Business proposal for the final selection and recruitment: vice president of sales, regional sales manager, and new sales team member.
Senior Vice President, Research and Development
Gilliland-Moore Wines
Senior Consultant
Iwamoto Crew Coe Virtual Organization
Gilliland-Moore Wines
Business proposal for the final selection and recruitment: vice president of sales, regional sales manager, and new sales team member.
Executive summary
Background
Gilliland-Moore Wines, the California based wine making company has successfully realized its objective of selling its products at national level. The company expanded from a regional based company and through its participation in wine competitions and other competitions, gained national recognition. The company’s sales increased rapidly after it embarked on the project of going national. Therefore, the company directors decided to select employees who would spearhead the company’s marketing activities at national level.
Objective
The objective is to select and recruit marketing employees for the company’s new look national marketing department. This would include a national vice president in charge of marketing, four regional marketing managers and ten members of the sales team. This would be the final selection and recruitment process to identify the best candidates to work for the company.
Methods
The company should use a set of several methods in its selection and recruitment process. Methods of selection and recruitment will vary from one post to another. The vice president of marketing, regional managers and sales team members will each be recruited and selected using different methods.
Gilliland-Moore Wines
Proposal for the Final Selection and Recruitment
Introduction
Gilliland-Moore Wines should use several selection techniques to identify the most suitable employees for each of the available jobs. The company must decide on an approach that would help identify individuals who are competent, experienced and those with strong personality. Strategies of selection for sales team members, regional sales managers and vice president of marketing are different because each of these posts has different responsibilities ad qualifications. The human resource team in charge of selecting and recruiting these employees will probably get many applications. The selection and recruiting team must use suitable selection strategies that would ensure only the best candidates are recruited.
Regional sales managers
There will be four positions for the regional sales available for the applicants. The main strategies in the selection process implementation will be to prepare a job description for the regional marketing manager position. This will include the skills, knowledge, personality and ability the employee is expected to posses to hold that position in Gilliland-Moore Wines. The human resource team is likely to receive several applications; therefore, the team must assess each applicant’s credentials based on their qualifications.
The next stage in the selection and recruitment plan is to review the applications and select those individuals who qualify for the post. This process must be based on the job description. The next stage would be to carry out interviews and tests on all applicants. The interviews should be conducted by qualified, seasoned individuals who can assess candidates’ personalities and rate their competence accurately. The best selection tools would be use of interviews, personality and intelligence tests.
Personality and intelligence tests are important in the selection process because they are used to determine an individual’s abilities, personality attributes and character. They also tell the candidates’ level of intelligence by testing how they would handle different work scenarios. These tests are meant to improve the quality of the selection process and lead to the recruitment of the best candidates.
The preferred method of selection for the posts of regional managers would be a combination of the unstructured interview and situational interviews. This is because this combination helps indentify managers who have the right personality, competence and character. Unstructured interviews help identify the competence levels, personality and knowledge of potential employees while situational interviews help determine the individual’s ability to handle different situations at the work place. The best way to develop the post of regional manager in future would be to develop a job description, advertise the job, and conduct interviews to select the best candidates.
Sales team members
The organization has ten sales positions to fill at this level. The selection and recruitment strategy would be to develop a job description, conduct interviews, personality and intelligence tests then finally select the best candidates for this position. The best selection tools for the sales team member position would include intelligence tests, personality tests and interviews.
This is because these tools of selection help identify the desirable attributes in the potential applicants. They also help the candidates prove why they deserve to be given the job.
Personality tests in sales member selection help identify people with straight forward character, who can make good decisions and can work as a team member. The intelligence tests help identifies people who have the mental character to make sound decisions, and be able to handle different situations at the place of work. They also help determine individuals’ skills such as communication skills.
The best method of employee selection interview would be use of unstructured interviews and panel interviews. This is because unstructured interviews test for an individual’s personality, job competence and situational ability. Panel interviews are effective because the panels select candidates based on number of interviewers who approve the candidate’s abilities. In future, the candidates for this post must undergo intelligence and personality tests apart from a series of interviews to be selected.
Types of Interviews
Advantages
Disadvantages
Structured and Unstructured Interviews
Structured interviews help determine the most competent candidates. Furthermore, the interviews can be conducted by inexperienced individuals since they only need to ask the predetermined questions.
Unstructured interviews consider personal qualities as well as job competence
Structured interviews are that they only focus on competence but not the personality.
An unstructured interview can only be conducted by trained and experienced interviewer.
Behavioral Descriptive Interviews
It’s cheap to conduct and the organization employs individuals with discipline and desirable behavior.
It’s time consuming.
Candidates could also fake their behavioral characteristics during the interview.
Finding an interviewer who can accurately identify and describe other people’s behavior is difficult
Situational Interviews
Helps identify people with knowledge and experience for top organizational jobs.
Young inexperienced employees may be disadvantaged since they do not know much about different organizational situations.
Biographical Interview Blanks and Data
Easy to conduct since one only needs the biographical data of all candidates to assess and choose those with desirable attributes.
This method is not accurate since some data may be prejudiced.
Panel Interviews
Each interviewer gives their opinion about a candidate. If the majority of interviewers approve then the decision is made.
However, panel interviews give rise to contentions on interviewers’ opinions.
Stress interviews
Helps identify strong, dependable individuals who can handle organizational pressure and make difficult decisions
May not be fair since other competent candidates may fail due to panic resulting from the stress interview.
Vice president of sales
The person to be selected for this position must be an experienced individual in sales and marketing at national level. They should possess leadership qualities and be decisive in character. A successful candidate must also have good interpersonal skills, be able to relate freely with both colleagues and junior employees. The individual must have desirable behaviors such as loyalty, honesty and discipline. Finally, they must have good communication skills.
Filling the vice president’s job internally
If Gilliland-Moore Wines wants to fill this post internally they have to understand that the method has its merits and disadvantages. It will be beneficial because the individual selected knows the organization well and would need less time to adapt. The person will also ensure continuity in the organization since they are already employees in the organization. Lastly, it would be beneficial since the individual selected will be motivated to prove their credentials and will know how to relate with other employees.
However, there are demerits of this approach of selecting the vice president of sales. This is because the company was initially regional. Selecting internally implies that they must select an individual with no experience in national sales.
External selection
External filling of the top sales position means selecting individuals with experience of sales at national level. Furthermore, this would bring in employees with new ideas that can help the company grow. On the downside, selecting externally would lead to the employees in the company feeling disgruntled hence; affecting their motivation levels.
Issues to consider
When planning succession, the organization would have to consider the ranks of potential successors. They would also consider the performance records of each candidate to select one with the best record. Furthermore, they would consider the effects of selecting a successor internally or externally.
Conclusion
Therefore, Gilliland-Moore Wines must use different strategies to select vice presidents of sales, sales team members and regional managers. Each of the positions has its own requirements and qualifications which require different selection methods. The candidates must all be qualified, have good personality and character. There are merits and demerits of selecting a successor to the top sales manager internally and externally. The organization must address all these factors to ensure that its selection and recruitment policy successfully identifies competent individuals.
References
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