Discuss the importance of recruitment and selection of sales people. What are some of the problems associated with selecting the wrong person for the job? Enhanced customer expectations coupled with increased global competition means that growth, or even survival of a firm is difficult. Organisations need to respond to a rapidly changing global environment (Cascio 2011). Success for a firm thus is dependent on attracting and retaining high quality individuals who can respond effectively to this changing environment. This infers that there can be ‘wrong’ persons; individuals who are more of a liability rather than ‘right’ persons who are assets (Fombrun and Devanna 2008). This occurs because there are differences between individuals, which influence how they perform particular jobs. Employing capable people is of vital importance and this relies on effective recruitment and selection procedures, which aims to select the ‘right’ person and reject the ‘wrong’ ones (Bridges 1994). Recruitment and selection involves making predictions about future behaviour so that decisions can be made about who will be most suitable for the job. It is a process by which the organisation will try to accurately fit the individual to the job. The internet nowadays is playing an important role in recruitment as it advertises jobs and serves as a place to locate job applicants. Better recruitment and selection strategies result in improved organizational outcomes. The more effectively organizations recruit and select candidates, the more likely they are to hire and retain satisfied employees (Anderson 2005). The purpose of this essay is to discuss the importance of recruitment and selection of sales people and finding the problems associated with selecting the wrong person for the job. Recruitment is a process of attracting individuals who might meet the specification of the job. The first stage of the recruitment process involves a systematic review of the organisations requirements (Fombrun and Devanna 2008). This is often simulated when a person leaves or is asked to leave his/her job. The organisations response is to try and find a replacement for this individual which will have simular requirements to the individual who left. However, a more systematic approach will involve reallocating responsibilities to empower other individuals. This will further expand the skills and knowledge of the individuals which will enable them to be a driving factor for the success of an organisation. There are also circumstances of where recruitment is necessary even when no one has left the organisation, for example ‘organisational expansion’. It is better for organisations to proactively decide when to recruit, rather than reacting to a departure of an employee (Algera and Greuter 1993). Following this review, a thorough analysis of the job requirements should be established, this is inferred to as job analysis phase (Arvey and Faley 2005). This is necessary because even in those situations where an individual is simply replaced, there may still be changes in job requirements, especially if the individual being replaced has been with the organisation for some time (Algera and Greuter 1993). There are a number of techniques that can be used for undertaking job analysis; this usually involves interviews and questionnaires. Using interviews, job holders may be asked to describe the main roles and responsibilities of tasks, this provides an indication of the most important aspects of the job and provides an insight into how good and poor job-holders are differentiated. Using questionnaires has been used to develop and collect data about specific jobs. The most well-established is the Position Analysis Questionnaire (PAQ) developed in the USA by McCormick et al. (1979). Once the Job Analysis has be collected an organisation, the next stage is to develop a job description and person specification. This describes what the job involves, the purpose of the job, the...
References: Algera, J.A. & Greuter, M.A.M. (1993). Functie-analyse. Nieuw Handboek A&O-psychologie, aflevering 11. http://www.m-cc.nl/workprofiling.pdf (Accessed on 2nd August 2011).
Anderson, A. (2005). Effective Recruitment & Selection Practices. http://www.ehow.com/info_8089715_effective-recruitment-selection practices.html#ixzz1UPxbj1Wr (Accessed 27th July 2011).
Arvey, R.D., & Faley, R.H.(2005). Fairness in selecting employees (second edition). Reading, MA: Addison-Wesly. http://www.preciousheart.net/chaplaincy/Auditor_Manual/9hr-rsrc.pdf (Accessed 4th August 2011).
Bridges, W. (1994). Jobshift: How to prosper in a workplace without jobs. Reading, M.A.:
Cascio, W.F. (2011). Managing human resouces, productivity, quality of worklife, profits,
New York, McGraw-Hill
Chanda, A., Bansal, T. & Chanda, R. (2010). Strategic Integration of Recruitment Practices and Its Impact on Performance in Indian Enterprises, Research and Practice in Human Resource Management, 18(1), 1-15. (Accessed 7th August 2011).
Fombrun, C.J., Tichy, N.M. & Devanna, M.A. (2008). Strategic Human Resources
Management, Wiley, New York
Function 2: Recruitment and selection of employees. (2009). Employee Motivation, the Organizational Environment and Productivity. http://www.accel- team.com/human_resources/hrm_02.html (Accessed 6th August 2011).
Levine, E.L., Thomas, J.N., & Sistrunk, F
Gael (Ed.), The Job Analysis Handbook for business, industry and government, 3-13. New York: Wiley. (Accessed 29th July 2011).
McCormick, DeNisi, & Shaw. (1979). Job analysis information to job requirement predictors. http://business.highbeam.com/5284/article-1G1-104519817/linking-onet-job-analysis-information-job-requirement (Accessed 5th August 2011).
Please join StudyMode to read the full document