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Products & Services Customer Service Call Centers Call Center Human Resources Call Center Recruitment and Selection Identifying Hiring Needs

Successful Hiring Strategies for Service-to-Sales Call Centers

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ID: 4879


Features:

Metrics, Graphics, Detailed Process Map


Pages/Slides: 6


Published: Pre-2013


Delivery Format: Online PDF Document


 

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"Successful Hiring Strategies for Service-to-Sales Call Centers"


Study Overview:


Companies converting call centers from service-only to service-and-sales functions often discover they must find and tap new talent pools to successfully fill sales roles. Finding the right candidates up front improves the organization’s sales effectiveness: “Good reps have to have that ‘sales gene’— people skills, assertiveness, etcetera,” said one veteran call center manager, while another observed, “Personality type is key to their success in taking advantage of selling opportunities.”

This study examines the critical factors that winning service-sales organizations have identified as characteristic of high performance service-sales representatives and other effective methods to realign the hiring process to attract more sales-oriented applicants. This research can help call center leaders and hiring managers increase recruiting success and hiring efficiency through identifying job candidates who will be most successful as service-sales representatives.

Key Topics Areas:

  • Personality Attributes
  • Competency-Based Screening
  • Behavior-Based Interviews
  • Cross-Adverting Call Center Jobs as Service and Sales

Sample Best Practices:

  • Identify personality attributes that are leading indicators of sales success to create hiring profiles.
*According to most call center managers strong communication and listening skills are a key hallmark of successful sales representatives.
  • Use behavior-based interviews and role-plays to probe character traits that are critical to sales-rep performance success.
*A common interview tactic that looks for desired behaviors is the “situational challenge” interview, in which the interviewer describes a difficult problem or challenge and asks how the interviewee would solve it.
  • Expand talent sources to reflect local labor markets with unique sources of sales-and-service talent.
*One call center based in a college town has found that “students make bright, dependable employees. They like the flexible hours and often stay with their jobs four or five years."

Methodology:

This research originated from a Best Practices, LLC consulting project. It was conducted for a client and was based on interviews and surveys with executives and senior managers in the telecommunications, financial services, computer software and other industries.

Industries Profiled:
Computer Software; Medical Device; Financial Services; Telecommunications; Retail; Manufacturing; Professional Services; Computer Hardware; Service; Banking; Internet; Electronics; Chemical; Computers; Consumer Products; High Tech; Insurance


Companies Profiled:
Intuit; Fleet Bank; Vodafone; UMB; Wachovia; Littlewoods Ltd.; Yokogama America; Amerix Corporation; Medtronic; Embarq (formerly Sprint); NCR; Amylum Iberica SA; People's Bank; GE Money (formerly GE Consumer Finance); Royal Bank of Canada; AOL; SouthEast Telephone; Aliant Telecom; Tata Johnson Controls; AT&T; Texas Instruments; Wells Fargo; Travelocity; Bank of America; American Express; Bank One; Carlson Leisure; BASF Corporation; Bell South; Citigroup; Dell Computer; Dow Chemical; Eastman Kodak; Eaton Corp; EDS; Fidelity Investments; IBM; Lands' End


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