Employer Branding,
Sales-Talente-Pipeline,
Mobile Recruitment,
Gamification,
Matching/Assessment

The recommendation already made by Nilgün Aygen in the first edition to consider the recruitment process as a sales process is now recognized by many companies and implemented step by step. The view of the sales candidate changes accordingly. Understanding the sales talent like a customer (in a positive sense) changes almost everything. At the same time, it shows in my university environment how the topic of sales management is visibly gaining importance. Not least because of the previously mentioned staff shortages, the business-oriented, University of Business for Management has developed a course in "Consulting and Sales Management" to be able to offer companies more academically trained consulting and sales staff in the future. From practice, we teachers know that the right course must be developed here when it comes to training. We are probably the first university in Germany to use the profiling tool "Profiles Sales Assessment® (PSA)" when selecting applicants. Per Nilgün Aygen's advice, we wanted to avoid the mistakes of those companies that do not make a careful enough selection of applicants.

If you do not choose correctly, you will not only harm your own company, but also the candidate. The company loses sales, the candidate's lifetime, and possibly self-confidence and determination. This “fitting” or “matching” should take place as early as possible. At universities, a consequence of mismatching is "dropout". The university admission tool "e-Profiling" was rated as above average by the accreditation agency FIBAA for the sales-related degree course "Consulting and Sales Management". This is no coincidence for me because, so far, most alternative selection tools are at best rudimentary to filter out people with the specific skills and the necessary motivation for sales. An outstanding achievement of the author is to treat not only the selection itself - from efficient reading of CVs to effective interview question cascades, which I have hardly ever found in such a comprehensive and compact form.

Nilgün Aygen's comprehensive recruitment guide for sales positions thematically ranges from the often underestimated high costs of incorrect appointments to efficient writing of job descriptions and job profiles, attracting suitable candidates, multichannel recruitment tools, new recruitment strategies, and suitable selection tools to successful onboarding. The entire process of recruiting according to sales principles is covered, and it even becomes clear which HR measures have a particularly positive effect on the company's turnover.

The revised and expanded book provides HR managers in sales-oriented companies with relevant information and fundamentals and will undoubtedly retain its place as a reference work in the front row of shelves for years to come. Even those who are only interested in individual aspects, such as avoiding desperate hiring by setting up and maintaining a sales talent pipeline, efficient interview technology, the use of social or professional networking, the optimization of their company website or the do's and don'ts of onboarding can expand one's knowledge in a manageable amount of time. Each chapter is interesting in itself and can be read independently of the other chapters. This book serves both as an introduction to the range of talent consulting in the multimedia age and as a reflection on the sales-oriented management of sales managers.