Recruitment Roulette: Hitting the Candidate Jackpot
In our previous blog post, we talked about how brands can find the right customer service candidates by focusing on things like culture fit, “uncapturable” traits, emotional intelligence and curiosity.
The next important step in the recruiting process is to meet candidates face-to-face and implement channel specific testing to ensure you’re hitting the candidate jackpot.
HIT THE CANDIDATE JACKPOT
A robust interview process to find the right candidates is key, as it gives a clear picture of how potential candidates will be able to handle the role day in and day out.
Many customer care programs have different channels. Each of those channels have different attributes that are important for the role and the type of interactions that will be handled. Implementing channel-specific testing ensures that the right people are being hired for the right role.
Face-to-face interviews allow for the opportunity to dig deeper into culture fit. Recruiting teams should focus on:
- Interpersonal skills and personality traits (friendliness, professionalism, etc)
- Affinity to the brand the candidates are potentially representing
- Behavioral questions to assess the applicant in various situations
- Questions around the applicant’s ability to work individually and within a team
- Examples of their experience with problem solving and managing emotions
Another evaluation technique is to run candidates through a “culture simulation test” to assess aptitude, attitude and teamwork skills. It gives a realistic introduction to the position through group-style interviews and role-play scenarios, including system navigation and escalated situations. Brand-specific questions and scenarios ensure a deep assessment for brand and candidate cohesion.
Often times, this is a point in the recruiting process where some candidates will “deselect” themselves if they feel the program is not a personal fit.
IT’S NOT ABOUT LUCK
The COPC states that the measure of recruiting success is to achieve 80% retention after 90 days. And according to McKinsey & Company, engaged and satisfied customer care employees are 8.5x more likely to stay than leave within a year.
During recruiting, onboarding, training, production and ongoing career pathing, employees need to feel like they are being invested in the whole way through. Working collaboratively to engage employees at each touchpoint is the responsibility of all departments – including Recruiting, Human Resources and Operations.
Setting up significant checkpoints for each new hire during their first few weeks of employment is crucial in measuring product comprehension, systems understanding and overall sentiment of the job. This type of early coaching boosts confidence in team members and helps them feel encouraged in their role.
KEEP UPPING YOUR GAME
Brands should never stop questioning the way they are hiring and coaching for brand alignment. It’s helpful to know how others are interpreting the culture, and also inspires constant improvements and process changes in the recruiting process. Last but not least, engaged and passionate employees will provide the best possible service to customers – and at the end of the day, that’s always the paramount goal.