How many parties are there where the topic of the conversation turns to customer service, and is typically a horror story about a bad customer service experience? If you're like me, it's all over time. Imagine if you want to be responsible for the customer service organization and the subject of the conversation is the bad experience of customer service. What are you doing now? I think he's starting to look at his customer service.
It's usually the best place to start an investigation at the beginning. How do I record and interview with customer service representatives? Is there a structured interview process? Do you want it? Do the staff really know how to do interviewing?
I would like to share a three-step approach by interviewing customer service representatives, which will help achieve better results. Every employee Success is based on three critical success factors: the first is Skill Fit. Skill recognition is the most natural information we can evaluate for you on your CV. This includes education, training and experience. The second is Company Fit. Company Fit includes the values, the attitude and the appearance. The third, and often the most ignored, Job Match. Job Match includes personality, interest, and abilities. With all three of them, you can raise your customer service team.
Now how to do it.
First, you need to make sure your tenants know how to make an interview. Good solid interview skills are critical. The use of tried and true behavioral interviewing techniques always provides better results than the "cuff" methodology or an interview style that means relationships about anecdotal responses to hypothetical questions. This philosophy is at the heart of behavioral interviews: Past Performance Predicts Future Behavior During the interview, you can usually create behavioral interview questions by formatting your questions as follows:
- Tell me a time when …
- Give me an example.
- Enjoy a wealth of experience where …
Some customer service interview questions may include the following:
- "Tell me about a time, ready for the customer?"
- "You could give me an example, when a customer was unreasonable? Tell me exactly what the situation was and how he handled it. " And as a follow-up you can ask, "What did you learn about this situation?"
- "We often ask you to become part of a project team. Would you tell me the time you spent in the last job when you were a member of a project team, what was the team asking and what role did you play?"
Of course, these are just examples. You want to create your own specific questions that each candidate will ask. You usually have to pause, but you just want this to be an interview … a series of stories where the candidate will tell you how things have been handled in the past. We can accept that they will be good indicators of how they will handle similar situations in the future. Once basic interview questions are structured, you are ready to transition to corporate Fit.
Generally, Company Fit is a bit more challenging than Skill Fit and good interview questions often get the information we need. In order to focus on your corporate fit, you first need to know what kind of behavior is expected in your organization. Are you a team-oriented culture or one that prefers the rewards of each participant? Are things flexible or do they keep certain policies? Shorts and T-shirts or suits and neckties? Closed or open door policy with an executor? All of these components are part of the company. The questioner asks the following questions:
- "Tell us about a date you did not agree with a policy, what was your disagreement and how did you handle it?"
- "Tell us about a manager you worked on, which was particularly effective." What kind of behavior did you introduce? "
- " Tell me about a very tiring day you've done in the past.
The ultimate component is Job Match. Using Job Match technology, you can measure successful incumbents in customer service roles and learn about their learning style, behavioral practices, and occupational interest. All of these three elements have been studied and found to be key indicators for job-seeking – rather from experience and education. These are:
Thinking Style: Shows how a person processes and learns new information. She answers the question: "Can the candidate meet the mental needs of the job?"
Behavioral Features: What are Key Behavioral Behaviors for Work? You answer the question: "Will the candidate be comfortable in the working environment?" He also answers the question "will the candidate be motivated by this kind of work?"
Occupation Interests: What do I care about this person? Are they an artist who applies for a data driven job?
After understanding the key components, you can create a work solution pattern for those who know they will be successful in the work. After you create this sample, you can evaluate incoming potential talents and see where they are located in the sample and where they are located on the sample. Some job recruiting tools also include behaviors-based interview questions that target areas where candidates are outside the job saver pattern, thus facilitating the interview process.
Behavioral-based interviewing with Skill Fit and Company Fit, and using Job Match technology to help improve customer service, is a long way to go. It is not easy to find great people, but it is possible. The use of solid, repeatable methods is key.
Learn more at Talent Insight
Source by sbobet