Recruitment and selection

RECRUITMENT AND
SELECTION
BY: JARIYAPORN SEENAY
LI MA

CONTENTS
 What is meant by Recruitment & Selling?
 Preparation for the job description and specification
 Recruitment and Selection Procedures
 Supplementary Selection Aids
 Conclusion

WHAT IS MEANT BY:
RECRUITMENT AND SELECTION?
 The recruitment and selection process is important for new and
established businesses.
 Recruitment is the process of identifying that the organization
needs to employ someone up to the point at which application
forms for the post have arrived at the organization.
 Selection then consists of the processes involved in choosing
from applicants a suitable candidate to fill a post.

PREPARATION FOR JOB DESCRIPTION
AND SPECIFICATION
An accurate job description should be stated by the sales
manages as she/he has knowledge of what is required.
Generally, a job description will include:
 Title of the job
 Duties and responsibilities
 To whom they will report
 Technical Requirements
 Location and geographical area to be covered
 Degree of autonomy

RECRUITMENT AND SELECTION
PROCEDURES
The recruitment and selection process is important for new and
established businesses
There are several pieces to the recruitment and selection process:
 Sourcing candidates,
 Reviewing and tracking applicants,
 Conducting interviews and
 Selection for employment.

PROCEDURES: STEP 1 – SOURCING
CANDIDATES
 The first step in the recruitment and selection process.
 “Sourcing candidates” means your employment specialist is
using a variety of methods to find suitable candidates for job
vacancies.
 Can be done through online advertising on job and career sites
or professional networking and participation in trade
associations.

PROCEDURES: STEP 2 – TRACKING
APPLICANTS
 The next steps in the recruitment and selection process are:
 Tracking applicants and applications.
 Reviewing resumes.
 Applicant tracking systems (ATS) are becoming extremely
helpful to employers.
 This technology aids in the management of job vacancies and
applications for every open position.
 Employment specialists use ATSs to review applications and
resumes.

PROCEDURES: STEP 3 – PRELIMINARY
PHONE INTERVIEW
 It is essential to conduct a phone interview to obtaining
information about the applicant’s:
 Background,
 Work history
 Experience.
 The objective is to determine whether or not the applicant has
the requisite skills and qualifications for the job vacancy

RECRUITMENT AND SELECTION PROCEDURES:
STEP 4 – FACE-TO-FACE INTERVIEW
SELECTION
 The hiring manager reviews the applications and resumes the
employment specialist forwarded to him/her.
 The hiring manager invites the applicant to interview face-to-face;
 Communication about the interview and scheduling is generally handled by the
employment specialist.
 This ensures that all qualified applicants receive the same information.
 At times, the employment specialist will prepare the applicant for the face-to-face
interview.
 After the hiring manager interviews the applicant, she/he further narrows
the field of candidates from which to select for the job opening.

PROCEDURES: STEP 5 – EXTENDING AN
EMPLOYMENT OFFER
 Once the hiring manager decides which candidate is most suitable for the
job vacancy, they will inform the candidate of pre-employment matters,
such as
 Background inquiries,
 Drug Tests
 If applicable, licensing information.
 When recruiting for positions where terms of employment are negotiated,
compensation and benefits, and other issues, a draft employment offer may
change hands from the candidate to the employer until the parties reach an
agreement.

SUPPLEMENTARY SELECTION AIDS
Some firms employ supplementary techniques to provide a valid
measure of potential.
Some of them are:
 Psychological Tests
 Role playing
Even though these selection aids may help sales manages with hiring,
there are a few disadvantages which are linked to using these methods.

SUPPLEMENTARY SELECTION
AIDS: PSYCHOLOGY TEST
The disadvantages are:
 Ease of deceiving:
The applicant may have an idea of the traits of the type of person who is likely to be
successful at selling. They tend to respond dishonest answers and passes the interview as
they fake their answers to give the sales manager the kind of answer they’re looking for to
give the right impression.
Measures interest in applicant instead of their sales ability:
 Sales manages assume that sales success can be predicted by the type of interest the
person has.
 Identify personality traits:
 Factors such as sociable, dominant, friendly and loyal a person are considered to predict
sales success. However, they have failed to distinguish between high-performing and
low-performing sales personnel. This is irrelevant to sales success as one’s personality
may not be associated with sales success.

SUPPLEMENTARY SELECTION
AIDS: ROLEPLAYING
Sales managers role-play with their applicants in order to determine their
selling potential. This involves placing them individually in a selling
situation and assessing how well their perform.
However, the downfall to this is that:
 It measures the sales ability of the candidate at that moment.
 Role playing cannot assess the candidate’s ability to establish and handle
long-term relationships with buyers. Thus, this technique will only provide
sales manages the information how their candidates will perform with
short-term relationships with customers and one-time buyers.

CONCLUSION
 A company’s recruitment and selection process is the best way
to achieve success in the business world.
Sales managers should decide on the requirements of the job
and the type of person who should be able to fulfill them.
If a supplementary selection aid is to be used, there should be a
guidance of a psychologist if they will use the psychology test.
Implementing more effective processes to recruit candidates
and select the best and the brightest; will improve one’s ability to
meet one’s organization’s human resource needs.

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