The human resource planning process is one of the main responsibilities of the HR Manager. But at present this responsibility does not solely come under the HR Managers context since it directly affects the profitability of the company consequently.

1. Table of contents
 Acknowledgement
 Introduction
 The Human Resource planning process
 The Recruitment Process
 The Selection Process
 Placement and Induction process
 Performance Evaluation of the sales force
 Incentive schemes for better performance

2. Page 2
Acknowledgement
“The process of attracting a pool of people from which qualified candidates for
job vacancies can be chosen”
Byers & Rue- The definition for recruitment
Recruitment procedure is one of the Key Result Areas (KRA‟s) in any
organization because the success and growth of any firm depends on this. This is one of
the major aspects of the HR planning process as well, but at present it is a major area
which should be considered by the whole organization.
We as reputed recruitment consultants, who have been helping many growing
organizations and continuing to do so in recruiting new employees, are glad to share our
expertise knowledge with your company as well.
We ensure that the recruitment procedure that we are going to introduce will be a
success and lead your company to a higher level with efficient and effective performance.
I would like to specially thank Mr. Nalin Munasinghe our resource person who
has helped us in vast ways sharing the knowledge, skills and attitudes to develop this
compilation. Also I take this opportunity to thank my dear parents, brothers and sisters
who have helped us to collect information from a wide array of dissipated resources.
D. N. Dharmarathna
Recruitment Consultant

3. Page 3
Describing
the personal
selling
function
Defining the
strategic role
of the sales
function
Developing
the sales
force
Determining
salesforce
effectiveness
and
performance
Introduction
CRM or customer relationship management is the modern trend in marketing
where creating customer relationships take more prominence than just the buying and the
selling. The reason is to create more customer life time value.
Out of the main marketing communication tools personal selling is more aligned
towards close customer relationships since they are the people who are going to persuade
the potential customers to purchase their products and services. Personal selling could be
defined as,
“Personal communication with an audience through paid personal of an
organization or its agents in such a way that the audience perceives the
communicators organization as being the source of the message”
Ingram, LaForge, Avila, Schwepker Jr., Williams; Sales Management 6th
Edition
Sales people encourage the use of innovative products and services hence they
are positive contributors to the society also they play the role as Revenue producers
because they are the ones who are inducing the target market to buy the products. Since
this organization is a service provider the sales force has a major role to play.
Figure: - Sales management model
Ingram, LaForge, Avila, Schwepker Jr., Williams; Sales Management

4. Page 4
Analyzing
organizational
objectives and plans
Convert corporate
objectives to man power
objectives
Forecasting future man
power needs
Assessing current man
power supply
Comparison of man
power demand and
supply- Man power gaps
Action plan to fill man
power gaps
Monitor - control and
evaluate HR planning
effort
The Human Resource planning process
The human resource planning process is one of the main responsibilities of the
HR Manager. But at present this responsibility does not solely come under the HR
Managers context since it directly affects the profitability of the company consequently.
Figure: - Institute of Personnel Management (IPM) Sri Lanka CCHRM study pack 2010

5. Page 5
HR planning could be defined as,
“The process by which an organization ensures that it has the right number of
people and the right kind of people at the right place at the right time doing things
for which they are economically most useful”
Thomas H. Patten
The SMART plans and objectives of the telecommunication organization should be
first understood. (SMART is the acronym for Specific, Measurable, Achievable, Realistic
and Time bound)
Out of the 8M‟s only „Man‟ makes things to function all other resources (the 8M‟s
are man, machinery, material, minutes, methods, money, and market) makes things
possible hence the tasks and activities of the organization should match with the recruited
employees. When we are forecasting the future man power needs the following must be
considered,
 Demand for the particular telecommunication service – if it‟s increasing
rapidly with the time it is better to recruit comparatively more recruits
 The strategic plans and objectives of the organization – venturing into new
market segments, integration of new technologies etc.
 Change of methodologies in service – this might reduce the necessity of
labor in major quantities for an example using automatic answering
machines will reduce man power need
 Leave, resignations, retirements and deaths
 Other PESTEEL factors – (the acronym is for Political. Economical,
Social, Technological, Ecological, Ethical and Legal environment)

6. Page 6
The next step that we‟ll have to follow is to assess the current man power supply,
only through that we‟ll be able to understand the gap between supply and demand of sales
force.
There are many methods of forecasting future man power needs which will give
us an idea about the number of new recruits that we‟ll need.
 Delphi technique – a forecast done based on available information by a
specialist team.
 Expert estimating- is not that much accurate, in this method the forecasting
is done by the departmental heads for the particular departments.
 Informal forecasting- just like the name implies the forecast is done
informally without proper information.
 Trend projection- is a method of calculating the man power using ratios.
Example: - if you need 10 employees to produce 10 garments then you will
need 20 employees to produce 20 garments.
 Unit demand forecasting- the managers of each unit should study the area
under him and submit the human power need based on that.
There are problems in Human Resource planning such as,
 Inaccuracy in forecasting causing a huge wastage of money and time
 Time and cost direct and indirect
 Uncertainty about the performance of the new employees
 Inadequate support of the top management
 Resistance by the current employees due to wrong concepts
We must try to overcome these shortcomings in human resource planning process.

7. Page 7
HR Planning
Identifying the
HR requirement/
Job vacancies
Job analysis (Job
description and Job
specification)
Decision
to recruit
Choose the
resources and
methods to
recruitment
Implement the
recruitment
program
Evaluate the
recruitment
program
The Recruitment process
The primary recruitment process has mainly 07 steps
Figure: - Institute of Personnel Management (IPM) Sri Lanka CCHRM study pack 2010
The objectives of recruiting and selection are as follows,
 Determine the future needs of the organization, what our main needs are
 Meet the companies legal and social obligations and responsibilities
 Reduce the number of under/over qualified salespeople
 To have a fixed cost, that is avoiding the recruitment of salespeople who
don‟t have the temperament to become a sales person
 To evaluate recruiting sources and techniques used

8. Page 8
The HR planning process was discussed above in detail; after the planning
process the job vacancy identification should take place. This should be done in the right
time and in right number to avoid surpluses or deficits of employees.
Subsequently the Job Description (JD) and the Job Specification (JS) should be
prepared. JS is also known as the Personal Specification. The JD and the JS together is
known as the job analysis.
A Job description includes information about the particular job such as,
 Authority
 Delegated work
 Hazards
 Job title
 Location
 Materials
 Relationships
 Responsibility
 Summary of duties
 Tools, equipment and other machinery to be used
The job specification specifies about the qualities which the job holder should
possess such as,
 Adaptability
 Age
 Attitudes
 Education
 Emotional character
 Empathy
 Experience
 Health condition
 Motivational factors
 Personality
 Qualifications

9. Page 9
 Skills
 Training
The recruitment could be done internally or externally, since the Telecommunication
firm is a new one the optimum method is to move towards external recruitment. External
recruitment has both the negative and positive sides.
Advantages Disadvantages
 Wider options  Time consuming
 Newest members  Expensive
 New employees with new and
innovative ideas
 The performance not meeting the
expected level
 Advertising brings publicity to the
company
 Frustration among comparatively
old employees
 Better image for the company  Might not fit to the culture of the
organization
Some of the external recruitment methods are as follows,
 Media (Television, Radio, Magazines, Newspapers etc.) which has the “AIDA”
effect (AIDA is the acronym for Attention, Interest, Desire and Action)
 “Head Hunting”
 Interviewing
 Contractors
 Job agencies
 Job fairs
 Educational institutes
Implementing the recruitment program is the next step; this requires a lot of
planning and time.
Alas the evaluation of the recruitment program could be done. Things to be
considered are,
 Cost effectiveness
 Validity

10. Page
10
 Suitability
 Number of applications received
 Applications which were at least within the relevant frame

11. Page
11
The selection process
“Selection is the process of choosing the most suitable applicant/candidate for a
job from among the available applicants”
M. Berry, Lilly, „Employee Selection‟, 1st
Edition, 2003
Accuracy in selection process is very important due to three reasons,
i. Costs involved in the whole process will be a waste if proper selection is
not made
ii. Performance of the company rely largely on these revenue producers
hence only suitable people should be chosen
iii. Legal implications might arise if the legislations are not complied with,
Example :- Equal Employment Legislation
The job of preparing the tests for selection should be done by the Human
resource specialists of the organization, but the sales manager also has the responsibility to
get involved since the Sales managers are the ones who best knows about the profile of the
expected recruit.
If psychological tests are used be sure that you follow the International standards.
The tests should meet the Job analysis profile and these tests should not anticipate the
desired response from the candidate and alas the selection should not be based solely on
the selection tests.
We have clearly elaborated on how to conduct this selection procedure with
minimum defects.
i. Screening and short listing of the application forms: - eliminating the
applicants who have not at least got the minimum requirements. The
application forms should be prepared in a manner which will question the
applicants about their organizing capabilities, planning, personal
leadership, persuasiveness, initiative, communication abilities etc. most of
these above qualities will be scrutinized in the coming steps.

12. Page
12
ii. Presenting the data in tabulated form or in software made for this
purpose: - easier to compare, clearer to understand and accurate.
iii. Preliminary interview: - here the interviewer must elucidate to the
applicant about what is expected from him/her, the remuneration and
rewards provided etc. actually a wholesome picture of sales person should
be given. The interview must be a short one because some applicants give
up at this stage (around 15 to 20 minutes)
iv. Employment tests to measure various aspects of the applicants related to
the job will help the interviewers to recruit the most competent applicants.
There are various tests some of them are mentioned below, (the tests
mentioned in bold are the tests that we are planning to have)
a. Aptitude tests- measures the physical capability to perform
b. Psychomotor test- measure the strength of the coordination of the
body
c. Job knowledge and proficiency tests
d. Interest test- to ensure that the applicant is truly interested in
the field
e. IQ and General knowledge tests
f. Intelligence tests- measure the cognitive ability
g. Test of Motor and Physical abilities- measures,
Finger dexterity
Manual dexterity
Speed of arm movement
Reaction time
h. Situational tests- scrutinize the behavior in certain situations
i. Achievement tests- knowledge based
j. Personality tests- things like values, emotions, self confidence,
judgment, submission etc. are measured
k. Polygraph tests- tests the truthfulness of the answers given by the
applicant
l. Graphology- analysis of hand writing
v. Diagnostic interview is the next step; this will be the last interview in our
selection procedure. A number of types of interviews are there some of-

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13
them are mentioned below, (the methods mentioned in bold are given
priority since they are more accurate)
a. Formal and Structured interviews / Directive interviews: - these
interviews have a specific set of questions which have been
prepared early.
b. Unstructured interviews / Nondirective interviews: - just as the
name implies there are no previously prepared set of questions.
c. Stress interviews: - observes how the applicant behaves under
stressed situations
d. Group interview method: - single interviewer with a group of
applicants
e. Panel interviews: - a panel of interviewers are going to interview a
single applicant
f. In-depth interviews: -questions inside questions a question will
be questioned many times to find reasons and clarifications for a
particular behavior or an answer also known as leading questions
g. Situational type of interviews: - the way the applicant behaves in
a particular situation is observed
vi. Reference checking: - only for the selected applicants to reduce costs
vii. Medical examination: - the sales force people have to physically work to
a certain extent because this is not a sole white collar job hence this is a
must according to our purview
viii. Final selection: - selecting the most appropriate applicants out of the pool,
the decision should be attained by the Sales Manager and by the Human
Resource Manager together
ix. Job offering interview: -
a. Offering the interview
b. Explaining and elucidating the responsibilities of a sales person
c. Clearing doubts
d. Mentioning the terms and conditions of the employment etc.
x. Contract of employment: - similar to an agreement is signed alas

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14
Placement and Induction process
“The determination of the job to which an accepted candidate is to be assigned
and his/her assignment to that job”
Paul Pagers and Charles A. Myers
The job placement process is planned to be held for one and a half months, the new
recruits will be given the choice to work with the experienced sales people to gain more
practical knowledge.
The induction procedure will enable the new recruits to perform as much as the
experienced employees. The induction process consists of 2 main levels,
01. General induction- giving a picture of the organization as a whole.
02. Job Training- giving a picture about the responsibilities and duties of the
sales force employees.
Sales force socialization is a concept similar to induction,
“The process by which sales people acquire the knowledge, skills & values
essential to perform their jobs”
Ingram, LaForge, Avila, Schwepker Jr., Williams; Sales Management 6th
Edition
After all the above it‟s good to do an evaluation of the whole process. This could
be done with the help of the line managers, team members and if there are any leavers, exit
interviews could be done. The evaluation should be done immediately after the process.

15. Page
15
Sales
Person
External
Customers
Oneself
Sales Manager
Team
Members
Internal
Customers
Performance Evaluation of the sales force
“Performance management is the systematic evaluation of an individual in an
organization with respect to his/her performance on the job and to see the potential
for development”
Rao, T. V., Performance Management & Appraisal systems, 1st
Edition, 2004
Performance of a person mainly depends on 03 factors, namely the ability to
perform, motivation and the environment.
Why to have a Performance Evaluation?
 To improve the communication between the sales force and the management
 To motivate the employees
 To identify higher performers and provide them opportunities for career growth
 To help employees to set goals
 To give them an idea about what is expected from them
 For better HR planning
 Improve performance of the employees
 To identify poor performers and collect enough evidence to support the termination
 To ensure that remunerations and other resources are distribute in a fair manner
 Identifying training needs
There are two main performance evaluation approaches,
I. Performance Appraisal
II. 360-Degree Feedback System

16. Page
16
Both the above methods have pros and cons, the best method is the 360-Degree
feedback but since the telecommunication company is a new one it would be hard to
practice this method hence Performance Appraisal is the most practical approach.
How to conduct the Performance Appraisal procedure?
Planning of
the Appraisal
• The appraiser should give the appraisee clear information about the,
tasks responsibilities , expected minimum standards,, performance level
etc. simply all the facts about a sales person
Progress
Review
• During the stipulated period check the performance standards of the
new recruits, make corrections if neccessary. this is essential to keep
the sales force on track and to reduce employee turnover
Assesing the
performance
• The main task at this level is the completion of the Appraisal form
which would be used in the next level also comparison of the
performance of the employees against the set standards should be done
Appraisal
Meeting
• The most important aspect is that clear and open the discussion
should be between the appraiser & appraisee some of the
important facts to follow are mentioned below
• The Appraisal form should be properly filled
• Select a free time for both parties
• Avoid disturbances
• The appraiser should be rational
• Put the appraisee at ease
• Have to be unbias talk the truth squarely
• If the appraisee is not talking that much scrutinize his/her
behavior
• Avoid arguments
• Let the appraisee speak openly listen well with empathy
• Discuss about the future plans

17. Page
17
Several dimensions of the recruits develop and grow due to this, they include
mainly 02 perspectives namely the behavioral based and outcome based.
Behavioral based
 Behavior of the salesperson will develop they will be more customer
oriented and they will value their customers not just for Rupees and cents
 Professional development relates to the development of the employees in
their professionalism that is their performance level grows.
Outcome based
 Results shown by the sales force increase
 Profitability of the sales force increase
The main characteristics that the performance appraisal should have are,
 Comparability
 Job relatedness – the process should suit the job as well as the whole
company
 Practicality – the purpose for doing this should be understood by both the
parties and this should be implemented in a reasonable time
 Reliability – the results should be stable and frank
 Standardization – the criteria should meet the standards
 Usefulness – the criteria should have the ability to pin point the training
needs and deficits of performances clearly
 Validity – accuracy of the information is essential
Other methods used in Performance evaluation are,
 Checklist methods/Graphic rating
 Ranking methods
 Objective setting method
 Behaviorally Anchored Scales (BARS)

18. Page
18
Incentive schemes for the better performance
Job satisfaction is essential to motivate employees to perform effectively and
efficiently. Other than the basic minimum salary it is better to provide incentives to the
sales people. An Incentive can be defined as,
“Incentive is a stimulus or a reason for producing action. Almost all of the
human motivations can serve as an incentive”
-Earnest Ditcher
The main aim of providing an incentive is to fill the gap between the willingness to
work and capacity to work. The main objectives are,
 Increase productivity and performance level
 Motivate employees
 Create job satisfaction
 Reduce employee turnover and absenteeism
 Reduce grievances
Both financial and Non-financial incentives have pros and cons hence the best
strategy is to amalgamate them both to a certain extent and practice it.
Advantages of financial incentives Advantages of non-financial incentives
Money frequently motivate people Some do not get motivated by money
Job security Fulfillment of psychological and esteem
needs
Tangible Useful in long term goal achievements
Incentives
Financial Non- Financial

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19
The most suitable types of financial incentives are,
 Target incentives – for covering targets
 Commission on sales
 Bonus
The most suitable non-financial incentives are,
 Rewards
 Recognition
 Praise
 Special training
 Allowing to make decisions
 Ranking
The incentive scheme should be carried on in the individual basis because the sales
people carry business for themselves and it is easier to observe individual performance. It
is also a more accurate and consistent with standards and demands. Sales people can
understand their faults and correct them in order to be more effective.
Essentials
 Economically suits the firm
 Attractive
 Motivational
 Flexible
 Simple
 Just & equitable
 Stable
 Attainable standards
 Proper grievance handling procedures etc.

20. Page
20
List of references
 Byers & Rue
 Earnest Ditcher
 Eden borough, Robert, Assessment Methods in Recruitment, Selection &
Performance, 1st
Edition, 2006
 Ingram, LaForge, Avila, Schwepker Jr., Williams; Sales Management 6th
Edition
 Institute of Personnel Management (IPM) Sri Lanka CCHRM study pack 2010
 M. Berry, Lilly, Employee Selection, 1st
Edition, 2003
 Maitland, Lain, Manpower planning and recruiting, 1st
Edition, 2005
 Paul Pagers and Charles A. Myers
 Rao, T. V., Performance Management & Appraisal systems, 1st
Edition, 2004
 Thomas H. Patten
 Turner, Paul, HR Forecasting and planning, 1st
Edition, 2002

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