by Steven Lindner | Jan 26, 2023 | Candidate Assessment and Selection |
We all love hiring people we know. Candidates referred by existing employees account for up to a third of most companies’ new hires. Employee referral programs are a common recruitment strategy for incentivizing and rewarding employees for attracting quality candidates to fill job vacancies.
Are All Referrals Created Equal?
Hiring managers often extend job offers to employee referrals without interviewing other candidates. When other candidates are interviewed, the employee referral is still most likely to receive the job offer. This outcome should not come as a surprise. Logically, there should be less risk in hiring someone who comes recommended. And, it isn’t necessarily a bad practice. The more you know about a candidate beyond their resume and interview, the better the odds of correctly inferring that they will do a great job for you.
But not all referrals are equal. Nor does every referral turn out to perform well. So how do you know if the employee referral is the best candidate to hire, and what can you do to figure it out?
1. Don’t Provide Special Treatment
To start, treat all employee referrals as you would any other external candidate. They should go through the same hiring steps as everyone else.
Evaluate all employee referrals using the same hiring criteria. Put them through the same interviews and assessments as others. This allows apple-to-apple comparisons to be made with other external candidates being considered.
2. Fact-Check
Second, fact-check your views and knowledge of the employee referral.
- How much do you really know about them over and above any other candidate in the process?
- Is this a person you have first-hand job-related observations and experiences with because you previously worked with them or managed them? If yes, use that job-relevant knowledge as input into your hiring decision.
First-hand knowledge and observations of how someone performed during critical decision-making or make-or-break moments of getting work done are worth their weight in gold. Observations of actual work performance are strong predictors of how well they will do in your job. There is a lot of truth in psychology that past behavior is predictive of future behavior. Chances are, if they’ve done it well before, they’ll do it well again.
However, most employee referrals are simply someone an employee casually met and shared the job with. They could be a neighbor, a person introduced to them, or someone they sat next to on a train or plane. These candidates are not well known by the employee referring them and have little to no insight into their work capabilities. Hiring managers would be well advised to blind-review these candidates, meaning they are better off “not knowing” they were referred. This avoids making errors in judgment related to the expectancy bias that a referred candidate is recommended and better.
3. Consider Work Culture
Finally, take work culture into consideration. Cultural changes have big effects on employee performance and behaviors. Not everyone thrives in all cultures. For example, some leadership and management styles don’t translate well in collaborative, shared decision-making organizations. If your knowledge of an employee referral is based on a company culture very different from the current one, don’t assume past successes will necessarily translate to future successes.
It’s smart to ask employees for referrals to people who may be interested and qualified to fill your job vacancies. Employee referrals are a vital source of talent and should be evaluated in the same way you would any other external candidate. Consider also a “blind review” of referrals who do not share a work history with the employee referring them. Remember, just because an employee referred them and knows them doesn’t necessarily mean they are your best choice.
Need help to make correct hires happen in your organization? Want to learn how to do this better? We here at The WorkPlace Group are ready to help. For more information, please click here to contact us today.
by Steven Lindner | Sep 9, 2021 | Candidate Assessment and Selection, Older workers |
Job interviews can be tough. Feelings of nervousness and excitement can blur when you’re eager to take the next step in your career. As with any time in your career, you’ll want to take care to play up your strengths while interviewing in your 50s.
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by Steven Lindner | Aug 25, 2015 | Candidate Assessment and Selection, Hiring and Retention, Industry Research and Recruiting Metrics |
What’s The Business Value of Call Center Agents?
Call centers have well defined performance metrics. Want to grab the attention of the C-Suite? Then ensure your recruiting and selection efforts enable the call center agents to meet or exceed the centers performance metrics and deliver real value to the business bottom line.
When it comes to servicing customers — whether it be for technical support, product information, billing and payment processing, or online shopping assistance — quality counts. Call center agents, whether in an inbound, outbound or blended contact center, perform a vital function that drives sales, maintains customers and most importantly, builds brand loyalty.
Sixty (60%) percent of buyers prefer to pay more for better customer service. Eighty-six (86%) percent will stop doing business with a brand because of bad customer service experiences. Eighty-nine (89%) percent of buyers will migrate to a competitor after a poor customer interaction with the original brand1. If these three reasons are not compelling enough to receive the recruiting budget and timeline you need to positively influence your company’s bottom line, then consider the following fact. Buyers are more likely to share their negative experiences than their positive ones. With the rise of social media, negative reviews can rapidly reach thousands of people and impact a company’s reputation in just a few short business hours. Now more than ever, customers are the ones who promote a company’s brand. The ability of call center agents to deliver superior customer service, be it order, billing, account maintenance or help desk support, can give a company an edge over its competitors.
We are all in agreement that empty call center seats have real cost to the business, but so do seats occupied with the wrong talent. More and more, call centers are investing heavily in call center agent talent acquisition and recruiting in an effort to add good talent to their teams. As discussed in Recruiting Budgets, is it money well spent? investing in recruiting and selection can pay dividends.
Identifying Quality Call Center Agent Talent Is Simple Right?
In order to deliver quality customer service and maintain strong relationships with clients, companies need to identify and employ competent and skilled call center agents capable of turning each customer into a loyal brand ambassador. Based on our experience in high volume call center recruiting, the biggest challenge for recruiting and HR professionals is determining how to select the best talent for such positions when the competencies needed to perform these duties change and evolve constantly. Many contact centers use multiple channels to provide quality service to customers via phone, email, online chat, and in some cases video chat. Each channel requires a unique constellation of competencies to perform well, and a call center agent who might perform well using one channel may not be able to perform equally as well at another. This makes it important for recruiters to identify what competencies are most important for specific roles before starting the search for qualified candidates.
Recruiters should begin by deciding which relevant competencies can easily and reliably be assessed and how to sequence them in terms of priority for the selection process. For example, listening skills would be more important for representatives responding to customers via phone or video chat compared to those addressing customer concerns through email and text chat, where reading comprehension plays a greater role. Similarly, written communication skills and attention to detail would be more critical for call center agents communicating via text chat and emails than over the phone.
Against our advice, a client of ours once promoted their best customer service agents from phone-based support to email and text chat support only to find many of them unable to satisfy customers. One funny example that comes to mind, which was not so funny at the time, was when a well-intended call center agent responded with I am sorry our product damaged your sh*t when he meant shirt. Clearly, not all competencies are created equal across the different call center agent roles. Identifying and assessing critical competencies for successful performance is key for selecting the right quality candidates.
Obviously, not all call center agent positions are the same. The competencies important in customer service positions also vary based on the type of call center and the services they provide. For example, inbound center agents may need high level skills with conflict resolution, problem solving, technical trouble-shooting, or empathy. An outbound center agent may require greater skills in presentation, negotiation, and relationship building. Likewise, agents who communicate with customers through multiple channels may require higher level skills across a broader spectrum of competencies than a representative that focuses on a single channel.
As call centers adapt and change into contact centers with multiple customer service channels, companies will need to refine their competency models and change the candidate profiles of who they recruit and hire. Reviewing and identifying critical competencies for specific positions can significantly impact the quality of candidates selected and, as a result, contact center performance. Since quality customer service plays a critical role in a company’s ability to maintain business relationships with customers and protect its brand, ensuring that call center agents have the necessary skill sets at the appropriate level is a critical factor in ensuring business success.
How Call Center / Contact Center Agent Recruiting Professionals Can Impact the Business
- Critically evaluate the competency model with the hiring team to ensure it is appropriate for the specific role you are recruiting
- Build your candidate sourcing strategy from the competencies established for each unique role
- Screen candidates for the specific competencies associated with each call center agent role
- Revise your sourcing strategy and candidate screening process as positions evolve
- Look beyond call center / contact center experience and focus more on the underlying competencies required for successful performance to build wider candidate pools
- Partner with the hiring team to ensure recruitment and selection strategies are yielding hires that positively influence the key performance indicators that impact customer satisfaction and help the business meet its objectives
For more information about how to identify and connect critical call center agent competencies to call center recruiting strategies, please contact us here at The WorkPlace Group.
References
1. Top Contact Center Trends for 2015 – Compare Business Products http://www.comparebusinessproducts.com/resources/item/the-contact-center-in-2015
by Steven Lindner | Apr 20, 2015 | Candidate Assessment and Selection, Talent Acquisition |
According to the Bureau of Labor Statistics today’s U.S. unemployment rate is hovering around 5.5%. This is a significant improvement to the 10% unemployment rate that was reached in 2009. How does the 5.5% relate to the actual job market of today? A recent article by US News and World Report presents data suggesting that the current unemployment rate does not accurately capture how Americans are living and working today. It is important to note that the official unemployment rate only counts people who are actively seeking a job. Those not actively looking for work, those working part-time because they can’t find full-time work, and workers who are underemployed are not counted. If we include these individuals, the unemployment rate equals 11% (Bureau of Labor Statistics, February 2015). This is 25% higher than when the Great Recession started in 2007.
Who are the Underemployed Workers?
Based on the job market data, it is safe to say that there is a large number of professional workers who are working in jobs that are below their skill levels, as well as part-time workers who are actually in need of full-time jobs. Although the number of new jobs in the last few years has increased, the majority of those jobs are at the entry and low-experience level. Therefore, those laid off at the start or during the recession may have only been able to find new jobs that underutilize their skills and experience. For example, someone who held a Director-level position pre-recession, may now be working as a manager.
The WorkPlace Group® has seen first-hand instances of underemployed workers on numerous occasions. For example, a recruiter at The WorkPlace Group® recently read the resume of an applicant who, on a cursory review, would be deemed not qualified. At first glance, her most recent positions involved temporary or contract work in roles that were a step back in comparison to her earlier work experience. But, upon closer review of her resume, it became obvious that she has extensive experience as a Senior Publications Editor & Publishing Specialist at a multinational mass media firm with just the specialized knowledge and experience our client needed. She is just one of the many underemployed workers who are likely to be passed over by hiring managers looking for specialized talent.
How To Find Great Talent Among the Underemployed Workers
As recruiters go through the selection and hiring process to find great talent for their employer, it is often difficult to determine if a candidate is the right fit for the job based on his or her resume. HR managers or recruiters might find themselves skipping over some great, quality candidates if they strictly focus on candidates’ current positions. It’s important to note that although someone may have taken a step back in their career due to labor market conditions, it does not mean that they aren’t looking to get back on track in their field or career advancement. While a resume tells us whether the candidate has the right experience for the job, it may not tell us the whole story. The WorkPlace Group® has some great tips for helping identify hidden talent among the underemployed:
1. When reviewing a candidate’s resume, evaluate their employment history for the past 10+ years, rather than the past 5 or 7 years. Consider candidates who had a consistent progression in their career prior to their most recent roles.
2. While reviewing a candidate’s resume, pay particular attention to candidates with educational credentials and certifications not required in their current role. These are likely to be candidates who are currently underemployed workers and will welcome an opportunity to work for your company.
3. When reviewing candidates look for individuals who are continually developing their skill sets. Candidates taking courses or attending seminars related to the positions they previously held may be currently underemployed and will welcome an opportunity to work for your company.
4. While interviewing candidates make sure to have a deep conversation about their job transitions to get an understanding of their current capacity. Topics to consider:
a. Does the candidate express feeling under-utilized in their current role?
b. Would the candidate prefer working in their current capacity or their prior capacity?
c. Is the candidate looking for a management or more senior level role?
d. Is this a role available with their current employer and why have they not moved into that role with their current employer?
The WorkPlace Group® Discovers Hidden Talent
While the unemployment rate seems to show promise in the job market and economy, the underemployed may beg to differ. Underemployed workers are out there, and more often than not are keenly interested in getting back on track in their chosen field and careers. The WorkPlace Group® has proven methods of finding and recruiting this hidden and talented workforce. For more information about how to tap into the underemployed market, please feel free to contact The WorkPlace Group®.
by Steven Lindner | Mar 22, 2015 | Candidate Assessment and Selection |
The WorkPlace Group® is very familiar with the process of video interviewing as many of our clients have used it during their hiring process. Typically, when we hear the phrase “video interviewing” we think of a dialogue between two people through two computer screens, similar to talking to someone through Skype. If Skype or another application is being used like Apple’s Facetime — there are several options, some designed specifically for recruitment — then a two-way, live interview is occurring. We might also refer to these interview methods as web-based or mobile-based interviews.
However, more often than not, video interviewing platforms are being used to record candidates’ responses to a preset list of questions prior to the recruiter or hiring manager inviting the candidate to a face-to-face employment interview, whether that means in-person or via the web or mobile device. As a result, what is often labeled “video interviewing” is in reality “video capturing.”
Video Interviewing or Video Capture?
When employers use video interviewing during the job application and recruitment process– for example when the candidate applies to a job or after reviewing candidates’ resumes or job applications– we are typically talking about video capturing. To do this, the employer sends a link to the candidate’s email, which, when clicked, presents a series of questions to the candidate’s computer screen. Depending on the configuration, the candidate may be able to scroll through all of the questions before responding or may be required to respond to the first question before seeing the next. Candidates record their responses using the camera and microphone on their PC. Candidates must have a camera and microphone connected to their computer as well as an internet connection in order to record their responses. Most providers of this technology will send a webcam to candidates who do not have a camera installed on their computer. Candidates will then return the webcam to the provider once they have completed the interview. Some providers of this technology also offer a mobile option. This allows candidates to use their mobile device like a smartphone or iPad to complete the interview.
In an actual employment interview, whether in-person or over the web through video interviewing, there is a real person on the other end and a dialogue occurs in real time with questions, prompts and responses. With video capture the candidates respond to questions presented on their screen or via audio files pre-recorded by the recruiter or hiring manager. They are then given a finite time to record their response; typically, 90 seconds, but can be longer or shorter.
What Makes Video Capturing Different from Video Interviewing?
The employment interview is a specific type of data gathering methodology that contributes to a high-stake decision: hire or not hire.
The definition of an interview, according to Merriam-Webster, is “a formal consultation usually to evaluate qualifications,” and “a meeting at which information is obtained from a person.” What if the person collecting the information is not present during the interview? Is it still an employment interview? Does an employment interview need to consist of at least two individuals interacting with each other, with at least one asking questions of the other? The scientific research on employment interviews suggests this is the case. An employment interview involves a meeting between the employer and the candidate to review the candidate’s qualifications and can take many different forms: structured vs. unstructured; behavioral vs. situational vs. competency or some combination of all.
What if the method of collecting information from the job candidate is a one-way, or asynchronous, exchange of information, as in the case of video capturing? What if the interviewer is not present and the candidate is simply recording responses to a pre-set list of questions? Would we still call this an employment interview? Does this sound more like an employment test?
It remains to be seen whether candidates perceive video capture to be more like an employment test than an employment interview. Either way, this is not necessarily negative. Well-crafted employment tests have proven to be strong predictors of subsequent job performance. However, employment tests have been subject to far more class action litigation regarding inappropriate hiring practices than employment interviews. Thus employers need to use this technology with the same rigor, structure and consistency as a well-crafted employment test or structured employment interview.
Major differences between Video Interviewing and Video Capturing
Whereas a video interview is a virtual face-to-face employment interview, video capture is more like a survey that records not only what you say but how you say it and what you look like when you say it. As such, it is important to note that video capture lacks a number of elements that a live interview entails. With video capture there are no follow-up questions or prompts to explore a candidate’s answers in more detail. There is no opportunity for the candidate to ask for clarification as to what a question might mean.
In reviewing candidates’ responses in a video capture environment, recruiters and hiring managers often have the ability to randomly advance through candidates’ responses. The entire response does not have to be reviewed. Hiring Managers and recruiters also often have the ability to skip through and randomly select the questions they want to listen to. Although listening to sound bites as oppose to candidates’ entire response to questions can save labor hours, employers should avoid haphazardly doing these things as it will likely lead to poor hiring decisions and potentially adverse impact.
How is Video Capture Typically Used?
Although video interviewing technology has been around for several years, it’s still in its infancy and employers are experimenting with the use of this technology.
Video capture is most often used as a first-level screening tool. By listening to and viewing how candidates respond to questions, recruiters and hiring managers can filter out candidates from advancing to an employment interview. Employers who have experimented with a video capturing step in their recruitment process more often do so with entry level, high volume positions. In general, job candidates with little to no work experience are more accepting and willing to participate in a hiring process that includes a video capture step than experienced professionals. Since video capturing closely resembles an employment test, there can be considerable costs for validating the questions to be asked and the way in which responses will be evaluated. At least this is what employers should do to take full advantage of these systems and maintain compliance with fair hiring practices.
The WorkPlace Group®’s Advice to Employers
As is true of all technology designed to enable aspects of the recruitment process, the methodology of how the technology is to be used and the intelligence that is loaded into system makes all the difference in the accuracy of the employment decisions it helps us make. In absence of methodology and intelligence, the technology is like having a navigation system without an uploaded road map. Without knowledge of highways and where they lead, the navigation system can’t get you to your desired destination.
To best take advantage of this technology, employers need to ensure that the questions asked in the interview are job related. Employers also need to develop an evaluation or scoring key and train recruiters and hiring managers on how to make accurate and fair employment decisions based on what candidates say and do during these video captures. Employers are well advised, if they don’t have an expert on staff, to work with an Industrial / Organizational psychologist to ensure the content loaded into the system has been validated and those using the system do so correctly and in line with good hiring practices.
For more information about using video interviewing and video capture in your recruitment, selection and hiring process, please contact a WorkPlace Group® associate.
Please read Increased Availability of Pre-Employment Assessments Increases Employer Responsibility for more information on the value of validating candidate assessments.
