Management Consulting/Sales Management
b) Why recruitment and selection of sales personnel for an engineering/capital goods company assumes a challenge for a Human Resource Manager?
B]Why recruitment and selection of sales personnel for an engineering/capital goods company assumes a challenge for a Human Resource Manager? Discuss by making appropriate assumptions.
Why recruitment of sales personnel for an engineering company assumes a challenge for a Human Resource Manager
The trend away from a reliance on ‘permanent’ full-time contracts of employment
to the increasing use of more flexible and atypical working arrangements – eg
homeworking, compressed hours working, term-time contracts and part-time
arrangements, as well as outsourced services and contracts for services – can be
seen to be a continuing one. The reasons for this include:
●● legislation – ie the unfair dismissal rights of employees, agency workers’ rights
●● employee expectations about work–life balance
●● changes in career paths as knowledge workers move to self-employment
●● organisations’ utilising a range of options to resource their non-core functions
●● organisations’ requiring increased flexibility in terms of hours of work,
location, skills development and the duration of the employment relationship
in order to respond quickly to market demands
●● government policy on outsourcing and efficiency in the public sector
●● business gurus’ – notably Tom Peters’ – encouraging companies to concentrate
on what they are good at and to outsource the remainder.
Planning for Recruitment
• Since the purpose of recruitment is to quickly find applicants who fit specific job requirements, you must decide where you want your organization to go, and what kinds of employees will take you there. Effective strategic planning helps you to create a clear picture of your medium-term priorities, analyze your human resource needs and measure current staffing against these needs. From this you and your executives can develop appropriate descriptions of the positions that will have to be filled and the profiles of candidates that should be made available for the selection process. Your recruiters can then determine the best strategies for identifying appropriate sources of candidates.
• Recruiting does not always mean adding new positions or seeking new employees who fit the traditional profile. Options for meeting the organization's talent requirements include outsourcing, recruiting from within, and recruiting persons who can carry out tasks through telecommuting, freelancing, temporary and contract work. Your company's access to technology will determine your readiness for some of these possibilities.
Factors that Affect Retention
• Regardless of the source or type of candidates you recruit, the success of recruitment is ultimately determined by the complementary HR strategies that start with selection and continue with retention. After the selection process is complete and suitable employees are on board, your organization has to manage these employees so that they will remain productively engaged as long as you need them. Retention is a complex matter affected by external and internal factors. You may not be able to change the conditions in the wider society or in the labor market that affect whether your employees remain with you. But you can certainly try to manage your company's climate, culture, and quality of work life so employees will want to stay with you. You will have to pay attention to your induction and staff development processes; your performance management, compensation and reward systems; the extent to which you integrate the personal goals of employees with your organization's needs; and whether your company shows respect for the material and psychological contracts that you enter into with your employees. These are some of the many factors that affect your ability to retain good people.