Sales Force Recruitment & Selection:

Eagles don’t flock. You have to find them one at a time.

Ross Perot
Assessment Center

 An assessment center is a process in which individuals

participate in a series of exercises, most of which approximate
what they would be called upon to do in the future job.

 Assessors usually selected from higher management levels in the

firm, are trained to observe the participants and evaluate their
performance as fairly and impartially as possible

 An assessment center is a comprehensive standardized

procedure in which multiple assessment techniques such as
situational exercises and job simulation (business games,
discussions, reports & presentations) are used to evaluate
individual employee for variety of manpower decisions.
Assessment center:

Allows candidate
to demonstrate
It is a behavior/skills/ Pooling of
standardized knowledge judgment through
procedure of a statistical
evaluation integration process

Evaluation of
Used for a
candidate’s
variety of HR Assessment Centre
behavior/skill/
decisions
knowledge

Designed to measure Series of

dimensions/competencies exercises
required to deliver effective (situational & job
performance in a given job Specially developed simulations )
assessment simulations
of future job situations
Assessment Center:
 Assessment centers consist of many
multiples
 Multiple competencies to be evaluated
for in a candidate.
 Multiple observers to eliminate the
subjectivity & increase objectivity
involved in the process.
 Multiple participants :18 – 21
 Multiple exercises :
Exercises like role plays, case
analysis, presentations, group
discussions etc
 Multiple simulations: These could be
creative, crisis type simulations.
 Multiple observations: Each
observation is observed at least twice.
 Assessment procedures that do not require
the participant to demonstrate overt
behavioral responses are not behavioral
simulations
 Panel interviews or a series of sequential
interviews as the sole technique.
 Reliance on a single technique (regardless
of whether it is a simulation) as the sole
basis for evaluation. However, a single
comprehensive assessment technique that
includes distinct job-related segments (e.g.,
large, complex simulations or virtual
assessment centers with several definable
components and with multiple opportunities
for observations in different situations) can
be called as an assessment center exercise.
 Single-assessor evaluation
 Using only a test battery composed of a
number of paper-and-pencil measures,
regardless of whether the judgments are
made by a statistical or judgmental pooling
of scores.
 The use of several simulations with more
than one assessor but with no pooling of
data.
 Essential Elements of an AC
 Assessment centers must meet the following given criteria:
1. Job Analysis – To understand job challenges and the competencies required for
successful execution of the job.

2. Predefine competencies - Modeling the competencies, which will be tested during

the process.

3. Behavioral classification - Behaviors displayed by participants must be classified

into meaningful and relevant categories such as dimensions, attributes,
characteristics, aptitudes, qualities, skills, abilities, competencies, and knowledge.

4. Assessment techniques – These include a number of exercises to test the

assessees of their potentials. Each competency is tested through at least 2
exercises for gathering adequate evidence for the presence of particular
competence
5. Simulations – The exercises should simulate the job responsibilities as closely as
possible to eliminate potential errors in selection.

6. Observations – Accurate and unbiased observation is the most critical aspect of an

AC.
 Essential Elements of an AC
7. Observers – Multiple observers are used to eliminate subjectivity and biases from
the process. They are given thorough training in the process prior to participating in
the AC.

8. Recording Behavior – A systematic procedure of recording must be used by the

assessors for future reference. The recording could be in the form of hand written
note, behavioral checklist, audio-video recording etc.

9. Reports – Each observer must make a detailed report of his observation before
going for the discussion of integration of scores.

10. Data Integration – The pooling of information from different assessors is done
through statistical techniques.
Assessment centers Usage: What for
1. Selection – ACs help organizations in getting the right people in.

2. Career development – The identification of the competencies possessed by the

individual helps organization decide his career plans.

3. Potential appraisal – ACs help organizations identify if the person can handle the
challenges offered in the next higher position

4. Identification of high potential managers – This creates a pool of managerial

talents & multifunctional managers that would be available across the business
group etc.

5. Succession planning – Identifying the right individual for critical positions such as
CEO, CFO etc is very important for the success of the organization. ACs reduces
the risk of such wrong identification.
Assessment centers Usage: What for

6. Allocations of challenging assignments – ACs provide the organization with the

strengths and weaknesses of every participant. This helps the organization in
deciding the candidates who would have the necessary abilities to undertake the
proposed challenging assignments.

7. Management development – ACs provide ample opportunity to its participants to

reflect on one’s capabilities and to improve by observing others perform in the AC.

8. Identification of training needs – Assessment centers provide candidates and

organization with concrete data on the improvement areas, which can be utilized,
for training.

9. Identification of a global pool of talented managers - Adjusting oneself in the global

scenario is a critical requirement of some positions in the organization. ACs help
organizations to identify such managers.
Sales Training:

 Sales Training

 Training is not a panacea, but it can lead to significant

improvements in performance if it is properly designed, implemented
and reinforced.

Training Assessment Program Design Reinforcement Evaluation

Phases of developing and conducting sales force training

 Establish Program Objective

 Identify who should be trained Training assessment
 Identify training needs and specific goals
 How much training is needed
 Who should do the training
 When should the training take place
 Where should training be done Program design
 Content of Training
 Teaching methods used in training programs
 Determine how training will be reinforced Reinforcement
 What outcomes will be evaluated
 What measures will be used Evaluation (Reactions, Learnings,
Behaviour and Results)
Objectives of Sales Training Programs

Increased Sales
productivity

Improved self-
Lowered turnover
management

Sales training
program objectives

Improved
Improved morale
customer relations

Improved
communication
Coaching/Counseling Wheel

 Coaching comes from interpretation of facts

 Managers coach from their experiences or from what they “know to

be so” based on logic

 Counseling comes from the emotional side

 Counseling is very personal and emphatic

 Powerful tool when looking for understanding and consensus

 A tool to use when you want to elicit responses from employee and
arrive at a mutual arrangement.
Coaching/Counseling Wheel

 In a coaching and counseling situation, you need to make use of all

the available communication tools

 There are four dimension to coaching and counseling

 Positive coaching
 Negative coaching
 Positive counseling
 Negative counseling
Coaching/Counseling Wheel

 The coaching/counseling wheel helps you to plan beforehand not

only what to say, but how to best deliver the message so the
employee will hear it and understand it.

 By using the four quadrants of the wheel, you will be proactive

regarding the content and tone of the message.
Coaching/Counseling Wheel

Positive Positive
Counseling Coaching
+ +

Negative Negative
Counseling Coaching
- -
Coaching/Counseling Wheel

 Positive Coaching – “Mr. I have confidence in you that you can do this. I have seen
you do this before so go out there, call Mr. Customer, and get that order today.

 Negative Coaching – “Mr. You have delayed long enough, If you do not call Mr
Customer today, further action have to be taken by me, which may include you losing
this account, Now go make that call.”

 Positive Counseling – “Mr. I am concerned about your call ratios. You must be as
well. You have always been a top performer. What’s up.”

 Negative Counseling – “Mr. I am very frustrated. This situation is very bad to

understand. I do not know if there even is a solution. What is the problem”

 Further Reading - ProActive sales management: how to lead,

motivate, and stay ahead of the game By William Miller