Pay attention to the appearance, text, grammar and other aspects of your resume. Whether the resume is neat, the typesetting is beautiful, the grammar and vocabulary are proper, and the content organization is logical and organized. More professional resumes are all one or two pages, so be careful if they are too long or too short. Pay attention to the work experience related to the salesman position he applied for, and which relevant units he worked in before applying. Pay attention to the frequency of job changes and possible reasons. If candidates change jobs too frequently, it is necessary to consider whether the reasons for each job change are reasonable and find out the doubts in their job-hopping motives. Investigate the educational background of candidates and its correlation with work experience. This question reflects the candidates' consideration in career choice and career development. Pay special attention to his current salary and his salary expectations. If its expectation is far higher than the enterprise's standard, it should be paid special attention to. Delete resumes that do not meet the job requirements, spelling mistakes, incomplete or inaccurate statements, inconsistent descriptions, frequent job-hopping and employment gaps.
Step 4: Try the candidates for the first time and check the relevant information.
The purpose of the interview is to get more information to fully understand the candidates, avoid making judgments in advance, and then look for information to support decision-making.
Enterprises can choose suitable testing tools or testing service agencies to test candidates, but they must have the characteristics of effectiveness, reliability and job relevance. The test content mainly includes quality, attitude, intelligence, knowledge, skills, emotional stability and professional interest. Hiring decision people understand that the results can only be used as a reference, not a decisive factor in the selection. If the candidate finally gets the position, the test results can be used as the basis for making the training plan.
In addition, after browsing the resume in advance, the recruiter adopts an open, exploratory rather than inductive inquiry method. For example, why did you choose sales as your career? What do you think might affect your work? Don't ask leading questions, such as do you like team work? If the applicant has excellent sales performance, it is a better way to adopt the star principle. First of all, ask what situation it is in, including geographical characteristics, customer situation, sales channels and so on. Then ask about specific tasks, including sales, remittance and customer relations; Then ask the candidate what kind of action (action), including planning, negotiation skills and promotion measures; Finally, ask the results, including whether the goal has been achieved, what gains have been made, and how to avoid them in future work. Recruiters should record impressions and key information at hand in order to make a decision.
The sales manager must ask the candidate's teachers, colleagues, supervisors and family members appropriate questions to make up for the lack of information, but with the consent of the candidate. This method is an important way to obtain work background, salary and reasons for leaving, but the sales manager should clearly check whether the information type, inquiry and information are reliable.
Step 5: Conduct multiple interviews and evaluate the recorded results.
After the initial test, some candidates were allowed to participate in the interview again. The sales manager and the hiring supervisor of the first interview re-check the resume and previous interview records, analyze the test results, check the reference materials, prepare a written list of questions, and ask questions in this interview, and these questions are more specific and detailed than the first interview. If the test results show that the candidate's quality is not suitable for sales, please convince the recruiter that he is qualified for the vacant position. If the company finds that the reasons and time for the candidates to leave their jobs are different from what they described, please ask them to give an explanation. The sales manager will ask some sensitive questions about salary, promotion and company policy, and observe their body movements. The sales manager should sincerely answer the candidate's questions about the position and company and tell him how long to contact.
According to the "sufficient" and "necessary" conditions of importance, the specific contents of quality, skills, experience and knowledge are sorted. Compare the interview results with the candidates' conditions and job descriptions, and eliminate the candidates who do not meet the "necessary" conditions. Make a recommendation for accepting or not accepting each candidate, and explain the reasons.
Step 6: Check the process and make a final decision.
Before making a final decision, check whether there are avoidable mistakes in the recruitment process, such as:
1. Clear but unwritten job description and qualifications.
2. Only when the position is vacant, do you recruit sales staff.
3. There are no widely used recruitment channels
The recruiter talked too much in the interview.
5. I didn't check the relevant information of the candidate.
6. Make a hasty decision under pressure
7. I will hire someone I like, and there will be no danger.
In the final decision, the sales manager and the personnel in the human resources department should avoid discrimination based on nationality, gender, age, weight, height, reputation, religion, educational background, marital status, disability or veterans, unless they are qualified. In addition to notifying those who have finally passed, contact the candidates who have not been admitted, indicate the future cooperation opportunities, and give wishes.