Module 4 Managing the Sales Force

Recruitment of Salesperson | Methods of Recruitment

Recruitment of Salesperson
The recruitment of salesperson shall start with the task of determining the
number of people to be inducted into the organization.

Sources of recruitment of salespersons

The number of salespersons required will depend upon such factors as the
number of customers (existing and potential), the number of times the
customers need to be contacted and the time required, etc. It is important
that the organization has the right number of salespersons. The number
shall neither be more nor less.

The next step is to specify the authority and responsibility associated with
the salesperson’s job. This is what is known as job description. The
functions to be performed by the salespersons will have to be specified.
As the third step, the requirements of the job should be made clear. That
is, the qualification necessary to carry out the job has to be prescribed.
This is what is known as job specification. The qualification for different
categories of salespersons, i.e., indoor salespersons, service salespersons,
traveling salespersons, etc., will have to be determined.
Sources of recruitment of salespersons
The following are some of the sources of recruitment of salespersons.

1. Recruitment of Salespersons from among the existing employees

Preference may be given to the existing employees of the concern.
Employees working in other departments may be considered if they
possess the desired qualification, aptitude and attitude for a sales career.
Some of the advantages of selecting from within the organization are:

1. They can be easily assessed, as their service records are already

available.
2. Such people are supposed to be more loyal and sincere.

3. The initial training to be given (called induction training) is not

necessary as they are already familiar with the organization.

4. Better control can be exercised over their activities as they are not
strangers. To quote the proverb here ‘known devil is better than an
unknown angel will be more appropriate.

5. As the person is already an employee of the concern, he need not be

paid a very high remuneration.

Limitations of selecting salespersons from within organization

Selection from within the organization has certain limitations too. These
are

1. People without any aptitude for selling may get selected.

2. As the selected persons are already employees of the same concern,
they may adopt a casual approach towards the work.
3. Such a method prevents dynamic youngsters, from outside the
concern, from getting selected.
2. Recruitment of Salespersons through Newspaper advertisements
The vacancy may be notified by way of newspaper advertisements. The
nature of work, the qualification expected, previous selling experience,
salary offered, etc., will be usually specified in the advertisement itself.
Interested persons may be asked to apply along with their bio-data within
a stipulated time. Job seekers also advertise in newspapers. The employer
may keep the particulars of such individuals and inform those who are
found good.

3. Recruitment of Salespersons through Employment exchanges

The Government run employment exchanges may be contacted in this
regard. The employer may request such employment exchanges to furnish
a list of eligible candidates. There are also private employment
consultants and bureaus that provide valuable information on such
matters.
4. Recruitment of Salespersons through Campus interviews
Another popular method of recruitment these days is what is known as
‘campus interview’. By this it is meant that the employers will visit
colleges and universities at a particular period of time every year and
interview the students studying certain degree courses. Usually, the
eligible final year students will be interviewed. Those found suitable will
be given the placement orders immediately. Such selected persons can
join the concerns after completing their degree course.

5. Recruitment of Salespersons from competitors

Salespersons working for the competitors may be lured with better
perquisites. The ethics in such a practice has been a matter of controversy.
The advantage of such an approach is that the salespersons selected are
already well versed in the particular line of business and therefore can
perform their work more effectively. Such people do not require much
training. But the drawback of such an approach is that the salespersons
may not be loyal. If some other businessman tempts them with even
greater perquisites, they may ditch the present employer and go.

6. Recruitment of Salespersons from unsolicited applications

Renowned organizations receive a number of applications frequently
from the unemployed graduates although the concern has not called for
applications. The personnel department of the concern may maintain a
record of all such applications for future consideration. Any candidate
found suitable may be informed when a vacancy arises.

7. Recruitment of Salespersons by recommendation

Another important source of recruitment is that the employer may be
informed of a suitable candidate for a job in the concern.
Such a recommendation may come either from an employee of the
organization or from any friend or relative of the employer.
Salesmen: Recruitment and Selection of Salesmen
Right salesmen can help company achieve marketing objectives.
Recruitment and selection are two important decisions in sales force
management that concern with ensuring the right type (right qualities,
right qualifications, and right experience) of sales personnel.

Problem of recruitment and selection arises when:

1. Starting a new company

2. Resigning and retiring of existing salesmen

3. Death of existing salesmen

4. Suspending of existing salesmen

5. Growth and development of company’s operations

6. Entering into new territories

7. Developing and introducing new products

Note that salesman is not only employee of a company, but he is its

responsible representative; he is not dealing only with selling products,
but also with goodwill and reputation of company. A right salesman can
create positive effect on sales volume, profitability, customer satisfaction,
dealer effectiveness, company’s goodwill, promotional efforts, and so
forth.

While recruiting and selecting salespersons, job analysis (consisting of

job description and job specification) is to be made for better selection.
Recruitment and selection are interdependent decisions. Let us discuss
both terms separately.

Recruitment:
Recruitment means searching for prospective candidates and inspiring
them to apply for the post. Recruitment ends on the last day/date of
receiving applications. Salesmen can be recruited through a number of
sources.

Sources of Recruiting Sales Force:

Main sources, widely practiced in India, includes:
1. Advertisement

2. Other firms

3. Middlemen

4. Personal recommendations

5. Recommendation of existing staff

6. Special recruitment agencies

7. Private training institutes

8. Colleges and academic institutes, etc.

Types of sources to be used for recruiting the salesmen depend on certain

criteria, like type of products to be sold, types of customers to be served,
paying capacity of company and type of remuneration plans, and other
relevant factors.
Selection:
Selection means selecting the fixed number of suitable candidates from
those who applied for the posts. Selection process starts as soon as
recruitment ends. Recruitment considers all applications received in a due
date while selection considers only the required number of most suitable
candidates.

There is no ideal selection process that most companies can follow.

Normally, for selecting salesmen, the simple and short selection process
is followed. However, some companies, when more salesmen are to be
selected at time, also follow lengthy and systematic selection process.
Selection process depends on types of salesmen, cost and financial
position of company, time available, company’s objectives, and so forth.

Steps in Selection Process:

Systematic selection process consists of following steps:
1. Receiving applications

2. Screening applications

3. Preliminary interview

4. Written tests

5. Final interview

6. Medical examination

7. Final selection

8. Appointment and induction

Important Conditions:
At the time of final selection or appointment of salesmen, following
conditions must be made clear:
1. Time to resume the duty

2. Company’ marketing objectives, policies, and strategies

3. Duties and restrictions

4. Place of work

5. Reporting system or procedure

6. Bill collecting system

7. Remuneration and incentives

8. Training and expenses

9. Other relevant conditions, if any.

How to Build a Successful Sales Training Program

Preparing your salespeople for success is a tall order. They must be experts
in their portfolio of products and services and demonstrate credible
knowledge in their customer’s industry. They also need to be prepared to
work with buyers who are more sophisticated and informed than ever.
Today’s buyers won’t settle for basic product information and generic sales
pitches; they’re looking for a partner in the sales process — someone who
knows their business and understands their needs.
Helping your sales team create those meaningful buyer engagements starts
with building a successful training program that gives them the skills and
resources they need. Whether you’re delivering training in person
or virtually, your program should include three key components and follow
the five building stages below.

Start With an Executive-level Program

The definition of your sales enablement program will drive its key
objectives and outcomes as well as the specific training roadmap. Many
people will have opinions on what salespeople should know and which skills
they should use, but the most important stakeholders are first-level sales
managers and sales executives. They need to manage the talent acquisition
and development to achieve their sales targets. Managers will know
firsthand which knowledge and skills their ramping and ramped reps need
to be able to achieve their goals, which will involve continuous
assessment, coaching and development throughout the year.

In addition, conditions will change, driven by the release of new capabilities

by segment or geography and by the marketing team’s advertising and
campaign strategy to raise awareness and drive demand. These roadmaps
should align to the training roadmap, with goals tied to sales effectiveness.

3 Key Components of a Successful Sales Training Program

1. Interactive Sessions
Live training presentations (the infamous “talking head”) are the most
common form of training, because they can be created quickly, enable last-
minute changes, do not require a rehearsal and focus on lecture over activity.
While interaction is key to learning, it is difficult to design and requires
skilled professionals to deliver.

Still, your training program should include plenty of interactive sessions that
require salespeople to connect with each other and the instructor.
Brainstorming, sharing experiences and discussing solutions to a challenge
are all good options. Situational exercises and role-plays are especially
effective ways to help the team learn and connect. For example, consider
asking each participant to make a sales pitch to the group and then inviting
the rest of the team to offer feedback.

2. Interdepartmental Connections
Successful selling is a team effort involving sales, marketing and product
teams. Including all three departments in sales training creates a holistic
experience and fosters stronger connections among the teams, which will
pay off down the road. Ask the marketing team to share collateral, new
content and sales ideas, and invite the product team to offer insight on
products and services, special features, and new product developments.

3. The Customer Perspective

It’s a great idea to invite customers to participate in your training program.
Surprised? Don’t be. Customers know the buyer experience better than
anyone else. Inviting them to participate in training sessions gives the sales
team a unique and valuable perspective. Customers can talk about their
buying experiences, how they use your product or service, and the
challenges they face.

5 Steps to Build a Successful Sales Training Program

Once you have those three key components in place, use the following five
steps to build your training program as part of your overall sales enablement
strategy:

1. Define Objectives and Key Performance Indicators (KPIs)

Your training program should support specific sales objectives, such as
boosting quotas, speeding up the sales cycle or achieving more wins. Start
by clarifying what those objectives are; then, create materials and training
sessions that support each one. Using KPIs and other performance measures
 as guideposts throughout the training process will help you evaluate your
progress.

2. Identify Performance Gaps

Regularly assessing weaknesses in performance at the team and individual
levels provides important clues about where to focus training. If you see that
the entire team has trouble promoting a specific service or that some
individuals repeatedly fall short of meeting their quota, you can create
training modules and materials to close those gaps.

3. Make Materials Accessible

Training is an ongoing part of a salesperson’s job, not something that only
happens during onboarding or new product launches. Set the expectation
that training is a central part of each salesperson’s work; then, make sure
materials are easily accessible and frequently updated. Sales enablement
software is particularly useful for supporting these processes.

4. Boost Retention
You invest time and resources in training and then … your salespeople
forget what you taught them. To prevent this issue from happening, when
you create training, add processes that boost retention, such as:

 Updating materials regularly and sharing them with the sales team.
 Requiring managers to meet with salespeople frequently to assess their
knowledge.
 Coaching to help keep team members’ skills and knowledge fresh.

5. Ask for Feedback

A successful training program isn’t static. You need to know if the training
is working and how you can refine it, and the best way to find that
information is to ask for feedback from salespeople and sales leaders.
 Consider using anonymous surveys to gather honest reactions, and do it
regularly. Use the input to refine your processes, create new content and
keep your training program on a successful path.

Sales Force Leadership.

AGS reinforces the qualitative perspective by focusing organizations on
the measurable quantitative landscape. Understanding elements of
leadership training is attainable by most but applying these components
and securing an immediate and positive impact on their teams through
coaching, developing and mentoring their people is paramount to an
organization’s long-term success.

Front line sales leaders, sales professional and sales executives for that
matter must not only understand their brands features and benefits within
the segment of their industry, however, they must possess the insight,
strategic thinking and creative mindset to have an impact on the
marketplace and on their customer base. This, done effectively,
proactively takes them from a relationship based selling organization to a
successful consultative selling organization.

The AGS approach to providing sales people, sales managers and sales
leaders with real world sales examples that lead to effective team
coaching, development and success is at the forefront of its Sales Force
Leadership program.

AGS has identified more than a dozen Sales Force Leadership strategies
including:

 Core Competency Skills Development

 Global/National/Regional/Territory Strategic Goal Setting
 Objective Setting & Performance Management
 Sales Tools Utilization & Analytics
 Channel Distribution & Profitability Measurement
 Strategic Thinking and other areas of critical focus
What is sales compensation?
Sales compensation plan examples
How to create a sales compensation plan

What is sales compensation?

Sales compensation refers to the payment a salesperson receives for their
work. As a rule, it includes a base salary, commission, and additional
monetary incentives to motivate a sales representative.
Sales compensation should be well-planned to drive the sales team’s
performance to success. This is why when speaking about sales
compensation, one commonly means working out a clever sales
compensation plan that would:

 Be aligned with sales roles. A sales compensation plan should be

specific to the various roles and responsibilities of members within
the sales team.
 Fit a company’s culture. A sales compensation plan should reflect
your company’s unique set of assets. In particular, it’s necessary to
understand how competitive your plan is in comparison to other
businesses within your industry and how it is different for top and
underperforming sales reps.
 Be clear and motivating. Your sales compensation plan should be
simple enough to help your sales teams understand your company’s
goals and the benefits they would get from it. Besides, it should
presuppose rewarding them for the behaviors that result in
business growth in general.

Sales compensation plan examples

There are many examples, or models, of a sales compensation plan. We
will consider five models applied by companies worldwide:
1. Salary-based compensation plan model
The main advantage of this plan is that it makes it easy to calculate the
compensation and predict hiring requirements. Besides, it relieves sales
reps of stress associated with not meeting the goals.
Among its main disadvantages is the fact that without commission, sales
teams may not be motivated enough to close many deals. As a result, a
company risks losing its top-performing salespeople who will be
interested in receiving commissions for their extra efforts. That is why
this model is not common among sales teams now.

2. Commission-based compensation model

A commission-only plan presupposes paying sales reps based on their
performance only. So, if they don’t close a deal, they get a zero. This
model isn’t risky since the company pays per closed deals only. It also
motivates sales representatives to work harder and get more money.
On the other hand, this sales-compensation plan makes it difficult to
foresee your expenses and plan your budget correspondingly.
3. Salary+commission-based compensation model
This is the most common plan that allows sales reps to get a fixed income
and stimulates them to sell. Besides, this model is beneficial for a
company, which can budget the base salary and employ a motivated
competitive sales team.
As a rule, the percentage of commission in this plan is lower because of
the fixed salary. The pay mix (the ratio of fixed pay to variable pay)
usually depends on the industry and sales roles.
There can be:

 More aggressive ratio: roles with more influence on purchasing

decisions.
 Mid aggressive ratio: managers with wider sets of responsibilities.
 Less aggressive ratio: reps with longer sales cycles and strategic or
consultative roles.
4. Salary+bonus compensation model
This plan can be used if you know that your sales reps tend to meet the
pre-set goals. You may foresee your expenses by paying your salespeople
a base amount and a predictable bonus per the particular number of sales.
For instance, if you know that 3 out of 5 sales representatives always hit
quota and get $40,000, you may annually budget $120,000 for bonuses.
Nevertheless, this model still makes it hard to motivate your salespeople
to overperform.
5. Straight-line commission model
This sales compensation plan presupposes rewarding salespeople based
on how much or little they sell. For example, if a total commission is
$1,000 and a sales rep reaches 90% of their quota, they get 90% of the
commission, which is $900.
Being quite easy to calculate, this model may be not motivating enough.
Say, if a person is okay with 80% of the quota, they will not be driven for
selling more.
How to create a sales compensation plan
To ensure you have a right sales-compensation plan at hand, you should
take the following steps:

Set your sales compensation plan objectives

Determining your goals is a key step for any strategy. Setting your sales
compensation plan priorities will help you decide how to reward your
salespeople in a way that works best for your company. Consider some
examples of objectives you may set for your sales compensation plan:

 Grow revenue
 Increase the percentage of repeat customers
 Increase the customer lifetime value
 Lower expenses
 Boost sales for specific products, and so on

Determine your sales compensation model

Now that you have defined your goals, you should choose the type of
compensation plan you will use for your sales team, which will depend
on:

 The type of your company and its product

 Your sales cycle
 Your budget
 Your sales team size
 Analysis of sales compensation plans your competitors use
 Your salespeople’s expectations

Choose when and how you will provide compensation

If your plan presupposes a commission, determine when your salespeople
will get compensated: when a customer signs a contract, when they send
you their first payment, or every time a customer pays. Besides, you
should choose a payroll software option to carry out your sales
compensation plan.

Set quotas
Determine what you expect of your sales reps so that they will know how
they can earn compensation. Remember that quotas must be reasonable,
feasible, and yet reflecting the business goals.
As it is, only 24.3% of salespeople exceed their quota, which means the
number of top performers is usually lower than the rest of your sales team.
Thus, it’s advisable to target average performers while setting quotas to
drive their movement several points upwards.

Review your sales compensation plan

Any business strategy can’t be actionable forever. The same goes for your
sales compensation plan. As your sales team grows, and company
objectives become more ambitious, it should undergo corresponding
changes. However, remember that these changes must always be aligned
with your sales reps’ expectations: they should feel motivated and
rewarded.

How to Evaluate the Performance of Your Sales Team?

The attitude, aptitude, and ability of your sales team to deliver results must
be objectively assessed to help you evaluate your sales performance fairly.
The management is responsible for providing the sales team with the
essential tools, opportunities and territories that will drive good
performance. There are different methods and tools you can use to make
this process simpler and more effective.
 Here are a few tips to help you evaluate the performance of your sales
team:
1. Design an Effective Sales Process and Follow It!
It might sound strange since sales is a results-driven business, but you
must focus on the overall sales process to get the best picture of your
team’s performance. Create a sales funnel to guide your potential
customers through each stage of their decision-making process. These
include:

 the first contact

 the initial discussion to identify the customer’s requirements
 the conversations and interactions about building a relationship
 the closing

Evaluate your sales performance to discover how well they perform at

each stage of the sales process. It will help you identify their weaknesses
and provide targeted training and coaching to the people who are
struggling in different stages. For example, one of your best closers might
be struggling with the initial interaction with customers or vice versa.
2. Set Realistic Sales Targets
Performance evaluation should always start by setting the goals and
metrics first. The most important metric is the revenue which sets the
difference between success and failure. When you set the revenue goal for
your team, then it is time to set the sales quota and further specific goals.
Establish short- and long-term goals, along with your sales team to keep
them motivated and accountable.
Select the determinants to evaluate sales performance by considering the
product type, market trends and customer preferences. These
determinants can be the sales volume, the number of new accounts added,
customer satisfaction, initiatives, retention of existing accounts etc.
3. Make Self-Evaluations Part of Sales Performance Review
Make sure you set a regular performance review with your team to ensure
accountability. These reviews can be monthly, quarterly, or annual.
However, weekly reviews might help you identify problems quickly and
make appropriate adjustments where required. These reviews can be
formal or informal.
Just be sure to monitor your sales team’s performance with a set criterion,
especially in high-velocity sale environments. However, do not make
hasty decisions without giving your team enough time for improving their
performance.
4. Evaluate Key Performance Indicators
Key performance indicators or KPIs are some quantifiable measures,
which assess if an employee can meet the company’s goals. Sales KPIs
include meaningful conversations, the speed of response, persistence and
the proportion of leads that get a response etc. These KPIs are said to be
drivers of success and can help you identify the weaknesses of your sales
team.
5. Innovate Your Performance Review Process
Another effective way to evaluate your sales team performance is by
joining them on sales calls. This will help you assess how well they do in
the field. Schedule a few joint sales meetings with them or do a virtual
meeting with them. This will provide you with the perfect opportunity to
observe their process in a live selling scenario. You can take advantage of
these joint meetings to provide immediate feedback and coaching where
people need it.
6. Never Ignore Customer Feedback
You can get an idea of how well your sales team is doing by gauging
customer experiences. Conduct customer feedback surveys that will
provide valuable insight into the performance of your sales team. Ask for
detailed information like who services them, what their experience was
like and factor in their recommendations. Use this feedback to score your
sales team’s effectiveness in customer service.

Recruiting and Selecting Qualified Job Applicants

Describe effective strategies for recruiting and selecting qualified job

applicants.

There are several steps in the recruitment and selection process. They
include advertising for and sourcing candidates, reviewing applications,
screening candidates, conducting interviews, and making an offer. HR
works closely with hiring managers during the interviewing process.

Managers know more than anyone else about what a particular position
involves and what kinds of skills an employee needs to do the job
effectively. They may be the one to request the creation of a new position.
They are very likely to be asked to help define an existing job or a new
job. They, with the help of HR professionals, will describe the tasks and
responsibilities of the position, as well as the qualifications required.
First, HR professionals go through a process of job analysis. They ask
questions, observe workers, conduct surveys, and determine what,
exactly, is required to do the job well. What qualifications will an
employee need for the job? What skills are necessary? Are there physical
skills or requirements?

Job analysis is a first step toward creating a job description and job
specification. The job specification is a statement of employee
characteristics and qualifications required for satisfactory performance of
defined duties and tasks comprising a specific job or function. A job
description is more than just a paragraph describing the responsibilities of
the job; it’s also an important document that should contain specific
information and statements. For example, a job description should state
that the employer does not discriminate against potential employees based
on age, race, gender, or other personal qualities. In addition, the job
description should describe the level of education, experience, and
knowledge required for the position. These types of statements are
important for several reasons. First, they make it easier to decide whether
a particular candidate is really a good match for the job. Second, they
provide documentation to show why one candidate might be chosen over
another. Discrimination lawsuits that go to court are very expensive, so
well-crafted job descriptions can save an employer a great deal of money.

Now the HR department takes over. It’s up to them to reach out to find
qualified candidates, screen possible applicants, and select individuals
who meet your needs. You will then interview a small number of highly
qualified individuals and choose the person who best fits your
department’s needs.

Here is the process of recruitment and selection that starts once a job
description has been finalized:

Advertising Openings and Recruiting Candidates

How do you find the perfect candidate for a job opening? There are
several techniques. Advertising in newspapers and trade publications can
be effective. Most recruiters also use online sources to find job candidates.
For example, sites such as Indeed, Monster, and CareerBuilder are very
popular. Employers can list jobs on these sites and can search through
resumes to find potential employees.

Social sites are also a good way to seek out qualified candidates. LinkedIn
is a website that allows employers and potential employees to share
information about themselves. Facebook offers opportunities for
employers and potential employees to find one another. Often, recruiters
search these sites to find qualified candidates, and reach out to selected
individuals about job openings. HR also considers candidates suggested
by existing employees, talks to people who walk in to inquire about jobs,
reaches out through college recruitment events and job fairs, and contacts
individuals who have received certification through programs such as
Udacity. Another option is to work through recruiters called “head
hunters” who find individuals with the right skills and invite them to apply
for a particular position.

In many cases, jobs are opened up to internal candidates before they are
advertised to the wider world. When that happens, jobs are advertised
through company newsletters and bulletin boards and candidates go to HR
to apply for the job.

Screening Applicants
Very often, people apply for jobs for which they are not fully qualified.
To narrow down the applicants, HR screens applications. They look
carefully at resumes, skills, and level of experience to be sure the
individual really meets the criteria for the job. They also do background
checks on applicants who appear promising, checking on possible
criminal records or other serious issues. They may also use keyword filters
to review large numbers of resumes for mention of specific skills,
educational levels, or management experience. Keyword filters are
necessary—but at the same time they can be a problem. Software may
eliminate individuals who really are qualified for a job or include
individuals who use the right keywords but don’t really have the skills
they need to jump in and do the job right.

Watch the following interview between Peter Cappelli of the Wharton

Business School and The Wall Street Journal to find out more about why
qualified applicants have a hard time getting through some screening
tools.

An interactive or media element has been excluded from this version of

the text. You can view it online here: http://pb.libretexts.org/pom/?p=254

Preliminary Phone Interview

Quite a few job applicants look “good on paper,” meaning that their
resumes are impressive. Once you actually speak with them, however, it
may become obvious that they don’t really meet the requirements of the
job. Alternatively, a moderately attractive applicant might turn out to have
personal qualities and abilities that are better than they appeared on paper.
Preliminary phone interviews allow the HR department to select only the
most promising candidates for in-person interviews with the hiring
manager and other members of the hiring team.

Face-to-Face Interview and Selection

After preliminary interviews are completed, HR can provide the hiring

manager with a set of promising applicants who have the skills,
credentials, and background to fit the manager’s needs. Now the hiring
manager can sit down with each candidate and get to know her through a
personal interview. Often, hiring managers will conduct a second
interview after narrowing down their options to just a few candidates.
They may also include other team members in the interviewing process
and/or conduct tests to determine whether candidates have the level of
technical skill they need for the job.

It takes some skill and knowledge to interview a job applicant effectively.

It’s important to do the job right, though, because the costs of hiring
someone are substantial, and many hires leave within one year. Some
effective interviewing techniques includes the following:

Planning and preparation. Before starting an interview, it’s important

for a manager to have read the applicant’s resume, prepare questions, and
know what he wants to learn during the interview. It’s also helpful to set
a time limit for the interview.

Understanding the job. In some cases, managers don’t have direct

experience doing the job for which they’re hiring. When that happens, it’s
important for the manager to talk with people who are doing the job now
as well as direct supervisors and teammates. What are the most important
qualities, skills, and qualifications required for the job? Are there specific
situations for which the new hire should be prepared? Knowing about the
job makes it easier to ask the right questions.

Connecting with the applicant. Most people are nervous at job

interviews, and it’s important to set the applicant at ease so she can put
her best foot forward. Instead of just saying “Don’t be nervous,” good
managers spend some time chatting with the candidate and explaining the
interview process.

Active listening. Managers want to learn about the candidate, so active

listening is very important. Managers need to show that they’re interested
by nodding, asking follow-up questions, smiling, or otherwise using body
language to encourage the candidate to share more information.
The Job Offer

Once the hiring manager decides who she’d like to hire, the HR
department makes an offer. Typically, a job offer includes information
about salary and benefits as well as details about the job requirements. If
the candidate is interested, he will need to sign a contract or otherwise
accept in writing before taking the job—usually a letter or email is
acceptable until the employee’s first day.

Because the process can be complicated, it’s important to have very

concrete reasons for choosing one candidate over another. For example,
saying “Mary fits into the team better than Sally” is likely to lead to
Mary’s feeling that she has lost a popularity contest. A better option is to
have a checklist of qualifications that can be shared with job candidates.
If you can show Sally that Mary has stronger IT skills, more management
experience, and important marketing knowledge, it will help Sally
understand why Mary really is the better person for the job.

How to Evaluate the Performance of Your Sales How to Evaluate the

Performance of Your Sales Team?