Dear All,
I am seeking advice on developing a robust selection strategy. Any assistance in devising an effective and practical selection strategy would be greatly appreciated.
Currently, I am employed in Sales HR at a pharmaceutical company. Given the nature of my role, we frequently conduct monthly recruitment drives to interview candidates for positions such as medical representatives, area managers, and regional managers. Our interview process typically involves two rounds: Panel one comprises Junior HR and Sales Manager, while Panel two includes Senior HR and Senior Sales Manager. Historically, we have not utilized standardized interview questionnaires.
One recurring challenge we face is the tendency for all assessors to evaluate candidates based on similar criteria, including background, attitude, job knowledge, role clarity, behavioral aspects, communication skills, and salary expectations. Consequently, there is often overlap in our assessments of candidates.
I would appreciate any recommendations on a comprehensive approach to assess sales candidates at all levels, focusing on Knowledge, Skills, and Abilities (KSA) or other relevant parameters. Additionally, if there are specific interview assessment sheets that are recommended for use, please share them.
Thank you for your guidance and insights.
Best regards,
[Your Name]
From India, Kolkata
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I am seeking advice on developing a robust selection strategy. Any assistance in devising an effective and practical selection strategy would be greatly appreciated.
Currently, I am employed in Sales HR at a pharmaceutical company. Given the nature of my role, we frequently conduct monthly recruitment drives to interview candidates for positions such as medical representatives, area managers, and regional managers. Our interview process typically involves two rounds: Panel one comprises Junior HR and Sales Manager, while Panel two includes Senior HR and Senior Sales Manager. Historically, we have not utilized standardized interview questionnaires.
One recurring challenge we face is the tendency for all assessors to evaluate candidates based on similar criteria, including background, attitude, job knowledge, role clarity, behavioral aspects, communication skills, and salary expectations. Consequently, there is often overlap in our assessments of candidates.
I would appreciate any recommendations on a comprehensive approach to assess sales candidates at all levels, focusing on Knowledge, Skills, and Abilities (KSA) or other relevant parameters. Additionally, if there are specific interview assessment sheets that are recommended for use, please share them.
Thank you for your guidance and insights.
Best regards,
[Your Name]
From India, Kolkata
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Dear Powerbuzz,
The reply to your query lies in your post itself. In your post, you have written that you need a monthly recruitment drive. But do you need interviews every month? Is it because of the expansion of your company or employee attrition? If it is the latter, then how many persons left because they were unfit to handle the job? You need to do an analysis of the candidates who were required to be removed because of their poor performance. You need to tally the questions asked in the interview for such candidates and find out where your selection had gone wrong. The second analysis is about the employees who were not removed. What did they say in the interview and what do they actually do? Is there any gap? Why was this gap there that you need to study?
Unless you do this, you will never come to know where you had been going wrong.
Have you tried the time-tested "Behavioural Interviewing"? In behavioral interviewing, the candidate can never concoct answers. However, in this interviewing method, the interviewer has to be trained formally. The trouble in India is that most of the interviewers assume that they have acquired these skills on their own. What is happening in your company could be the fallout of this assumption as well.
I conduct training on "Behavioral Interviewing". About five years ago, one of the members of this forum had attended my training and later uploaded his comments on the forum. You may click the following link to refer to those comments:
https://www.citehr.com/241500-fantas...ng-skills.html
If you wish to know the contents of this training program, then you may click here.
Thanks,
Dinesh Divekar
From India, Bangalore
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8218The reply to your query lies in your post itself. In your post, you have written that you need a monthly recruitment drive. But do you need interviews every month? Is it because of the expansion of your company or employee attrition? If it is the latter, then how many persons left because they were unfit to handle the job? You need to do an analysis of the candidates who were required to be removed because of their poor performance. You need to tally the questions asked in the interview for such candidates and find out where your selection had gone wrong. The second analysis is about the employees who were not removed. What did they say in the interview and what do they actually do? Is there any gap? Why was this gap there that you need to study?
Unless you do this, you will never come to know where you had been going wrong.
Have you tried the time-tested "Behavioural Interviewing"? In behavioral interviewing, the candidate can never concoct answers. However, in this interviewing method, the interviewer has to be trained formally. The trouble in India is that most of the interviewers assume that they have acquired these skills on their own. What is happening in your company could be the fallout of this assumption as well.
I conduct training on "Behavioral Interviewing". About five years ago, one of the members of this forum had attended my training and later uploaded his comments on the forum. You may click the following link to refer to those comments:
https://www.citehr.com/241500-fantas...ng-skills.html
If you wish to know the contents of this training program, then you may click here.
Thanks,
Dinesh Divekar
From India, Bangalore
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