly under qualified for your position;

Prioritise applicants who seem to be the most promising.

Start out by looking through the section on previous professional experience. Focus on this, because in sales it is possible to usually predict success on the basis of previous performance.

Check out the verifiable details first of all, for example: past posts held, title, dates, salary, specific duties, education & sales or management training.

These details constitute the starting point of an application which need to be verified during the course of the appointment process. Remember that not all applications are the same. Some stick strictly to the facts, whereas others are much more creative or constructed in a far more misleading way.

When assessing applications do not just consider the verifiable info if a candidate possesses the characteristics that you're searching for. There are a number of indicators which you need to look out for when reading promising applications. These include work ethic, career-mindedness, goal orientation, professional stability and achievements.

When assessing work ethic look out for:

employment during college summer holidays,

self-financed study,

participation in voluntary activities,

participation in tasks outside the candidates normal area of responsibility (representative of an advisory committee, charitable institution, etc...).

For career-mindedness keep a look out for men and women whose job changes are in accordance with professional ambitions. Are they working toward their goal or are they running away from failure?

The indications of goal orientation include:

Measurable results & success,

The mention of increased sales, profits, etc.

The citation of acknowledgements determined by performance (such as, sales person of the year, and so on..).

In assessing professional stability take a look at how long the applicant held individual jobs. In a lot of sales jobs it will take a long time for a sales person to learn & master the job. Be cautious of candidates who make a habit of spending much less than a year in any position. They've a tendency to repeat this practice.

People that have already been successful in the past will probably want to achieve success in the future. Watch out for the following:

Even career development,

Increase in duties, much larger areas etcetera.

Increasing income.

By focusing on solid selection processes you're going to be more likely to recruit somebody who will probably be successful in the job and make a positive contribution to the business. Any manager who's expected to be involved in recruiting sales people have to be trained by going on a suitable management training course before they get involved in any selection interviews.