HIRING FOR SALES

Job analysis, Man power planning,

Recruitment and Selection

Study of the various sources and methods adopted by 11

companies in different sectors and analyse the difference
based on the requirements and the job profile

23 Aug 2010
HIRING FOR SALES
EXECUTIVE SUMMARY

We at group 2 have analysed the hiring process followed by 11 different companies in various
industries and also in retail stores, each requiring a different skill set and also has different job
responsibilities. They include retail, banking, technology, insurance, newspaper and equipments
(tools). The salient features of these companies’ hiring process is as follows

ARICENT

The company is a technology and services company that focuses on communications and the clients
include Vodafone and Eriksson. The sales person needs to pitch to clients and hence they are
checked for their technical skills and also presentation skills.

FAB INDIA

The company provides clothing and furnishing with an exclusive taste of India. We had been to the
retail outlet of Fab India and studied the hiring of sales personnel there. The most important skills
they were looking in a sales person was communication skill.

HCL INFOSYSTEMS

The company offers desktops, laptops, servers and system integration solutions. The key sills that
the company looks at in their sales personnel are demonstration skills and technical skills (sales
support).

INDIAN BANK

Indian bank is one of the largest public sector banks in India with over 100 years of domestic banking
and a business of over 150000 crores. They have a separate marketing department but the branch
level sales are managed by the branch manager. We will be looking at both of them separately.

KOUTONS RETAIL INDIA LTD

Koutons is a leading manufacturer and retailer of readymade wear. Their retail model is by
franchisee and their sales person visit the showroom about twice a year. The in-store sales
personnel requirements are managed by the franchisee owner and not influenced by the company.
They look for experienced people and they lay emphasis on communication skills.
MARUTI SUZUKI

We had been to the Ghaziabad store of Maruti Suzuki and spoke with the personnel there. The
targets are fixed by the company and the major skills looked for in the sales personnel are product
knowledge, competitor knowledge and customer handling sills

MAX NEW YORK LIFE INSURANCE

The company provides insurance solutions for various categories of people that include insurance,
retirement solutions and children’s plan. Later the company trains its sales force. The characteristic
skill mentioned was”greed”. The sales personnel are set very high targets and should meet them.
Also there is a high variable component in the pay package.

NEXT RETAIL INDIA LTD

NEXT is a leading electronics super store and has store throughout the country. They are into
retailing of consumer electronics, home appliances IT and accessories. At the store manager level
they recruit MBA while at the sales personnel level, they recruit school graduates. The requirements
vary significantly.

STANLEY WORKS INDIA LTD

Stanley India is part of Stanley works, a $4bn company. They specialize in hand tools and hydraulics.
They are currently in the growing stage being a relatively new player in India. It is primarily B2B sales
and the company deals with manufacturing industries. Multiple skills are required that include
appointment taking, demonstration, order taking skills and also maintaining dealer relationship.

VIRAT VAIBHAV

It is the Delhi edition of Gujarat Vaibhav, a leading daily in Gujarat. The person whom we met is in
sales (space selling). The person has to pitch to companies, PSU’s and Government offices in order to
get advertisement in the paper. Key skill required is the appointment taking and the new person is
graded very heavily on that particular skill.

WOODLAND

Woodland is a leading manufacturer and retailer of trekking shoes and apparel. The key
requirement of the sales personnel are product knowledge, stock details and communication skills.
Scenario enactment is used to hire people and they are then trained. Also the sales personnel are
transferred between stores.
Table of Contents
EXECUTIVE SUMMARY...........................................................................................................................3
OBJECTIVE.............................................................................................................................................7
INTRODUCTION.....................................................................................................................................8
Hiring Employees in Sales..................................................................................................................8
THE HIRING PROCESS...........................................................................................................................10
JOB ANALYSIS......................................................................................................................................11
Elements of Job analysis..................................................................................................................13
Work Analysis:.............................................................................................................................13
Competencies or Knowledge, Skills and Abilities.........................................................................14
MANPOWER PLANNING AND FORECASTING.......................................................................................15
Steps in Manpower planning...........................................................................................................16
Advantages of manpower planning.................................................................................................16
Perquisites of Manpower Planning..................................................................................................17
Analysing the current manpower inventory....................................................................................17
Forecasting Manpower Needs.........................................................................................................17
Trend Analysis:............................................................................................................................18
Ratio analysis...............................................................................................................................18
RECRUITMENT.....................................................................................................................................19
Sales recruitment resources............................................................................................................20
Process............................................................................................................................................21
Sourcing.......................................................................................................................................21
Screening.....................................................................................................................................21
Sources of applicants.......................................................................................................................22
Internal........................................................................................................................................22
External........................................................................................................................................22
SELECTION...........................................................................................................................................23
LIVE STUDY OF HIRING PROCESS IN VARIOUS COMPANIES.................................................................26
ARICENT...........................................................................................................................................27
FAB INDIA LTD.................................................................................................................................29
HCL INFOSYSTEMS LTD....................................................................................................................31
INDIAN BANK...................................................................................................................................32
KOUTONS INDIA LTD........................................................................................................................33
MARUTI SUZUKI INDIA LTD..............................................................................................................34
 MAX NEWYORK LIFE INSURANCE................................................................................................35
NEXT RETAIL LTD..............................................................................................................................37
STANLEY WORKS INDIA LTD:............................................................................................................39
VIRAT VAIBHAV................................................................................................................................41
WOODLAND.....................................................................................................................................42
REFERENCES........................................................................................................................................44
OBJECTIVE

To study sales personnel hiring process

a) Detailed study of job analysis, manpower planning, recruitment, selection processes
b) Live study of 10 companies from different industries
INTRODUCTION
Identifying the right person to fill a job vacancy has always been difficult. Our aging,
culturally diverse, and heterogeneous workforce has increased that difficulty, and our
globally competitive
economy makes searching for competent workers an even more formidable task. The rise of
the Internet and the virtual avalanche of resumes employers receive in response to each job
posting make the task of finding suitable candidates yet more laborious.

Still, hiring the wrong people poses serious risks to all businesses—from the smallest to the
large, multinational corporation. Indeed, the costs of a hiring mistake are estimated to be
from one-half to ten times an individual’s yearly salary. The expense of hiring mistakes must
be controlled by using a systematic and consistent approach to identifying and hiring
competent and suitable people.

Hiring a competent and suitable individual to fill a position is a true win-win proposition—a
win for both the new employee and the employer. Recruiting competent people for positions
in which they can succeed, feel good about what they are doing, and experience the positive
regard of their co-workers is highly reinforcing to everybody.

In most organizations, sales force is the one group that generates the revenues for the
organization. Thus, sales force is directly involved in carrying out the company’s strategic
marketing plans. How well these plans are implemented depends to a great extent on the
choice of sales people to do the implementation. Certainly the selection process and the type
of sales people hired should be consistent with the company’s strategic marketing planning.

Hiring Employees in Sales

 Make sure your candidate has sold a product that has the same sales cycle that you
have. Don't hire a base-hitter when you need a home-run guy or vice versa.
 Make sure the candidate has carried a quota and is comfortable with hitting the
numbers.
 If you have an inside sales job, hire an inside sales person; if an outside job, hire an
outside person. These two usually don't cross. They are different jobs.
  Look to see that the candidate has been in an environment that is fairly similar to
yours. If you're a start-up company, you may not want that IBM guy – the cultures are
just too different.

There are few challenges quite as tiring as trying to recruit an effective sales force.  Because
of its impact on the company's bottom line, selecting the right sales people is a critical area
that requires a lot of attention.  When the sales force does not achieve the desired results,
more sales training programs are established and the sales representatives with the lowest
level of performance are soon replaced.  It seems to be a never ending cycle in which sales
managers see little hope for relief.  In most companies, 80% of the sales seem to come from
20% of the sales force.  While the objective has always been to try to clone the top 30%, that
really never seems to happen.

THE HIRING PROCESS

 Step 1:
Job Analysis, Job Description, Job Specification

Step 2:
Manpower Planning

Step 3:
Recruitment

Step 4:
Selection

Step 5:
Job Offer

Step 6:
Evaluation and Improvement of
hiring Process

Figure 1: The Hiring Process

JOB ANALYSIS
What is a Job?

A job is a logically related group of work functions of the same level of responsibility and
difficulty which are required to be performed by one employee or a group of similarly
qualified employees.

What is Job analysis?

A job analysis is the process used to collect information about the duties, responsibilities,
necessary skills, outcomes, and work environment of a particular job. You need as much
data as possible to put together a job description, which is the frequent outcome of the job
analysis. Additional outcomes include recruiting plans, position postings and
advertisements, and performance development planning within your performance
management system. A job analysis is a tool used to identify the major job requirements
which are linked to the knowledge, skills and abilities (KSAs) required for the job to be
filled. It helps ensure the most qualified candidate is selected for the position.

Introduction:

Completing a competent job analysis is ordinarily necessary in order to write the job
description, the formal statement of the responsibilities involved, and the qualities necessary
for success on this specific job. Without such a job analysis, it is difficult, if not impossible,
to prepare a useful job description—and without a job description it would be impossible to
fill any job vacancy successfully.
But job descriptions have a bad reputation in most organizations. Both employees and
managers regard writing job descriptions as a waste of time—until they need to use the
information from that job description. Many feel that job descriptions are too confining, that
they limit people to a specific set of tasks, and that they limit the behavior of job incumbents.

One use of job analyses is in developing behavioral interviewing protocols for candidate
screening. The job description that is the end-product of the job analysis should provide a
clear picture of the work and activities and the requirements. These then should provide the
basis on which to develop a behavioural interviewing protocol—questions inquiring into a
candidate’s experience in such work activities and seeking to establish the degree to which
the candidate has the necessary requirements to perform the important work activities. This is
a method for developing a behavioral interview much preferred to the more generic approach
that lacks a specific job-relevant focus.

Another important use of job analyses is as the criteria for validity studies of any pre-
employment selection procedure, especially psychological tests. The Standards for
Educational and Psychological Testing (American Educational Research Association and
others, 1999) specify that the job requirements involved in studies of predictor-criteria
relationships should be ‘‘determined by a job analysis’’ (p. 160). In other words, the validity
of a psychological test or any procedure for selecting job candidates must be determined by
the correlation of that procedure with an important aspect of job performance as identified by
a job analysis.

Goals of Job analysis:

The objective of job analysis should be the description of observables. Often the behaviour
or trait necessary for performing the job or supporting success is not observable but the
products or out comes kind of materials or work aids used, and the people included in the
decision process can be reported and help substantiate its operation. If a work behavior has no
observable component, then it cannot be described in a job analysis.

A job analysis consist of a description of work behavior independent of the personnel

characteristics of particular people who perform job the job .A job analysis describes how
how a job is performed and focuses on the position, not the person doing the work.
Performance appraisal is used to described how well individuals perform their jobs. The
actual performance appraisal instrument have been developed from job analysis.

Job analysis data must be verifiable and reliable. The organization must maintain record of
the data, document all decision that is data based, and is able to justify every job analysis
judgment in terms of observable behaviors. The data must be reliable, indicating the
indicating that different sources agreed on judgment about the work.

Elements of Job analysis

There are four typical components
 1. Work Analysis: Tasks involved in the job
2. Competencies or Knowledge, skills and abilities(KSA)
3. Data on range of job performance
4. The characteristics of the work place

Work Analysis:
A useful approach is that of Functional Job Analysis (Fine, 1989, Fine & Cronshaw, 1999),
which specifies (1) an action verb, which describes the action performed in observable terms;
(2) the outcomes or results of that action; (3) the tools or other equipment used; and (4) the
amount of discretion allowed the worker in that action.
There two aspects to the WA process: one is the importance of the action to the success of
performing the job and the other is the frequency with which that action is performed.
Obviously, important and frequent actions constitute the bulk of the WA. But important but
infrequent actions often need to be included.

Possible job description items:

1) Job title: A specific designation of a post within an organization normally associated

with a job description that details the tasks and responsibilities that go with it. With
the rise of online job search engines, job titles became increasingly important. In
many cases, this causes job title inflation.
2) Job duties may also be called Tasks Performed; may be as lengthy as necessary to
fully describe each essential duty or responsibility which comprises the employee's
functions, generally starting with principle duties.
3) Roles and responsibilities: This includes supervisory level, managerial requirements,
and any working relationships and may also include your corporate/individual
objectives.
4) Job specifications or qualifications
5) Key role interactions
6) Salary and benefits: Describes the compensation type, hourly or salary, and amount.
In addition it includes both standard benefits and any fringe benefits associated with
the position

Competencies or Knowledge, Skills and Abilities

Knowledge is defined as an organized body of information, usually of a factual or procedural
nature, that, when applied, makes the successful performance of a job action possible.
Knowledge is usually not demonstrated in the action itself but rather by prior education,
training, or testing. In observing the action, the knowledge base is assumed and inferred
rather than directly observed.

Skill, the second necessary component for the successful execution of the job action, is
defined as the proficiency in the manual, verbal, or mental manipulation of people, ideas, or
things. A skill is always directly observable and a certain level of skill is typically set as a
standard or baseline for the successful performance of the action.

Ability is defined as the present capacity to execute a job action, to perform a job function by
applying an underlying knowledge base and the necessary skills simultaneously. Knowledge,
like ability, is not observable directly but rather is an inferred, higher-order construct, such as
problem solving, spatial ability, intelligence, and so on. For lower-level jobs, it is relatively
easy to describe the KSA required in terms of just K and S. Abilities are typically invoked in
describing higher-level technical, professional, and managerial jobs as the WAs become more
conceptual, abstract, and complex.

Success in sales is far more a function of the individual’s personal/ interpersonal skills than
of any technical know-how. One exception is technical sales, where product knowledge often
requires some in-depth understanding of scientific and technical data. Beyond this important
exception, the many types of sales jobs involve other differences, for example, between
inside and outside sales, between selling tangibles (goods) and intangibles (services), so the
WA analysis should identify the tasks involved and the requirements.
MANPOWER PLANNING AND FORECASTING
Manpower Planning which is also called as Human Resource Planning consists of putting
right number of people, right kind of people at the right place, right time, doing the right
things for which they are suited for the achievement of goals of the organization.

Manpower planning is the process of deciding what positions the firm will have to fill, and
how to fill them. Manpower planning covers all future positions from maintenance clerk to
CEO. However, most firms call the process of deciding how to fill company’s most important
executive jobs succession planning.

Employment planning should be an integral part of a firm’s strategic and HR planning

processes. Plans to enter new businesses, build new plants, or reduce costs all influence the
types of positions the firm will need to fill.

One big question is whether to fill projected openings from within or from outside the firm.
In other words, should you plan to fill positions with current employees or by recruiting from
outside? Each option produces its own set of HR plans. Current employees may require
training, development, and coaching before they’re ready to fill new jobs. Going outside
requires a decisions about what recruiting sources to use, among other things.

Turnover creates unnecessary expense and reduces efficiency. Productivity drops. When a
planner identifies high turnover in a specific department, the quality of training and
supervision in that department should be looked into. As a part of the human resources
function, the planner would contribute to the decision on what steps should be taken to
remedy the turnover situation, such as training, pay and incentive improvements, and the like.
The human resources manager would then go to management with the problem of turnover
and make the combined recommendations.

It's also important to determine exactly why workers, supervisors or managers leave. Every
departing employee should have an exit interview and your company should maintain a
record of the reasons for leaving. You should ask individuals who quit to fill out an Exit
Interview Attitude Survey.

Plans to reduce turnover are an important part of a Personnel planner's job. The success
in the task of reducing turnover goes a long way to insuring that a company has the right
number of persons with the right skills to fulfill the company's needs and make it a
successful organization.

Steps in Manpower planning

1. Predict manpower plans
2. Design job description and the job requirements
3. Find adequate sources of recruitment.
4. Give boost to youngsters by appointment to higher posts.
5. Best motivation for internal promotion.
6. Look after the expected losses due to retirement, transfer and other issues.
7. See for replacement due to accident, death, dismissals and promotion.

Advantages of manpower planning

Manpower planning ensures optimum use of available human resources.
1. It generates facilities to educate people in the organization.
2. It boosts the geographical mobility of labor.
3. It provides smooth working even after expansion of the organization. Efficient
management of personnel becomes an important function. Setting of large scale
enterprises requires management of large scale manpower.
4. It opens possibility for workers for future promotions, thus providing
incentive.
5. It creates healthy atmosphere of encouragement and motivation in the
organization. Staffing function not only includes putting right men on right job, but it
also comprises of motivational programmes, i.e., incentive plans to be framed for
further participation and employment of employees in a concern. Therefore, all types
of incentive plans becomes an integral part of staffing function.
6. Higher productivity. Productivity level increases when resources are utilized
in best possible manner. Higher productivity is a result of minimum wastage of time,
money, efforts and energies. This is possible through the staffing and its related
activities (Performance appraisal, training and development, remuneration) .
7. A concern can stabilize itself if human relations develop and are strong.
Human relations become strong trough effective control, clear communication,
effective supervision and leadership in a concern.
 8. Shortages and surpluses can be identified so that quick action can be taken
wherever required.
Perquisites of Manpower Planning

Step 1: Job Analysis / job design - Management must define what work to be performed, how
tasks to be carried out and allocated into manageable work units (jobs)
Step 2: Job description & job specification: It refers to incumbent where a job specification
with regard to qualification and experience needed to perform a job
Step 3: Forecasting procedures: Corporate planner has to forecast the number of people
needed for a particular job. It can be done by forecasting the internal supply and external
supply of the people who can perform the job
Step 4: Internal Supply of Manpower: Identifying the manpower internally.

Analysing the current manpower inventory

Before a manager makes forecast of future manpower, the current manpower status has to be
analysed. For this the following things have to be noted-

 Type of organization
 Number of departments
 Number and quantity of such departments
 Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting.

Forecasting Manpower Needs

Practical Personnel forecasting should generally be limited to five years or less. Society and
technology change too rapidly to permit accurate forecasting for longer periods of time.

The planner begins by studying the company's operational plan in detail to determine its
objectives regarding:

- Capital investment in buildings and new machinery

- Proposed changes in product design

- Proposed introductions of new products

 - Changes in materials to be used

- Changes in sales volumes forecast

In addition to these major influences on future Personnel requirements, the planner considers
turnover rates, retirements, internal promotions, and effects of improved supervision. He or
she must also consider the learning curve, that is, how long it takes for qualified personnel to
reach full output after any changes have been made.

The most common Manpower planning approaches involve the use of simple techniques like
ratio analysis or trend analysis to estimate staffing needs based on sales projections and
historical sales to Manpower relationships.

The usual process is to forecast revenues first and then estimate the size of the staff required
to achieve this sales volume. Here, HR managers use several techniques.

Trend Analysis: Trend analysis means studying variation in your firm’s employment levels
over the last few years. You might compute the number of employees in your firm at the end
of each of the last five years, or perhaps the number in each subgroup (like sales, production,
secretarial, and administrative) at the end of each of those years. The purpose is to identify
trends that might continue into the future. Trend analysis can provide an initial estimate, but
employment levels rarely depend just on the passage of time. Other factors like changes in
sales volume and productivity also affect staffing needs.

Ratio analysis: Another approach, ratio analysis, means making forecasts based on the ratio
between (1) some causal factor like sales volume and (2) the number of employees required
(for instance number of sales people). For example, suppose as salesperson traditionally
generates $500,000 in sales. If the sales revenue to salespeople ration remains the same, you
would require six new salespeople next year (each of whom produces an extra $500,000) to
produce an expected extra $3 million in sales.

Like trend analysis ratio analysis assumes that productivity remains about the same – for
instance, that each salesperson can’t be motivated to produce much more than $500,000 in
sales. If sales productivity were to increase or decrease, the ratio of sales to salespeople
would change. A forecast based on historical ratios would then no longer be accurate.
RECRUITMENT

The sales manager is responsible for recruiting salespeople by identifying sources for new
employees, screening applicants, conducting interviews, contacting references, and
recommending candidates to the regional manger. Typically, the regional sales manager
recruits and selects new salespeople when needed. Often, candidates are found through
universities, Internet sites, or applicants who formally apply to the company through cold-
calling efforts. Finding a good sales person is difficult at the best of times, particularly of
your business is in a low profile or unglamorous industry or industry segment. Recruitment is
also a costly and time consuming process. Business owners need to be focused on the process
and on the desired outcomes.

Key qualities which manager looks for when recruiting candidates for employment are
mainly, Personality, which is an important factor when considering a candidate for a sales
position. Empathy, ego and optimism are good personality attributes to consider when
screening candidates for a sales position. Each of these attributes has a strong correlation to
success in sales. Empathy is the ability to sense the reactions of another person and ego refers
to the inner need to persuade another individual for one's own satisfaction. Both of these
traits combined are predictors of a good salesperson and are strongly considered when
recruiting and interviewing job applicants. Additionally, it is important to consider the
applicant's level of optimism as it relates to personal achievement. Optimism and enthusiasm
are good indicators of the ability of a salesperson to manage adversity and is a trait that is
often needed to overcome rejection and slow sale months.

Although most companies have their own selection procedures, a typical candidate selection
process will resemble the following:

1. First interview by district sales manager (Candidate is accepted and given a formal
application or they are not accepted and sent a rejection letter.)
2. Candidates that submit an application are invited to a second interview with the
district manager.
 3. Candidates may spend a day in the field with a salesperson and the district manager
receives feedback from the salesperson on the candidate's level of enthusiasm.
4. District manager checks the candidate's references and criminal background.
5. Regional sales manager interviews the candidate.
6. Regional manager and district manager discuss the candidate via telephone
conference or personal meeting. (Decision is made whether to offer the candidate the
position)
7. Regional sales manager formally offers the job to the candidate.
8. Physical examination is needed if offer is accepted by the candidate.
9. Recruitment of Sales personnel

Sales recruitment resources

There are various number of sales recruitment resources to help make selection easier and
more reliable. Some of them are:

Sales Assessment Centres

There are various assessment centre designed to put salespeople through their paces and
make hiring sales people easier.  During the assessment centre they will encounter a number
of sales situations which will put their selling skills to the test and which will provide an
empirical measure on which the sales recruitment decision can be based.

Skills Based Questionnaires

Interviewing salespeople is a notoriously difficult task.  There are various structured

questions and model answers so that non sales managers can manage the sales interview
process and get an objective view of the salesman’s real capability.  This is a much cheaper
and easier way of finding out if he or she is any good than waiting until they have been on the
road for three months!

The Sales Master 

At the heart of the Sales Master are two knowledge based games which test the theoretical
knowledge of salespeople. Used as a freestanding recruitment tool or as part of sales
assessment centre, the Sales Master will very quickly tell you which salesman has the
knowledge and which is trying to pull the wool over your eyes.

Recruitment Tools

If you are recruiting salespeople for a solutions based selling role, then you need to know if
your candidate can think quickly on his feet and develop good solutions to difficult
problems.  So why not use the In Tray Exercise. This self contained module is designed to
test the ability of the salesman to think quickly under pressure and come up with the right
answer.  The In Tray Exercise is easy to administer, requires no prior sales knowledge and
will produce an absolute result in as little as 45 minutes.

Psychometric Testing

Whether salesmen are born or trained is a matter for debate.  But there is no doubt that
successful salespeople have an aptitude for the profession which can be easily and simply
measured.  Our array of online tests can be administered pre-interview and will give instant
feedback on the suitability of a candidate for the role.

Advice and Consultancy

There are various consulting companies that has years of experience in recruiting, training
and motivating sales forces.  If you are in the process of building up your team, they can help
you with every aspect of the task from drawing up the job specification through to designing
territories, building incentive schemes, recruiting the individuals and getting them trained.

Process

Sourcing
Sourcing involves
a) Advertising, a common part of the recruiting process, often encompassing multiple media,
such as the Internet, general newspapers, job ad newspapers, professional publications,
window advertisements, job centers, and campus graduate recruitment programs; and
b) Recruiting research, which is the proactive identification of relevant talent who may not
respond to job postings and other recruitment advertising methods done in #1. This initial
research for so-called passive prospects, also called name-generation, results in a list of
prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened

Screening
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing,
and computer skills. Qualifications may be shown through résumés, job applications,
interviews, educational or professional experience, the testimony of references, or in-house
testing, such as for software knowledge, typing skills, numeracy, and literacy, through
psychological tests or employment testing. Other resume screening criteria may include
length of service, job titles and length of time at a job. In some countries, employers are
legally mandated to provide equal opportunity in hiring. Business management software is
used by many recruitment agencies to automate the testing process. Many recruiters and
agencies are using an applicant tracking system to perform many of the filtering tasks, along
with software tools for psychometric testing.

Sources of applicants
Internal
 Notice Boards
 Employee Referrals
 Internal Transfer

External
 Direct unsolicited applications
 Employment agencies
 Salespeople making calls on the company
 Employees of customers
 Sales executives’ clubs
 Sales force of non competing companies
 Sales force of competing companies
 Educational Institutions
SELECTION

The Main Objective of a selection procedure is to determine whether an applicant meets the
qualification for a specific job, and then to choose the applicant who is most likely to perform
well in that job.

The entire process of selection begins with an initial screening interview and concludes with
a final employment decision. When a selection policy is formulated, organizational
requirement like technical and professional dimensions are kept in mind.

Steps in selection procedure:

1. Reception of applications or preliminary screening

2. Application bank that gives a detail about the applicant’s background and life history

3. A well conducted interview to explore the applicant’s background

4. The physical examination

5. Psychological testing that gives an objective look at a candidates suitability for that job

6. A reference check

7. Final Selection approved by the manager

8. Communication of the decision to the candidate.

Thus the selection process should be planned such that human resource is efficiently used.
The right person for the right job and inducting her/him into the organization or department
successfully is the basic criteria of the entire process.

The various stages of the selection process are

• Written tests are used as a process of elimination. In written test aptitude, oral, theoretical
and comprehension skills will be tested.

• Psychological profiling has become popular lately. In psychological profiling tests will be

conducted where the personality and traits of a person will be revealed.

• Group discussions are used when there is a large pool of candidates. Candidates are given
a topic, which they are supposed to discuss for a short period of time. Candidates are tested
for their communication skills, leadership skills and team management skills.

• Formal interview/s further can be further classified into

• Interview with the immediate boss/supervisor: The immediate supervisor will test

suitability of the candidate to do the job
• Product Interview: In Product based interview the candidate’s technical knowledge
will be tested
• Patterned interview: In patterned interview all the candidates are asked the same set
of questions. Patterned interviews are good for comparisons.
• Stress interview: In stress interview the candidate is deliberately put under a stressful
situation and seen how he would react and overcome the stressful situation.
• Group interview: In Group interviews a group of interviewers ask a series of
questions. The candidate is tested whether he has the ability to multi-task that is able
to think in many directions at the same time.

• References, credit and police check: The next stage is reference check whether the details
given in the bio data are checked to find out if they are genuine or not. Reference check will
be followed by a credit check and now a day’s companies’ even resort to a police check.

• Physical Examination: In the era of litigations and consumer courts, companies take no
chances. They make the candidates undergo a medical check to find about the candidate’s
health status. Needless to say only candidates in prime health conditions will be considered

• Offer is the most crucial part of the selection. If the candidate passes all the above stages he
would be given an offer letter. The candidate has the liberty to either accept an offer or reject
it.

• On acceptance of an offer by the successful candidate an appointment order will be issued

by the company specifying the terms of employment and the last date of joining of duty.
LIVE STUDY OF HIRING PROCESS IN VARIOUS COMPANIES

The companies chosen are

1. Aricent
2. Fab India
3. HCL Infosystems
4. Indian Bank
5. Koutons
6. Maruti Suzuki
7. Max New York Life Insurance
8. Next Retail Ltd
9. Stanley Works
10. Virat Vaibhav
11. Woodland
ARICENT

Aricent is a global innovation, technology and services company focused exclusively on

communications.

Through a seamless combination of strategy consulting, design, licensable technology,

software development, integration and support services, we help technology and
communications-oriented companies create highly differentiated products, services and
business models.

Aricent, together with its global innovation arm frog design, serves more than 800 clients
worldwide, including Alcatel-Lucent, Cisco, Disney, GE, HP, and Vodafone. With 9,500
employees in 19 countries, more than 100 industry awards and high-profile investors
including Kohlberg Kravis Roberts & Co. and Sequoia Capital, Aricent is uniquely
positioned to help organizations conceive and commercialize innovative communications
solutions.

Aricent delivers its communications expertise via customer-oriented solutions combining

consulting, technology, product frameworks and lifecycle services into highly tailored client
engagements. Aricent’s deep domain knowledge spans the entire communications ecosystem,
and today Aricent is a strategic supplier to over 550 customers worldwide. If you have a
challenge, Aricent has an answer that meets or exceeds business objectives and improves
product or service differentiation.

Aricent is the first company to combine global innovation, technology and communications
engineering services into a set of broad flexible offerings for every stage of customers’ go to
market requirements. With more than 8,000 professionals worldwide who are exclusively
focused on communications technology and services, Aricent is the premier strategic supplier
of communications expertise in the industry. Aricent engineers co-create products and
services with the world's foremost infrastructure, application and service providers as well as
the hottest startups, accelerating new product and service rollouts while reducing risk and
costs.
Working from our global design centers or on-site at customer locations, Aricent teams have
extensive experience driving successful development, rollout, and implementation projects of
every size, and bringing them to fruition on time, on budget, and with no surprises. Whether
it’s product innovation and design, research and development, testing, implementation, or
support, Aricent’s exclusive focus on communications technology gives every project sure
guidance to completion.

With more than 125 licensable products deployed in hundreds of millions of systems and
devices, Aricent offers the industry’s broadest portfolio of field-proven solutions that reduce
complexity, streamline development, and reduce overall costs. Aricent products support the
development of mobile devices and applications, wireless and wireline infrastructure, and
carrier operational and business systems, and count nine of the ten largest global service
providers and eight of the top ten mobile handset manufacturers as customers.

Domain Expertise

Using a combination of field-proven software products, world-class development services,

and global development centers and test facilities, Aricent provides end-to-end expertise for
key communications domains. Aricent’s worldwide team of thousands of talented consultants
and engineers is focused entirely on co-creating communications solutions for application,
device, infrastructure and service providers, and only Aricent can deliver products and
services for any or all phases of the product lifecycle, from innovation and development, to
testing and integration to maintenance and support. Over 550 leading organizations around
the world leverage our deep domain expertise to reduce infrastructure development costs and
risks, speed delivery of innovative services, and achieve long-term investment protection.
Aricent’s deep domain expertise and customer project experience spans every aspect of the
communications ecosystem.

Job Analysis & Competencies Required

 Monitoring & Analysis skills: This will help them to know client’s requirement
thoroughly.

 Presentation & Demonstration skills: They are required to explain clients how
solutions will help them reduce complexity, streamline development, and reduce
overall costs. It will come by thorough product knowledge.
  Objection Handling

 Follow Up: Aricent has to compete with other players in communication field and
most of the time clients buy products and solutions through competitive bidding. This
makes follow up skills necessary.

 Qualification:

 For Sales Persons: Graduates preferably engineer

 For Managerial: MBA

Manpower Planning:

The sales team is maintained on the basis of technologies and for a particular technology it is
kept at a stable level always

Recruitment Channels:

 Internal Sources

 Employee Referrals

 Campus Recruitment

 Consultants

Process of Selection:

 Group Discussion

 General Technical Interview

 HR Interview
FAB INDIA LTD
Fabindia is India's largest private platform for products that are made from traditional
techniques, skills and hand-based processes. Fabindia links over 40,000 craft based rural
producers to modern urban markets, thereby creating a base for skilled, sustainable rural
employment, and preserving India's traditional handicrafts in the process. 

Fabindia promotes inclusive capitalism, through its unique COC (community owned
companies) model. The COC model consists of companies, which act as value adding
intermediaries, between rural producers and Fabindia. These are owned, as the name
suggests, by the communities they operate from; a minimum 26% shareholding of these
companies is that of craft persons. Fabindia's products are natural, craft based, contemporary,
and affordable.

Fabindia started as a wholesale export company and has since successfully established itself
as a major retail player in the Indian market. Corporates, resorts and hotels are serviced
through a dedicated Institutional Sales and Marketing team.The product range consists of
garments for men, women, children and infants; garment accessories; home furnishings –
bed, bath, table and kitchen linen, upholstery fabric, curtains, floor coverings and a range of
non-textile products like furniture, lights, lamps and stationery. In addition to handcrafted
clothing and home furnishings, Fabindia’s product line includes organic foods and Personal
care products.Fabindia has a dedicated team of professionals to handle product customization
and interior consulting for heritage hotels, resorts and corporate houses.

Job Analysis & Competencies Required:

The Job analysis and competencies required for the sales force at Fabindia comprises of

 Communication skills
 Pleasant demeanor
 Knowledge of product and stock details
 Prior experience in sales is desirable

Manpower Planning:

The sales force varies on the basis of seasonal demand and is quiet dynamic in nature. A
certain number of sales people are fixed but additional people are recruited when seasonal
peaks are speculated for example during festive seasons.
Recruitment:

The recruitment of the sales force is done through the conventional channels as

 Local newspaper advertisements

 Referrals
 Temporary employees employed during peak seasons

Selection:

The selection process is continued after the recruitment using multiple interview rounds to
ensure a good match of the sales person with the requirement.

HCL INFOSYSTEMS LTD.

HCL Infosystems Ltd is India’s premier hardware, services and ICT Systems Integration
Company offering a wide spectrum of ICT products that includes Computing, Storage,
Networking, Security, Telecom, Imaging and Retail. HCL is a one-stop-shop for all the ICT
requirements of an organization. India's leading System Integration and Infrastructure
Management Services Organization, HCL has specialized expertise across verticals including
Telecom, BFSI, e-Governance & Power. HCL has India's largest distribution and retail
network, taking to market a range of Digital Lifestyle products in partnership with leading
global ICT brands, including Apple, Cisco, Ericsson, Kingston, Kodak, Konica Minolta,
Microsoft, Nokia, Toshiba, and many more

DESIGNATION: Executive-Sales& Marketing

JOB ANALYSIS:

WORK ANALYSIS:

1. Aggressively driving sales in the territory

2. Demonstration of equipment
3. Negotiation
4. Order taking
COMPETENCIES:

 Communication skills
 Knowledge of IT Products, Services and Solutions
 Demonstration skills
 Customer Handling
 Objection handling
 Negotiation skills

MANPOWER PLANNING

Annual planning is done in the company based on new products, keeping in mind the attrition
rate in the company.

RECRUITMENT AND SELECTION:

The recruitment and selection are done along the following ways:

 Campus hiring – Graduates, passing out of college, are hired directly through campus
placements and also through Job Oriented training at HCL.
 Employee referrals
 Social networking sites – About 7% of the sales force recruitment is done through
social networking sites.
 Online applications

INDIAN BANK
Indian bank is over 100 year old institution taking care of the banking needs of Indian
customers. It had a business of over 150000 crores and has over 1762 branches and employs
19000 people. The bank is diversified and currently is into merchant banking and industrial
development funding. They are involved in total financial inclusion of all people in the
country and with the help of other banks is in the forefront

JOBANALYSIS: BRANCH MANAGER

WORK ANALYSIS

1. Oversee the operations of the branch

2. Achieve the sales targets set for the branch
3. Responsible for loans, wealth management and other deposits
4. Increasing the customer base

COMPETENCIES

1. Job delegation skills

2. Documentation skills
3. Planning skills

MANPOWER PLANNING

New people are hired or are internally promoted. External recruitment though is lesser. In the
marketing department, new people are hired for any specific skills they possess. The process
is centarlized.

SELECTION AND RECRUITMENT

For internal sources, a notice is circulated followed which there is a written exam and an
interview. Transfers are also common

KOUTONS INDIA LTD

Koutons Retail India Ltd. is the leading retailer of readymade and fashion wear brand in the
country today. With more than 1400 outlets across India, it has a wide range of apparel
designs suited for all segments including corporate, formal and casual dressings. Koutons
aptly creates the conducive environment for a family outing, making family shopping the best
experience at an affordable price - all at one place.

Koutons was born in 1991 as Charlie Creations and are now Koutons Retail India Ltd.
Koutons started primarily as a denim brand but are today manufacturing and selling complete
men, women and kids wardrobe under the brand name Koutons, Les Femme and Koutons
Junior respectively. Another brand from the stable of Koutons is Charlie Outlaw, which
caters to the teens of the country with apparels including jeans, T- shirts, jackets etc. Koutons
Brand is catering to the Upper & Upper Middle Class of Society with a vast target age group
between 18-60 years.

JOB DESCRIPTION: SALES PERSON

Sales force on shop floor is mainly responsible for following tasks:

1) Selling Merchandises
2) Attending customers and helping them with all the assistance and close the sale
3) Making customers aware about various promotions and how to take advantage
4) Stacking merchandises and keep them in presentable form at right places
5) Inventory control – This includes to stock various merchandises in various sizes,
reporting sales manager about stock getting over or even fast selling goods
6) Cleanliness of section they are designated to.
7) They are also responsible to check shoplifting of items which are not tagged.
COMPETENCIES:

1. Communication skills
2. Pleasant disposition

SELECTION AND RECRUITMENT:

The recruitment is done by the franchisee owners and the company has no involvement. The
interview is based on situation handling.

MARUTI SUZUKI INDIA LTD.

Maruti Suzuki India Limited is a publicly listed automaker in India. It is the largest
automobile manufacturer in South Asia. Suzuki Motor Corporation of Japan holds a majority
stake in the company. It was the first company in India to mass-produce and sell more than a
million cars. It is largely credited for having brought in an automobile revolution to India. It
is the market leader in India and on 17 September 2007, Maruti Udyog Limited was renamed
Maruti Suzuki India Limited. The company's headquarters are located in Delhi.

The company annually exports more than 50,000 cars and has an extremely large domestic
market in India selling over 730,000 cars annually. Maruti 800, till 2004, was the India's
largest selling compact car ever since it was launched in 1983. More than a million units of
this car have been sold worldwide so far. Currently, Maruti Suzuki Alto tops the sales charts
and Maruti Suzuki Swift is the largest selling in A2 segment.
DESIGNATION: Sales Officer

JOB ANALYSIS: Done by Sales Managers and HR Managers

COMPETENCIES:

 Communication Skills
 Pleasant personality
 Customer Handling
 Product Knowledge
 Competitor Knowledge
 Prior sales experience is desirable

MANPOWER PLANNING

Sales force is maintained depending on the location of store.

RECRUITMENT AND SELECTION:

The company hires sales persons through local newspapers advertisements and referrals.
Selection is done through interview.

MAX NEWYORK LIFE INSURANCE

Max New York Life Insurance Company Ltd. is a joint venture between Max India Limited,
one of India's leading multi-business corporations and New York Life International, the
international arm of New York Life, a Fortune 100 company. The company has positioned
itself on the quality platform. In line with its vision to be the most admired life insurance
company in India, it has developed a strong corporate governance model based on the core
values of excellence, honesty, knowledge, caring, integrity and teamwork.

Incorporated in 2000, Max New York Life started commercial operation in April 2001. In
line with its values of financial responsibility, Max New York Life has adopted prudent
financial practices to ensure safety of policyholder's funds. The Company's paid up capital as
on 30th May, 2009 is Rs: 1,968 crore.
Max New York Life has multi-channel distribution spread across the country. Agency
distribution is the primary channel complemented by partnership distribution, bancassurance,
alliance marketing and dedicated distribution for emerging markets. The Company places a
lot of emphasis on its selection process for agent advisors, which comprises four stages -
screening, psychometric test, career seminar and final interview. The agent advisors are
trained in-house to ensure optimal control on quality of training. The company currently has
around 70,152 agent advisors at 676 offices across 389 cities. The company also has 36
referral tie-ups with banks, 24 partnership distribution and alliance marketing relationships
each. Max New York Life has put in place a unique hub and spoke model of distribution to
deepen our rural penetration. This is the first time such a model has been put in place for rural
marketing of insurance. The company has 139 offices dedicated to rural areas.

DESIGNATION: Insurance Agent

JOB ANALYSIS:

WORK ANALYSIS:

1. Aggressively driving sales of policies

2. Call plan and fixing appointments
3. Order taking

COMPETENCIES:

 Initiative and Enterprise

 Hard work and Discipline
 Persuasive powers
 Perseverance
 Relationship building
 Communication skills
 Drive to earn more money
MANPOWER PLANNING

Manpower planning is done frequently by the sales manager, usually on a quarterly basis and
further on and is closely related to the targets set and expected growth.

RECRUITMENT AND SELECTION:

The recruitment sources include mainly the following:

 Referrals
 Online applications

The selection process includes the following steps:

 Screening – The sales manager screens the applicants based on the qualifications and
the competencies. Sales manager might also interact with the applicants to gain
clarity.
 Psychometric test
 Seminar – The screened candidates are required to attend a seminar which provides
information on the job requirements of the insurance sales person.
 Project 200 – The candidates are asked to write down a list of the contacts that they
have and the capacity of the sales person is analysed further by the sales manager
based on the contacts.
 IRDA test – Company trains the candidates for the mandatory test for the Insurance
agents.
 Career interview – The final interview is conducted to welcome the agents and to
guide them further on right at the start.

NEXT RETAIL LTD

NEXT Retail India Ltd. is India’s largest electronic Retail Chain. Incorporated in 2003.
Next is one of the emerging giants in organized retailing of consumer electronics, home
appliance, IT, imaging, accessories and small home appliances. It has been formed to tap the
immense potential promised by the retail industry.
NEXT is a multi-brand multi-product showroom and stocks an entire range of consumer
durables right from Air-conditioners, LCD and Plasma TVs, Home Theater systems, Washing
Machines, refrigerators, microwaves to small home appliances. NEXT retails some of the
most popular brands such as LG, Samsung, Sony, Electrolux, Kelvinator, Whirlpool, Onida,
Philips, Kenstar, Videocon, Sansui, including its own brand under its stable. NEXT also
stocks Xbox of Microsoft, computers & laptops of Acer, HCL, Lenova, HP.
The company is independently managed by the board of Directors currently operating over
600 showrooms across 25 states with a presence in 300 cities & towns spanning metros and
large towns under the brand name of “NEXT”. NEXT Retail India Limited has tied up with
all the leading brands of national and international repute which are showcased under one
roof and would combine the best in quality, service, convenience and price. NEXT Retail
India Limited also plans to spread its roots into Apparel and lifestyle segments separately.
We have already launched our showrooms all across the country and are rapidly expanding
our network in all regions and major states in the country. Next aims at changing the way an
Indian consumer shops for electronics and plans to build a chain of over 1,000 showrooms
throughout the country with an estimated annual turnover of Rs. 3,000 crore in the next three
years. NEXT has more than doubled its last year's turnover in the current financial year. Plans
ahead are more ambitious with a targeted turnover of 1800 Crs for next year with 600 plus
showrooms.
NEXT has opened up a world of choices for shopping enthusiasts (including homemakers),
across all demographic and psychographic segments.

Store Management a.k.a. “The Tech Warriors”

One Smile says it all. We are the face of Brand Next to our customers. Some call it the
Frontliners. We call it the best seat in the House. It’s where you can really have it all. We find
unexpectedness in routine. Success in challenges. Fun in our workday. From the front counter
to the Window display, every inch of Next Store is a chance to strut our stuff and feel the
spirit of adventure.

Field Operations a.k.a. “The Captains”

Field Operations is the cornerstone of our business. We are seasoned to perfection. We are
hot for our territories. And we manage and support the operations of a whole stack of Next
Stores. We have to keep them enjoyable for our customers, profitable for the company and
running like a well oiled machinery.

Franchisee Operations a.k.a. “the Ambassadors”

With a plethora of Franchisee outlets spread across the length and breadth of the country, we
got to have a direct connect with Corporate. That’s where we come in. We are the Liasions.
The eyes and ears between the frontline and the Corporate. We lend professional guidance
and constant to one giant kingdom of our franchisees.

Job Analysis & Competencies Required:

The Job analysis and competencies required for the sales force comprises of

 Communication skills
 Pleasant
 Customer handling
 Product knowledge
 Prior experience in sales is desirable
 Store Manager: MBA
 Sales person: 12th

Manpower Planning:

The sales force is maintained depending on location of store.

Recruitment:

The recruitment of the sales force is done through the conventional channels as

 Local newspaper advertisements

 Referrals

Selection:

The selection process is continued after the recruitment using multiple interview rounds to
ensure a good match of the sales person with the requirement.
STANLEY WORKS INDIA LTD:

The Stanley Works, The 166 year old company is a worldwide manufacturer and marketer of
Hand  tools, hardware and specialty hardware products for home improvement, consumer,
industrial and professional use.

The Stanley Works, originally a bolt and door hardware manufacturing company located in
New Britain, Connecticut; was founded in 1843 by Frederick T. Stanley. A few years later, in
1857, Frederick’s cousin, Henry Stanley, founded The Stanley Rule and Level Company. In
1920, The Rule and Level Company merged with The Stanley Works and would go on to
become it’s famous Hand Tools Division.

Over the years, The Stanley Works has produced some of the most innovative and useful
tools ever made. Among these tools are the Bailey® Plane, the Surform® shaper, the
PowerLock® tape rule and most recently the FatMax™ line of products. Today, more than
ever, Stanley continues to be an industry leader in tool innovation. In 2001, Stanley
introduced more than 100 new products, bringing to 400 the number of new products
introduced in the past four years. As a direct result of Stanley’s commitment to excellence,
Stanley was awarded the Prestigious Golden Hammer Award, presented for New Product
Innovation in both 2000 and 2001.

DESIGNATION: Sales Officer

JOB ANALYSIS:

WORK ANALYSIS:

1. Aggressively driving sales in the territory.

2.Maintain distributor relationship

3.Call plan and fixing appointments

4. Demonstration of equipment

5.Negotiation
6.Order taking

COMPETENCIES:

1. Communication skills
2. Appointment taking skills
3. Demonsration skills
4. Closing skills
5. Order taking skills
6. Listening skills

MANPOWER PLANNING

Annual planning is done in the company based on new products, keeping in mind the attrition
rate in the company. After the merger with Black and Decker, the company has frozen the
recruitment process.

RECRUITMENT AND SELECTION:

The company hires fresh MBA graduates from college for summer training. These trainees
are offered PPI’s based on their performance.

Lateral entries are through referrals and personal contacts followed by interview.

VIRAT VAIBHAV

Virat Vaibhav is the Delhi edition of Gujarat Vaibhav, a leading Hindi daily in Gujarat. The
company has offices across India.

The person we contacted is in space selling. The sales personnel is required to contact other
companies and governments to get information and advertisements that are a revenue for the
company. These people are not responsible in anywat for improving the circulation of the
paper. That is dealt by the circulation department
JOB ANALYSIS

WORK ANALYSIS

1. Appointment fixing
2. Making presentations
3. Track competitor activity

COMETENCIES

1. The key skill expected is appointment taking skills. If the person is not able to get
appointments properly during the training period then the person is asked to leave.
2. Presentation skills
3. Documentation Skills

MANPOWER PLANNING

The company has a fixed number of people and they hire when they open new offices in new
territory. In that case they hire people who have worked in the territory as they have
contacts. In older territories, they also recruit freshers.

RECRUITMENT AND SELECTION

Recruitment sources are campus visits, advertisements and personal contacts

The selection process involves a structured interview followed by training for 1 week time.
During the training period if not found satisfactory is not offered the position

WOODLAND
In 1992, Aero Group launched Woodland and it immediately caught the attention of outdoor
enthusiasts. It brought with it, an innovative collection designed to provide rock climbers,
backpackers, hikers, trail runners, and outdoor lovers with the perfect tools to meet nature’s
challenges. Soon enough the Woodland tree logo became synonymous with adventure. And
as the calendar turned towards the new millennium, Woodland kept expanding its line of
outdoor shoes, performance apparels, and equipments to cater to the needs of those always
reaching for the horizon.
It is this spirit of adventure that defines Woodland. Ever since the beginning Woodland has
successfully brought together the power of the human will and the rewards of discovery.

Woodland has imbibed this very spirit in each and every one of its products. Products which
push the boundaries of innovation so that you can push the boundaries of exploration.

JOB DESCRIPTION: Sales person

JOB ANALYSIS

1. Customer handling
2. Maintain inventory
3. Selling merchandise

COMPETENCIES

1. Communication skills
2. Persuation skills
3. Plesant disposition

MANPOWER PLANNING

The company hires and trains staff for all company outlets. In Delhi, training is given in
Karol Bagh office. There is seasonal variation in the sales team required and hence during
festival season they hire temporary sales personnel. Sometimes they are offered positions
depending on their performance.

SELECTION AND RECRUITMENT:

The company conducts walk in interviews and is advertised in all leading newspapers. They
prefer people with prior sales experience. However they also recruit freshers. Minimum
educational qualification should be Std 12

The interview is based on a situation and the response given by the applicant
REFERENCES

1. An Introduction to Job Analysis, Erich P.Prien, Goldstein and Gamble, Wiley

publications
2. www.aricent.com
3. www.fabindia.com
4. www.hclinfosystems.in
5. www.indianbank.in
6. www.koutonsparivar.com
7. www.marutisuzuki.com
8. www.maxnewyorklife.com
9. www.next.co.in
10. www.stanleyworks.in
11. www.woodlandworldwide.com
12. Detemining relationship skills of prospective sales people, Michael K Rich, J.of.Bus
and Ind Marketing, 2000, Vol 15, No 4,242-59
13. www.citehr.com
14. Graduate recruitment and selection process in small businesses,Jim Stewart, Venessa
Knowles, Career Davelopment Intrernational ,5/1, 21-38