1.
Reviewing the need.
2.
Job description and person specification.
3.
Advertising.
4.
Short-listing.
5.
Interviewing.
6.
Decision making and offer.
7.
Induction.
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TOOL 6.1: HANDOUT 1
Seven steps to effective
recruitment and selection for
customer service roles
TOOL 6.1: HANDOUT 2
Example rating system
Candidate responses are measured against the criteria below
to assess the extent to which the positive behaviours are
displayed.
0–2
2–3
No evidence:
Demonstrates
no evidence
or fails to
meet most of
the
behaviour
definition.
Less than
acceptable:
Meets less than
half of the
behaviour
definition.
3–5
Meets the
behaviour
definition:
Demonstrates
consistent
behaviour.
5–7
More than
acceptable:
Meets more than
the behaviour
definition.
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7–10
Exceeds most
parts of the
behaviour:
Demonstrates
behaviour at
high levels
exceeding what
is expected.
Step 1 – Reviewing the need
One of the first tasks to undertake when you
consider
starting a selection process for a customer service post is
the posing of the question: ‘Is the role still required?’
Consider the following:
•
Is the role required?
•
Is this an opportunity to review the structure of the
team/department?
•
Is it a like-for-like replacement?
•
Any changes to hours/responsibilities?
Step 2 – Reviewing or creating a job description
and person specification
Job
descriptions
and
person
specifications
should
be
created or reviewed prior to each recruitment campaign to
ensure that the post is accurately reflected.
The job description should focus on responsibilities and
not relate simply to specific tasks.
The person specification should be sufficiently broad to
encourage
applications,
but
not
so
prescriptive
that
candidates with all the essential skills and experience
will be almost impossible to attract. Skills which can be
trained during the day-to-day performance of the post, or
by
training
and
development,
should
be
listed
‘desirable’ rather than ‘essential’.
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as
TOOL 6.1: HANDOUT 3
Seven steps to effective
recruitment and selection
Step 3 – Advertising
TOOL 6.1: HANDOUT 3
Bear in mind when advertising the post which recruitment
medium best fits the nature, grade, location of the post,
the
need
for
diversity
representation
and
previous
experience in recruiting similar roles and cost.
Remember, the advert is your tool to get the candidates to
‘self-screen’. An effective advert is an opportunity to
save time.
What do you include? – Clarity on hours, experience you are
looking
for,
essential
skills,
location
and
any
other
criteria that are likely to help individuals to decide to
apply or not. Remember the all-important how to apply, who
to, in what format and by when.
This is the first introduction to the business if you are
advertising externally, so it needs to reflect the culture,
values and the role.
Step 4 – Shortlisting
The shortlisting process is undertaken by comparing the
CV/application
form
with
the
appropriate
person
specification and recording specific areas of compatibility
(or otherwise) using a shortlisting form.
Initially,
you
should
shortlist
against
the
essential
criteria only. If this results in an unnecessarily high
number of candidates, then the desirable criteria should
also be used.
Remember full notes must be made as to the reason why a
candidate is, or is not, called for interview. This is
necessary in the event that the organisation is called upon
to demonstrate the fairness of its procedures or to justify
any decision made by its managers.
Step 5 – Interviewing
Interviews are not a reliable way of testing for the best
candidate.
When
you
have
shortlisted
candidates
for
a
customer service post, consider what forms of assessment
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you may use to test the candidates’ suitability for the
post in addition to interview. It may be appropriate for
example to use assessment centres, where skills are tested
with the most successful applicants being invited to return
for interview.
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amongst others testing for:
•
MS Office Suite – Word, Excel, Access, Outlook and
PowerPoint
•
speed typing
•
a range of call centre skills
•
a range of finance department skills
•
behavioural profiling.
Additionally,
interview
presentations,
in-tray
exercises
and group exercises may be used where these are appropriate
to the post.
When
you
do
call
people
to
interview,
remember
the
interview questions must be tailored to the competencies
that you believe are essential if a person is to perform
well in the target job.
Most
interviews
puts
contain
forward
a
questions
situation
where
the
interviewer
asks
the
applicants
and
theoretical questions about how they would deal with it. We
may get an excellent answer. However, all this is telling
us
is
that
the
person
knows
what
they
should
do,
not
whether they are likely to do it! Similarly, some people
may not know the textbook response but may, when faced with
a
‘real-life’
situation,
respond
appropriately
with
successful results.
Best
practice
is
to
use
behavioural-based
interview
questions to ask for specific examples of situations which
have
required
the
person
to
demonstrate
a
particular
quality. For example: ‘As you know, in this job it’s really
important to be able to quickly build lasting relationships
with
customers.
Tell
me
about
a
particularly
difficult
customer and how you won them round.’
By doing this we are focusing
on the actual behaviour
demonstrated
and
by
the
applicant
can
follow
up
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the
TOOL 6.1: HANDOUT 3
Other assessments for customer service posts could include
question with probes such as: ‘What precisely did you do?’
‘How did he/she respond?’ ‘What was the outcome?’
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TOOL 6.1: HANDOUT 3
From the example given by the applicant you can form an
objective view of how that person sets about developing and
maintaining
customer
relationships
and
how
sensitively
he/she can deal with difficult people. Chances are that the
person would tackle things in the same way if the situation
arose again.
Step 6 – Decision making and offer
Even the most structured assessment technique is still open
to subjectivity and bias – after all, interviewers are only
human
and
are
bound
to
react
to
the
personality
and
personal style of the candidate they are assessing.
One study estimated that most interviewers make a decision
about whether or not to hire a candidate in the first 30
seconds – and then spend the rest of the interview looking
for evidence to support their decision.
One
way
of
objective
keeping
as
your
possible
is
assessment
to
as
separate
accurate
the
and
process
of
collecting evidence of the candidate’s competence from the
process of judging the evidence.
To
make
a
candidate
following:
choice,
and
complete
objectively
Essential
a
scoring
compare
versus
grid
scores.
desirable
for
Consider
versus
each
the
trainable
skills.
Giving feedback
Candidates may, at any stage of the process, ask you for
feedback.
It
is
therefore
very
important
to
make
comprehensive notes at all stages of the process.
Tips for giving feedback

Complete the relevant form so you have evidence for each
stage of the process.

Ask interviewees what they think they did well and what
they would do differently.

Balance
the
feedback:
what
was
good
and
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areas
for
development.

Be specific, give examples.

Relate the feedback to the competencies and criteria.
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Discuss and offer suggestions for development.
•
Thank them for applying.
Step 7 – Induction
The
final
step
impression.
is
This
an
is
opportunity
often
to
forgotten
really
in
the
make
an
selection
process as people are focused on the appointment. You now
have an opportunity to equip the individual to do the job
effectively.
What is an effective induction?
Make sure that you have really thought about scheduling
work and activities for the individual to get up to speed.
A well-planned induction will impact on the speed that an
individual reaches the required performance.
Here is an induction checklist
Organised
Activity
Meet and greet on arrival
Team members available to be introduced
Lunch arranged
IT requirements organised
Seating arrangements/desk ready
Feedback from the interview
Discuss job description and responsibilities
Meetings arranged with key contacts
Outline first quarter objectives
Training booked
Induction course scheduled
HR requirements complete
Schedule week-one activities
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TOOL 6.1: HANDOUT 3
•
TOOL 6.1: HANDOUT 4
Assess your recruitment and
selection practices
When
recruiting
service-orientated
employees,
hire
for
attitude, train for skills. Rate how well you currently
recruit and select customer service employees in your area:
Strongly
disagree
Hiring practices
1
We recognise that customer
service jobs have the greatest
impact on customer satisfaction
and take care to hire the best
people for those jobs
We use a person specification
which outlines the specific
attributes people need in the role
and recruit against these criteria
We recruit first for attitude and
second for skills
Our adverts encourage selfselection in or out of the job
We use a range of assessments
In addition to interviewing which
are appropriate to the job
We use behavioural questions as
part of the interview process
We use clear criteria to evaluate
the evidence collected for each
candidate
We plan and implement a
comprehensive induction for each
new starter
Neither
agree nor
disagree
2 3
4
Strongly
agree
5
Now look at the areas where you have scored the lowest.
Develop
a
plan
of
action
to
improve
the
way
recruit and select customer service employees.
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that
you
List the internal departments that you receive a service
from and those that you give a service to.
Internal
customers
give a service to
that
we Departments
who
provide
service to us
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a
TOOL 6.2: HANDOUT 1
Who are your customers?
TOOL 6.3: HANDOUT 1
Feedback
For each department from whom you receive a service and
that is present in the room today, provide the following
feedback:
• What are the strengths of this department?
• What can you rely on them to do positively for you?
• What are the weaknesses of this department?
• In what situations are they NOT reliable?
•
What one thing above all others should they improve
about the service they provide you?
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•
What one key thing will you continue to do as a result
of the feedback?
•
What one key area of weakness do you commit to change?
•
Who will be responsible?
•
When will you do this?
•
How will you inform your internal customers of the
changes?
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TOOL 6.3: HANDOUT 2
Departmental action plan
TOOL 6.4: HANDOUT 1
Some characteristics of a highperforming team
•
Clearly defined and commonly shared objectives.
•
An
understanding
of
individual
roles
and
responsibilities.
•
Mutual support and trust.
•
A co-operative rather than a competitive climate.
•
An
ability
to
value
differences
and
appreciate
conflict.
•
Open communication lines.
•
Willingness
to
subordinate
which
balances
individual
goals
to
group goals.
•
Leadership
direction
with support and openness.
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and
control
The team iceberg
TOOL 6.4: HANDOUT 2
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TOOL 6.4: HANDOUT 3
Team assessment checklist
1.
What do you understand are the goals/objectives of the
team?
2.
Describe the role that you play in the team
3.
Do
you
understand
everyone
else’s
role
within
the
team?
If not, whose role is not clear?
4.
To what degree does your team leader/manager involve
you in decision making?
5.
What specifically could they do more of?
6.
To what extent does your team leader/manager seek your
ideas and suggestions?
7.
What specifically could they do more of?
8.
How effective is this team at airing differences of
opinion and dealing with conflict?
9.
How well do team members offer you and others support?
10.
How well do team members share ideas and input?
11.
What else can this team do to deliver an excellent
service?
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Look at the questions below and respond appropriately.
•
If you feel that your answer is absolutely yes – a
rating of 5 should be shown in the appropriate box.
•
If you feel that your answer is absolutely no – a
rating of 1 should be shown in the appropriate box.
•
If you feel that your answer lies somewhere between
these extremes – ie is partial – write 2, 3 or 4, to
reflect your view.
•
If you feel that you cannot answer the question –
write a 0 to reflect a don’t know answer.
•
If you feel that the question does not apply to your
business or function, please enter N/A in the box.
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TOOL 6.5: HANDOUT 1
Does the organisation have a
customer focus?
TOOL 6.5: HANDOUT 1
A. Vision and values
Question
A1
A2
A3
A4
A5
A6
A7
Your score
Is there an absolute belief, from top
to bottom, that business growth and
profitability
is
dependent
upon
customer satisfaction, retention and
loyalty?
Are
the
organisation’s
values
published in a clear, concise and
meaningful way?
Were the organisational values, if in
place,
developed
with
input
from
colleagues at all levels?
Is
the
main
thread
of
the
organisation’s goals based on the
objective of building a customerfocused business?
Do all employees have a clear vision
on how customers should be treated?
Is
the
organisation’s
marketing
strategy based upon giving customers a
value
added
service
that
differentiates you from competitors?
Does customer service genuinely sit at
the
top
of
the
agenda
in
your
business?
TOTAL SCORE
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B. Continual customer research
Your
score
B1
B2
B3
B4
B5
B6
B7
Do we have a clear and well-defined
picture of the present and potential
customers that the organisation is aiming
to serve?
Does the organisation regularly conduct
research with customers to determine what
services they need and want?
Do managers at all levels regularly speak
to customers, seeking their opinions on
our service levels?
Does
the
organisation
share
customer
research with employees at all levels?
Does the organisation have an effective
system in place for customers to feed back
their comments and observations about
service levels?
Does
the
organisation
use
customer
research to change systems, procedures and
processes?
Does the organisation base its products
and services on the genuine requirements
of customers?
TOTAL SCORE
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TOOL 6.5: HANDOUT 1
Question
TOOL 6.5: HANDOUT 1
C. Customer-centric organisation structure
Question
Your score
Does the organisational structure enable
C1
you
to
give
customers
what
they
are
asking for?
Does the organisation structure make it
C2
easy for your customers to understand you
and do business with you?
When the business designs or make changes
C3
to the organisational structure, does it
consider the needs of customers?
C4
Does
the
business
regularly
review
the
structure of the organisation to improve
service levels?
C5
Does
the
organisation
structure
reflect
the importance of the internal customer
also?
C6
Does
everyone
measurable
in
the
organisation
accountability
for
have
customer
service?
C7
Does the organisation encourage people to
recognise the needs of internal as well
as external customers?
TOTAL SCORE
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Question
Your
score
D1
D2
D3
D4
D5
D6
D7
Have your service-delivery processes been
designed more for the convenience and
satisfaction of your customers rather
than your own convenience?
Are the forms and documents used in your
service-delivery
processes
customer
friendly?
In designing a service-delivery process
does the organisation start by defining
the end result for the customer, and then
develop the parts of the system needed to
bring about that result?
Are
your
service-delivery
processes
flexible and adaptable to meet the
requirements of customers?
Are
your
internal
service
delivery
processes related to customer service
simple, flexible, easy to understand and
user friendly?
Does
the
organisation
compare
your
service-delivery
processes
with
competitors and revise them accordingly
to improve the service?
Does the organisation revise its service
processes to remove blockages that make
it difficult for customers to do business
with us?
TOTAL SCORE
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TOOL 6.5: HANDOUT 1
D. Service delivery processes and practices
TOOL 6.5: HANDOUT 1
E. Service leadership competencies
Question
Your
score
E1
E2
E3
E4
E5
E6
E7
Do all managers demonstrate by their
own behaviour, their commitment to
achieve the highest levels of customer
satisfaction and quality?
Is
the
management
style
in
your
organisation highly participative?
Is responsibility and authority pushed
down to the lowest levels possible?
Do
managers
talk
to
their
teams
regularly about customer service?
Does the performance management system
emphasise the importance of customerfocused behaviours?
Does the performance management system
reward
people
who
demonstrate
customer-focused behaviours?
Do
managers
readily
acknowledge
service excellence providers?
TOTAL SCORE
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Question
F1
F2
F3
F4
F5
F6
F7
Your score
Does
the
organisation
have
quantified
measurements
of
service efficiency for all key
customer contact roles?
Does
the
organisation
have
quantified
measurements
of
service effectiveness in terms
of customer satisfaction?
Does
the
organisations
tell
employees at all levels the
results of customer satisfaction
surveys?
Does
the
organisation
use
customer
surveys,
either
written, telephone or online, to
measure service satisfaction?
Do we really view our service
complaints as an opportunity to
improve?
Do we make it easy for our
customers to complain?
If a customer service compliment
is received do managers provide
direct face-to-face feedback to
the employee concerned?
TOTAL SCORE
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F.
Meas
urem
ent
of
serv
ice
effi
cien
cy
and
cust
omer
TOOL 6.5: HANDOUT 1
G. Creating the service excellence environment
Question
G1
G2
G3
G4
G5
G6
G7
Does
the
organisation
operate
an
effective reward and recognition process
for
employees
who
provide
service
excellence?
Does the organisation provide a good
environment
in
the
workplace
that
encourages
you
to
provide
service
excellence to customers?
Do the organisation’s business premises
reflect the commitment towards service
excellence?
Is
the
telephone
technology
in
the
organisation designed for customer and
service giver convenience, efficiency and
superior service delivery?
Do we regularly look at the environment
facing our customers and seek to identify
improvements?
Is
the
telephone
technology
in
the
organisation designed for customer and
service giver convenience, efficiency and
superior service delivery?
Do you have efficient and sufficient work
equipment to provide an excellent service
to customers?
TOTAL SCORE
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Your score
Question
H1
H2
H3
H4
H5
H6
H7
Your score
Do
new
employees
receive
guidance
regarding
service
standards
and
commitment
to
excellence
prior
to
starting work?
Do our employees receive proper technical
– ie product,
systems, equipment
–
training to ensure that they are equipped
to service customers?
Do employees receive sufficient service
skills training?
Does
the
organisation
have
service
standards to which new employees are
trained?
When the business changes a service
process,
do
managers
adequately
communicate and train employees?
Does the organisation invest sufficiently
in service skills training?
Does the organisation provide effective
routes for career progression?
TOTAL
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TOOL 6.5: HANDOUT 1
H Training and development of service skills
TOOL 6.5: HANDOUT 2
Does your business have a
customer focus?
Score sheet
Calculate the average scores for each category. Transfer
the scores to the grids below. Then compare the scores.
Then find the average score for each category for each
department.
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Average scores
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