The Importance of Recruitment and Selection of Salespeople - Essay Example

The Importance of Recruitment and Selection of Salespeople Recruiting and selecting a sales people is one of the mostvital decisions that an entrepreneur or an organization can make1. It is essential that the selection of the sales people is considered as a vital process at all time. This is because from the employer`s point of understanding, has a perfect depiction of the particular sort of an individual he is pursuing for his organization. For instance, the manager is the position to know the skills required from the sales person, the targets they are seeking to accomplish, where they desire the organization to be in the future with the person to be recruited among other issues. This is because the manager desires or wants to recruit the right people, as it is their responsibility to increase sales where they can through supporting their goods and services2. Therefore, selecting and recruiting the right person in an organization has a significant number of benefits. In order to ensure this, the sales people should be in a position to define the culture of the organization, develop detailed description of the task, establish an employment conduct contract, as well as creating screening process. Thus, through an interview, which is one of the approaches employed by managers in selecting and recruiting sales people, the manager gets prospect to have adequate background information on the preferred candidate. Interviews are vital because it leads to benefits such as, it is less expensive, it is easy to carry out, it leads to reduced turnover, and may inhibit stealing or ferocity in an organization. According to studies, even the most competent applicants require training. Nevertheless, an effective recruitment and selection procedure moderates the quantity of time the manager will have to capitalize in the new worker3. On the contrary, by selecting a person who is fits greatly for the position except that he or she lacks some of the practical abilities to perform the task, it is vital for the manager to invest in their training. This is because it will lead top great or significant outcomes in the end. It is always easy to train a person in accomplishing precise works; it is much difficult to train soft skills such as reliability and flexibility. Therefore, the process of recruitment and selecting is quite essential for any organization because it helps in reducing time and resources spend on training the new worker. Recruitment and selection leads to job gratification4. This is especially achieved by the selection of the right sales people for the job because of their capability to work independently. In most cases, workers who are not self-inspired or self-organized drain the team, the management, as well as the organization as a whole. In addition, in case the selected individual does not fit the vacant position, may decide to quit, forcing the manager to start again the whole procedure of recruitment and selection. This therefore implies that selecting the right candidate for the job results into greater experience of job gratification and extreme levels of inspiration within an organization. Recruitment and selection of the sales people leads to prevention of problems within an organization. As it is the rule, section process enables the manager to make decision concerning the specific skills he is pursuing in a worker5. This makes it possible for the employer to focus the interviewing and selection procedure to individuals with those abilities or skills. Accordingly, the process of recruitment and selection enables the manager to view some of the strengths his or he present employees are lacking6. This will make the manager chose the right candidate for the position of the sales people, thus avoiding problems that may occur because of the wrong decisions. Furthermore, problems could be avoided by giving the current workers an opportunity to recommend individuals suitable for the position. According to statistics, worker recommendations are the most prevalent and operational approaches for recruiting and selecting the sales people. Therefore, through such processes, the manager stands a good chance of avoiding recruitment problems such as employing the wrong candidate for the job. Unproductive workers most of the time are too expensive for the company. This is because a significant number of time, energy, as well as resources are used in attempting to make unproductive worker become effective. Unfortunately, in most cases, there is no amount of training or education, motivation or empowerment or even chastisement can enhance a difficult worker. This thus illustrates that, it is vital for managers to depend on their well-organized recruitment procedures in order to avoid future complications. In addition, the process of recruitment and selection is beneficial because it promotes fairness in employment sectors. Managers have the lawful accountability to ensure that there is no illegal discrimination in the recruitment and selection procedures based on gender, race, disability, age or religion background of a person. Fairness of opportunity is an essential part of the recruitment and selection process. In this way, managers are supposed to provide training and motivation to any understated teams. Problems Associated With Recruiting and Selecting the Wrong Person for the Job According to research, various organizations take a considerable amount of time in making decisions concerning which candidate to recruit for a particular vacancy, especially that of sales people7. This is because the cost of choosing the wrong candidate can lead into hundreds of millions of dollars, including the possible negative effects to an organization’s repute, self-confidence, and throughput. Most organizations depend on their workers in order to achieve their set goals and objectives. Therefore, selecting the right workers is quite essential, and there are a variety of consequences associated with recruiting and selecting the wrong person for the job. According to research, when the wrong individual is recruited for the job, it naturally leads to having to replace the position again8. As a result, time, energy and resources are wasted during this process again together with extra recruitment and training expenses experienced.it hurts the organization to have a vacancy in various ways. These comprises of loss of output, disappointments of constant reeducating and incapability to progress with organization`s inventiveness. Wrong hires may lead to competent workers leaving the organization, thus developing even bigger turnover complication. In addition, selecting the wrong person for the job costs the organization between fifty to one hundred and seventy percent of the position`s yearly salary for worker refilling. These expenses may comprise fees related with the positing of the vacancy, fees for training the new employee, as well as paying the wrong worker`s salary before employment formally comes to an end. In most cases, if the individual was a sales person, the organization may lose profits for sales not made or loss consumers. To the matters even worse, the organization may fall completely if it was a small business or had just started operating. Accordingly, selecting the wrong person for the job because of ineffective procedures of recruitment and selecting may upset the confidence and output of the proficient workers. For instance, in case the worker was in top management, respectable workers may reconsider their occupation. However, in case it was a lower position worker, other employees having to take up that position may feel overburdened and underappreciated. Therefore, in real sense, wrong selections frequently stimulate undesirable attitudes in the workplace. Moreover, noble workers may lose assurance in their management group in the process of constantly unfortunate recruitment decisions9. Accordingly, managers may also lose self-esteem in their own capabilities if they cannot train or inspire the wrong hire, or if they were involved in the selection process. This always makes managers to continue struggling with idea of terminating the worker and handling with feelings of guilt and depression. Recruiting and selecting the wrong person may lead to conflicts and various mistakes within an organization. In most cases, managers spend a lot of time in an attempt to make workers interconnect more professionally, carry out their tasks well with one another, as well as enhance group work. On the contrary, by selecting and recruiting the right person, managers do not have to go through those processes with their new workers10. This thus demonstrates the significance of selecting the right workers to avoid encountering such complications. It is recognized that some individuals have the competencies to be trained fast and multi task, while others do not have such abilities, and thus continue to develop the costly mistakes that their group mates are forced to solve. In conclusion, investing in the recruitment and selecting procedure and in proficient employers can aid in reducing wrong recruitment decisions. A competent employment organization will be in a position consistently to find candidates who bring value to their customers’ businesses. It is also vital for the company to take time to understand its culture, standards and surroundings so that the manager can find a person that fits in that position as well. Research has shown that workers are greatest assets of any organization’s success. Thus, it is vital to invest in this process diligently to avoid future complications. Works Cited Gareth, Roberts. 2007.Recruitment and Selection: A Competency Approach. Boston, CA: CIPD Publishing. Jon, Billsberry. 2008. Experiencing Recruitment and Selection. Chicago: John Wiley & Sons. Kevin, Dubois. 2006. Marketing Management. Paris: Pearson Education House. Koehler, Berrett. 2001. Hire and Keep the Best People 21 Practical & Proven Techniques You Can Use Immediately. New York, NY: Berrett-Koehler Publishers. Kotler, Philip. 2006. Management Marketing. Bucharest: Teora Publisher House. Meghişan, Flaviu. 2002. Sales Management. Craiova: Universitaria Publisher. Meghişan, Gheorghe.2006. Sales Force – Marketing Politics. Craiova: Universitaria Publisher House. Nelarine, Cornelius. 2001. Human Resource Management: A Managerial Perspective. New York, NY: Cengage Learning EMEA. Perreault, William. 2003. Basic Marketing: a global managerial approach, ed. IRWIN: Boston Yeung, Rob. 2010. Successful Interviewing and Recruitment. Michigan, MA: Kogan Page Publishers. Read More