RECRUITMENT AND BENEFITS PLAN

Recruitment and Benefits Plan

Recruitment and Benefits Plan

Part A:

Introduction

Without following a proper recruitment and selection procedure in any organization it is impossible to achieve the company goals and objectives. It is the duty of HR department in every organization either small or large they must have to follow the procedures of recruitment and selection, which is defined, by HR department.

Sales Force Recruitment and Selection sales management

It entails finding people who match the type of sales position required by a firm. Recruitment and selection practices would differ greatly between order-taking and order-getting sales positions, given the differences in the demands of these two jobs. Therefore, recruitment and selection begin with a carefully crafted job analysis. There are some aspects of the marketing strategy which play a decisive part, focusing on the sales force of the enterprise. For instance, the enterprise's politics regarding the market segmentation. The delivery decision of one packet of products and services on the market or, the modification of this packet for satisfying every group of clients can have a real impact on the sales managers' decisions. So, the enterprises have to decide which strategies are best suited, for covering the target market. Philip Kotler has grouped these strategies in undifferentiated strategies (without any segmentation), differentiated strategies (making a different offer for different clients seen as individuals) or concentrated strategies (different offers for many groups of clients). Whatever the segmentation base is, we can appreciate: whether or not we can apply the rule “80/20” - 80% of the deals are made by 20% of the clients, if the structure of segments' and market's composition suffers major changes and what is the effect of this modification on the enterprise's deliveries. A sales manager must organize the sales force so that all the necessary tasks are done well. A large organization might have different salespeople specializing by different selling tasks and by the target markets they serve.

Sales managers often divide sales force responsibilities based on the type of customer involved. For example, Bigelow-a company that makes quality carpet for homes and office buildings-divided its sales force into two groups of specialists. Some Bigelow salespeople call only on architects to help them choose the best type of carpet for new office buildings. These reps know all the technical details, such as how well a certain carpet fiber will wear or its effectiveness in reducing noise from office equipment. Often no selling is involved because the architect only suggests specifications and doesn't actually buy the carpet. Other Bigelow salespeople call on retail carpet stores. These reps identify stores that don't carry Bigelow carpets-and work to establish a relationship and get that crucial first order. Once a store is sold, these reps encourage the store manager to keep a variety of Bigelow carpets in stock. They also take orders, help train the store's salespeople, and try to solve any problems that occur. (Flynn 2002) It is important to hire good, well-qualified salespeople. But the selection in salespeople is a hit-or-miss affair-done ...