Chapter 2a Scale Desc

CHAPTER 2Using Customer Contact HOW DO THE CUSTOMER CONTACT MODULES FIT TOGETHER? ! Application Form ! Styles Questionnaire ! Interview Guide ! Numerical Aptitude Tests CUSTOMER CONTACT COMPONENTS ! Computer Generated Reports ! Competency Development Profile ! 360° Competency ° Inventory ! Verbal Aptitude Tests Each module within the Customer Contact portfolio can be used independently or in combination, and provides quite different kinds of information about individuals. For example, in a selection scenario we are looking to assess the strengths and limitations of applicants against a given person specification. Here, depending on the specific competencies required, one or two of the Aptitude Series tests and one of the Customer Contact Styles Questionnaires are likely to be most appropriate. These help us identify the potential of both experienced and inexperienced applicants for customer contact roles. In contrast, job-holders assessed for training or development purposes have a track record, so the Customer Contact Competency Inventory (CCCI) would give a more direct measure of performance. Results would also be useful for career counselling, internal selection and outplacement. The value of including Aptitude and Styles measures in internal assessments is that they help explain current performance, as measured by the CCCI, and guide appropriate development action. Chapter 2 1 What is the difference between Style and Competency? While aptitudes and abilities are easy to distinguish, there is often confusion between the personality and competency domains. The Customer Contact Styles Questionnaire (CCSQ) uses the same basic model as the general SHL Occupational Personality Questionnaire (OPQ). Personality is defined as a person’s typical or preferred ways of behaving, thinking and feeling. In contrast, competencies are clusters of skills and behaviours key to successful performance. In general terms, competencies are the abilities, motivation, behaviour and knowledge which you bring to your job. Where no direct measure of a person’s competence is available, information about personality and abilities can be used to build a picture of potential. The Customer Contact competency model is based on extensive research to establish the essential areas of performance in sales and customer service roles. Figure 1 A Schematic Representation Personality, or Style, is concerned with three main areas or of a Behavioural Competency domains. Firstly, “Relationships with People” looks at how an individual relates to others. This can be characterised by such traits as persuasiveness, being sociable and showing empathy. Secondly, “Thinking Style” covers traits such as analytical thinking, innovation, organising, and conscientiousness. Next there are the feelings and energies, the “Emotions” domain, including traits such as resilience, competitiveness and results orientation. It can be argued that energies and drives are a fourth domain. Energies affect the expression of traits in other domains. For instance a message put across with great energy may have a more persuasive effect on the audience. Knowledge Personality Ability Motivation 2 Chapter 2 The SHL OPQ Model of Personality is illustrated in Figure 2 below: Rel atin gD ENERGIES om a in Knowledge Feeling Domain Ability Th in ma Do g kin in Motivation Figure 2 The definition and structure of personality cited above is based on some general assumptions about the nature of personality. People vary in their behaviour. There are both individual differences between people and the same person will not behave consistently in all situations. Situation and ‘mood’ of individuals will have some impact upon their behaviour; however general style of behaviour will tend to show a degree of stability across time. Individuals typically have a preferred style of behaviour which comes most naturally. The desired style of behaviour for given job activities can be difficult for some individuals to maintain, and so successful job-holders are most likely to be those for whom this style comes most easily. The CCSQ was developed as a way of assessing the personality traits relevant to the Customer Contact competencies. Both the CCCI and the Interview Guide can be used to assess competency more directly in appropriate contexts. Different elements of Customer Contact Application Forms address both style and competency areas. The OPQ Model of Personality Full details of the development of all the Customer Contact instruments can be found in Chapter 6. Chapter 2 3 DESCRIPTIONS OF THE CUSTOMER CONTACT COMPONENTS This section of the Manual and User’s Guide provides detailed descriptions of each of the modules within the Customer Contact portfolio. APPLICATION FORM Usage: Selection A competency based application form, tailored to suit your organisation and designed to reduce overwhelming or time In the UK, please call the SHL Duty Consultant on 0181 339 2222 for more information. consuming volumes of applications to manageable numbers for the next phase of selection. A tailored form can contain all or some of the following sections: biographical information, self-report questions assessing preferred behavioural styles and open-ended competency related questions. The standardised scoring guidelines increase objectivity, fairness and efficiency of sifting. By tailoring the application form to your organisation’s specific job and requirements, we can reflect your own corporate style and culture Sagas Stores Ltd Hot Line Operator whilst maximising the benefit of our expertise. 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With its user friendly and practical layout. The User’s Notes provide a summary of best interview practice and the Final Assessment Sheets structure the scoring process. it is ideal for line managers as well as more experienced Human Resource practitioners. It provides all that is required to create a structured interview relating to any number of the 16 Customer Contact competencies. please contact SHL Client Support on 0181 339 2222 to see a specimen copy of the Interview Guide. or when integrated with the other Customer Contact instruments. The Interview Guide works equally well as a stand-alone tool to assist your selection and recruitment.INTERVIEW GUIDE Usage: Selection The Interview Guide is accessible to anyone with basic interview skills. making decisions more reliable. In the UK. Chapter 2 5 . The resulting job description and person specification. Placement and Development The Customer Contact Aptitude Series (CCAS) has been designed to measure the core reasoning abilities relating to jobs within sales and customer service. examples from the practice leaflets for these tests are also included. applicants.CUSTOMER CONTACT APTITUDE SERIES Usage: Selection. 6 Chapter 2 . should enable the selection of an appropriate combination of Customer Contact Aptitude Series tests. The tests are designed to be used separately or in combination. See Chapter 5 for training requirements to use the CCAS. read in conjunction with the test descriptions. please contact SHL Client Support on 0181 339 2222 to see a specimen copy of the question booklet itself. CRTB). right up to ‘A’ Level and graduate standard (equivalent to the SHL Critical Reasoning Test Battery. validity evidence etc. The CCAS tests cater for an ability range from those with no formal qualifications through to those of GCSE or ‘O’ Level. In order to provide potential users with a clear understanding of the item format. Wherever possible. presented in this manual. Choosing the Tests Choice of tests should be founded on careful job analysis to identify the abilities and attributes required to perform the job. local validity research should be conducted prior to the introduction of the tests to ensure that they are appropriate for their intended purpose and fair to all In the UK. More detailed descriptions of each of the four CCAS tests follow immediately below. approximately 25 minutes from no qualifications to GCSE/‘O’ Level or equivalent Chapter 2 7 . The task involves reading each passage and then evaluating whether each statement is true or false or whether there is insufficient information in the passage to say. The content of the test is based on written material used by a variety of customer contact staff but is sufficiently broad not to disadvantage those without specific customer contact experience. dress code. The test includes passages covering topics such as invoice error handling. but also to select pertinent information and to recognise simple underlying assumptions. hospitality budgets. telesales executives or front-line customer advisors. each of which is followed by four related statements. Not only are individuals expected to demonstrate basic comprehension. staff training and stock control procedures. examples and the test questions) Educational range 36 12 minutes This test is similar in format and difficulty to VS1. telephone ordering. The test is likely to be suitable for basic level customer contact staff such as retail sales staff.Verbal Interpretation (VCC1) Verbal Interpretation measures the ability to understand written information in order to reach conclusions. No. of items Time limit Total administration time (including instructions. The test consists of 9 passages. “ Using Written Information” from the Selling Skills Series. These floors are specially designed to provide business people with communal facilities such as personal computers. Guests staying on the Non-Executive Floors” do not get free newspapers. 4. a problem that has impacted severely on the hotel industry. Rooms on “Executive Floors are supplied with complimentary business magazines and newspapers. Fill in circle C if you CANNOT SAY whether the statement is true or false without further information. The hotel industry is now shifting its attention away from holiday makers. More business travellers than ever before are now staying in hotels. Fill in circle B if the statement is False given the information or opinions contained in the passage. and more money is spent on decorating and furnishing these rooms than on other hotel rooms. 8 Chapter 2 . Despite this hotels are now fighting back by transferring attention from attracting tourists to attracting business travellers. 3. 2. Fill in circle A if the statement is True given the information or opinions contained in the passage. Rooms on Executive Floors are decorated more economically than other parts of hotels. 1. facsimile machines and photocopiers. One popular way of doing this is by creating an “Executive Floor”.Example VCC1 Items The international travel business has been hard hit in recent years. The data is typically presented in a straightforward way and the emphasis is on reasoning with data rather than computation and arithmetic. Accordingly. “Reasoning with Data”. credit repayments. working out the answer and then selecting the answer from five possible options. calculators are permitted and. from the Selling Skills Series. examples and the test questions) Educational range 35 20 minutes This test is similar in format and difficulty to NS2. This test is likely to be suitable for basic level customer contact staff such as retail sales people. The test consists of seven tables and graphs of information with five questions relating to each set of data. No. identifying the appropriate method for calculation. approximately 30 minutes from no qualifications to GCSE/‘O’ Level or equivalent Chapter 2 9 . indeed. The content of the test tries to capture the kind of numerical data used by customer contact staff in their day-to-day work without disadvantaging those who lack customer contact experience. The tables and graphs include data relating to sales figures. turnover figures and mileage. of items Time limit Total administration time (including instructions. recommended for this test.Numerical Interpretation (NCC2) Numerical Interpretation measures the ability to understand and use numerical data in order to answer questions. telesales executives or front-line customer advisors. although the use of calculators is not allowed with NS2. The task in each case involves locating the relevant data. 400 2.000 1.000 10 Chapter 2 .300 C £6.200 E £7.000 brochures were printed. If 50. how many were printed in the last Financial Year? A 200. If the average cost of printing a flyer is 4p.800 D £7.000 C 400.000 B 300.900 B £5. How much money was spent on promotional stationery in the last Financial Year? A £4.Example NCC2 Items COST OF PROMOTIONAL ACTIVITIES IN LAST FINANCIAL YEAR Brochures 33% Advertising 18% Stationery Leaflets 25% 9% Flyers 15% Total cost over year: £80.000 D 600.000 E 900. what was the approximate cost per brochure? A 26p B 44p C 53p D 62p E 78p 3. expense claims. examples and the test questions) Educational range 60 30 minutes This test is similar in format and difficulty to VC1. staff training and jobrelated perks.1. The test consists of 15 passages. The content of the test reflects a generic customer contact focus but is sufficiently broad not to disadvantage those who do not have specific customer contact experience. or whether there is insufficient information to say. No. of items Time limit Total administration time (including instructions. The task involves reading the passage and then evaluating each statement in terms of whether it. account management executives or customer service supervisors. from the Critical Reasoning Test Battery. technical sales advisors. follows logically from the passage. The test is likely to be suitable for more senior or specialist customer contact staff such as financial advisors. Not only are individuals expected to demonstrate their comprehension of the passage but also to select pertinent information. or its opposite. The test includes passages relating to topics such as “customer care”.Verbal Evaluation (VCC3) Verbal Evaluation measures the ability to understand and evaluate the logic of more complex written arguments. each of which is followed by four statements related to the information contained within it. merchandising. “Verbal Evaluation”. approximately 40 minutes good GCSE/‘O’ Levels. or equivalent vocational qualifications and some graduates Chapter 2 11 . recognise assumptions and finally evaluate underlying logic. ‘A’ Level. handling car sales. 12 Chapter 2 . Fill in circle C if you CANNOT SAY whether the statement is true or false without further information.Example VCC3 Items Despite their aesthetic landscaping. ease of access and generous parking. would make visits to smaller head offices situated in the heart of town centres more acceptable. Their polished appearance and spaciousness have failed to compensate for limited provision of basic infrastructure such as shops. 2. Proximity to retail outlets is seen as an important issue when evaluating office locations. 1. It is thought that an expansion of home working. out-of-town business parks have not turned out to be the attractive proposition that speculative developers had hoped. banks and leisure facilities as less scrupulous developers reneged on earlier promises or struggled with cash flow problems and other difficulties. relying on advanced communication systems and technology. there have been discrepancies between the original plans and the finished business park. Fill in circle B if the statement is False given the information or opinions contained in the passage. 3. 4. Fill in circle A if the statement is True given the information or opinions contained in the passage. In certain instances. Cash flow is the main problem for speculative developers. The continued popularity of business parks will be reinforced by new technology. The emphasis in this test is on reasoning and evaluation rather more than calculation or arithmetic. account management executives or customer service supervisors. customer satisfaction survey data. sales proposals. working out an answer and then selecting it from five possible options. The test includes tables/ graphs relating to product pricing.1 “Interpreting Data” from the Critical Reasoning Test Battery. ‘A’ Level or equivalent vocational qualifications. technical sales advisors. The test consists of 8 tables or graphs of information with five questions relating to each. identifying the methods for calculation.1. Chapter 2 13 .Numerical Evaluation (NCC4) Numerical Evaluation measures the ability to evaluate and make deductions from more complex data laid out in the form of tables or graphs. Graduates from nonnumerate disciplines will also find this test challenging. retail outlet sales and sales staffing. product enquiries. The content of the test leans towards the kind of data handled by more senior or specialised customer contact staff but is sufficiently broad not to disadvantage those who do not have specific customer contact experience. The task in each case involves locating the relevant data. Consequently calculators are permitted and indeed recommended for this test. examples and the test questions) Educational range 40 30 minutes This test is similar in format and difficulty to NC2. The test is likely to be suitable for more senior or more specialised customer contact staff such as financial services sales advisors. of items Time limit Total administration time (including instructions. approximately 40 minutes good GCSE/‘O’ Level. although the use of calculators is not allowed with NC2. No. 80 per unit this year.272 D 2. Of the following. approximately how many units were sold in North America this year? A 826 B 1. which had the highest sales revenue last year? A B008 in Europe B D024 in N America C E001 in Europe D C015 in N America E F073 in Europe 2.509 3.250 C 1.Example NCC4 Items INTERNATIONAL PRODUCT SALES (Sales Revenue £000s) Product Stock Codes A002 B008 C015 D024 E001 F073 Europe Last Year This Year 17 26 21 37 31 36 31 56 69 67 32 16 North America Last Year This Year 410 18 27 13 19 29 354 59 71 50 37 19 1.656 E 2. If product E001 was sold at a price of £44. What was the approximate % increase in revenue generated by European sales of D024 from last year to this? A 45% B 55% C 76% D 81% E 92% 14 Chapter 2 . Chapter 2 15 . Admin Time in Minutes VCC1 36 12 25 NCC2 35 Further Education Good ‘O’ Levels. ‘A’ Level or equivalent and Graduates 20 30 VCC3 60 30 40 NCC4 40 30 40 * “Approximate Administration Time” includes time taken for examples and test questions excluding the introduction or additional paperwork.The time limits and number of items for each test are shown in Figure 3: Figure 3 Customer Contact Aptitude Series tests Test Ability Area Verbal Interpretation Numerical Interpretation Verbal Evaluation Numerical Evaluation Typical Educational Level Basic No qualifications up to GCSE/’O’ Level or equivalent Number of Items Time of Test in Minutes *Approx. 2) has 136 questions See Chapter 3 for more details of completion and scoring options. answered using a five point Likert scale and takes about 25 minutes to complete. Placement and Development The Customer Contact Styles Questionnaire (CCSQ) provides information about an individual’s preferred or typical way of behaving in a work context.CUSTOMER CONTACT STYLES QUESTIONNAIRE Usage: Selection. See Chapter 5 for training requirements to use these instruments. In addition the normative questionnaire has a ‘Social Desirability’ scale as an accuracy check and the ipsative questionnaire has a Consistency scale (see Appendix G). Both versions measure the same set of 16 scales. It looks at 16 dimensions of personality which are important for non-supervisory sales or customer service roles. there are no time limits for completing the questionnaire. The ipsative version (CCSQ7. The questionnaire can be used for developing and restructuring initiatives as well as the selection of staff. Candidates rate each question on a five point Likert scale and then mark which one from the set of 4 is most and least like them. Although administered under controlled conditions.2) has 32 sets of 4 questions and takes about 30 minutes to complete. The normative version of the questionnaire (CCSQ5. 16 Chapter 2 . RELATIONSHIPS WITH PEOPLE PERSUASIVE (CR1) The PERSUASIVE scale is concerned with the extent to which individuals enjoy selling. A typical positive loading item is “persuades through convincing arguments”. Enjoy negotiating and arguing own case and will like to influence others and gain their commitment. influencing and convincing others. Individuals with no qualifications saw themselves as less Persuasive than those with ‘A’ Levels or degrees. No differences were found between different age groups.Styles Scale Descriptions The scales of the Customer Contact Styles Questionnaire (including high and low positions) are described below. while a typical negative loading item is “finds it difficult to influence the outcome of decisions”. The full correlation matrices can be found in Appendix A. May find it hard to persuade others or to argue convincingly. High Stens Likely to try to sell services or products and to convince and persuade customers over to their own views. Low Stens May avoid selling situations and are perhaps more comfortable with established transactions than those which require influence. CORRELATIONS WITH OTHER SCALES: Persuasive correlates highly with Sociable. Chapter 2 17 . negotiating. Competitive. Could be perceived as pushy or occasionally aggressive. Innovative. Will not try to influence others’ opinions and may generally prefer to leave negotiations to others. In addition customer service staff perceived themselves to be far less Persuasive than those working in a sales environment. or between those with different ethnic backgrounds. Females saw themselves as less Persuasive than the male group on average.4 (on at least one of the versions of the Styles Questionnaire) are mentioned here. Correlations between scales above 0. and Energetic. Results Orientated. May not be open with feelings to colleagues. No differences were found for age or between those from different ethnic backgrounds. Will tend to be open with feelings. CORRELATIONS WITH OTHER SCALES: Self-Control correlates highly with Empathic and the Social Desirability scale. Because many of the degree level qualified respondents were in a sales role. May be seen as inconsiderate and intolerant by others. the latter showing slightly higher levels of Self-Control.SELF-CONTROL (CR2) The SELF-CONTROL scale is concerned with how restrained the individual is in showing irritation or annoyance and how patient he/she remains when dealing with customers and colleagues. Females saw themselves as slightly more self-controlled than males. Retain self-control. Another small difference in mean scores was found between the sales and customer service staff. Unlikely to criticise colleagues or customers and are tolerant and considerate. remaining patient and polite in most situations. 18 Chapter 2 . may lose patience and show annoyance or even anger. Low Stens Tend to be blunt with others and may be outspoken toward colleagues and customers. this tendency to show lower levels of Self-Control may reflect the job role rather than their qualification level per se. High Stens Likely to hide own irritation even when dealing with someone difficult. A typical positive loading item is “rarely shows impatience with others” and a typical negative loading item is “cannot always control feelings of anger in front of others”. Those with no qualifications described themselves as having the highest levels of Self-Control. When provoked. with degree level respondents showing the lowest levels. May appear to others as task rather than people orientated.EMPATHIC (CR3) The EMPATHIC scale is concerned with how sensitive and understanding individuals are towards others as well as how prepared they are to go out of their way to help. Sensitive to others’ reactions. both with colleagues and clients. May find it difficult to enforce unpopular policies. May not always appreciate what customers really want. The female respondents typically scored higher on Empathic than the male respondents. Because of the large number of women occupying customer service roles. High Stens Likely to have a genuine desire to help customers and will pay attention to others’ needs. No significant age or ethnic differences were found. while a typical negative loading item is “dislikes listening to other people’s problems”. as did those in customer service roles. A typical positive loading item is “is sensitive to others’ needs”. Chapter 2 19 . so come across as helpful and understanding. so are likely to notice when a customer is either enthusiastic or anxious. CORRELATIONS WITH OTHER SCALES: Empathic correlates highly with Self-Control. this tendency to show higher levels of empathy may reflect the job role rather than gender per se. Those with no qualifications showed the lowest levels on Empathic. so may miss cues on customers’ real feelings and points of view. Likely to put others’ needs first. Low Stens Do not enjoy spending time trying to understand others’ behaviour or listening to their problems. with no significant differences being found between gender groups or customer service and sales staff. rather than showing off. May also show some reticence in describing products and services. Thrive on praise and approval from colleagues or customers. Those in the older age bracket tended to score higher on this scale. A typical positive loading item is “keeps own achievements private”. perhaps sharing credit with the team. High Stens Unlikely to show off about sales successes or product knowledge. Those with no qualifications tended to describe themselves as more Modest than those with higher levels of qualifications. Tend to shy away from attention and public recognition of achievements. White respondents tended to show higher levels of Modesty than those from the ethnic minority group. 20 Chapter 2 . Low Stens Public recognition and attention is probably important. while a typical negative loading one is “thrives on recognition”. Tend to take credit for personal successes and are likely to enjoy talking about self. This may also lead to enthusiasm in describing benefits of products.MODEST (CR4) The MODEST scale is concerned with the extent to which individuals are reserved about personal achievements and whether they play down success. CORRELATIONS WITH OTHER SCALES: Modest correlates highly with Competitive (negative). Dislike working alone. Chapter 2 21 . ethnic groups or educational levels. Likely to value and encourage team work. CORRELATIONS WITH OTHER SCALES: Participative did not correlate highly with any other scale. High Stens Tend to seek others’ company. Low Stens Enjoy working in isolation. A typical positive loading item is “much prefers to be part of a team” and a typical negative loading item is “prefers working alone”.PARTICIPATIVE (CR5) The PARTICIPATIVE scale is concerned with the degree to which an individual enjoys team work and co-operative activities. Male respondents tended to describe themselves as less Participative than females. Younger people typically saw themselves as more Participative than older respondents. preferring to work in a quiet area. No differences were found with respect to customer service and sales groups. likely to be self-sufficient and unperturbed by being alone. preferring to work alongside others or in teams rather than alone. or like working in their own way without interference. May feel distracted by constant company. High Stens Likely to be confident in dealing with different people and in meeting people for the first time. Likely to take a back seat socially. Can usually put people at ease but may not be good listeners. Those with more qualifications appeared to be a little more Sociable than those with no qualifications. extrovert and lively individuals are as well as how comfortable they feel in a range of social situations. 22 Chapter 2 . Could come across as rather quiet and shy. Results Orientated and Energetic. CORRELATIONS WITH OTHER SCALES: The Sociable scale correlates highly with Persuasive. Innovative. preferring others to talk. No differences were found when comparing age.SOCIABLE (CR6) The SOCIABLE scale is concerned with how confident. gender. A typical positive loading item is “is often a very extroverted person” and a typical negative loading item is “finds it hard to make conversation in large groups”. Find it easy to make conversation and have a talkative and lively social style. or with certain people. ethnic background or customer service and sales staff. Low Stens May feel awkward with strangers and lack confidence in some situations. A typical positive loading item is “likes analysing information”. and will analyse the data logically. Judgements could therefore be based on limited rather than in-depth information. Degree level respondents displayed the highest mean scores. and a typical negative loading item is “prefers to let others probe the facts”. Males saw themselves as slightly more Analytical than females. Are likely to probe facts and spot flaws in an argument.THINKING STYLE ANALYTICAL (CT1) The ANALYTICAL scale is concerned with the degree to which an individual enjoys using information. CORRELATIONS WITH OTHER SCALES: The Analytical scale correlates highly with Structured. Enjoy handling and analysing information. Detail Conscious. working with data. than those with qualifications. Those with no qualifications showed a significantly lower preference for analysing data. job role or ethnic background. and Results Orientated. High Stens Will probably tackle problems by collecting information based on fact rather than opinion. probing the facts and solving problems. preferring to deal with opinions rather than searching extensively for hard facts. Low Stens May dislike data analysis. Tend to use intuition in problem solving. Chapter 2 23 . No differences were found for age. May make suggestions that are novel and ingenious. High Stens Are likely to produce many creative and inventive ideas. CORRELATIONS WITH OTHER SCALES: The Innovative scale correlates highly with Persuasive. No differences were found for age. gender or job role. In addition ethnic minority groups tended to see themselves as more Innovative than white respondents. Sociable. and the extent to which they produce original or unusual solutions and ideas. A typical positive loading item is “comes up with lots of ideas”. or to find new ways of solving a problem. 24 Chapter 2 .INNOVATIVE (CT2) The INNOVATIVE scale is concerned with how imaginative and creative people are. while a typical negative loading item is “would not be described as inventive”. Results Orientated and Energetic. May rely on others to be creative and come up with new approaches. Low Stens Are unlikely to generate imaginative or original ideas. Gradually increasing levels of Innovation were displayed as educational level increased. perhaps seeing new alternatives that others missed. either for new approaches or as solutions to problems. May sometimes be fanciful or unrealistic in suggestions. No gender or ethnic differences were found. Able to cope with routine. High Stens May prefer new methods to established routines. unchanging environments. There was a slight difference between those in sales and customer service roles. Chapter 2 25 . CORRELATIONS WITH OTHER SCALES: The Flexible scale correlates highly with Results Orientated. Those with no qualifications described themselves as less Flexible than those with higher educational levels. May have a rather rigid attitude when confronted with new methods or changing circumstances and find it difficult to adjust. Low Stens Likely to prefer familiar and established work patterns. A typical positive loading item is “welcomes change”. May dislike working in repetitive. while a typical negative loading item is “prefers established methods of doing things”.FLEXIBLE (CT3) The FLEXIBLE scale is concerned with how open individuals are to new approaches and how readily they adapt to changing circumstances. with those in customer service preferring a more Flexible approach. Likely to be flexible in adopting new procedures or in coping with changes. approaching tasks and situations in an open and adaptable way. There was some tendency for younger people to report being more Flexible than older respondents. finding change disruptive. setting priorities and planning ahead. Low Stens Prefer to react to situations as they arise rather than planning and preparing beforehand. Those from ethnic minority groups also preferred to adopt a less structured approach. High Stens Tend to prepare well in advance. Gradually increasing preferences for structure were found as the educational level increased. 26 Chapter 2 . Detail Conscious. or indeed differences between customer service and sales groups. May dislike disruptions to system. Likely to work in a structured and organised way. with those with no qualifications showing a far lower preference than the other groups. Flexible in response to changing circumstances. CORRELATIONS WITH OTHER SCALES: The Structured scale correlates highly with Analytical. Conscientious and Results Orientated. A typical positive loading item is “likes to structure tasks” and a typical negative loading item is “does not like to plan things in advance”. May be caught out by unforeseen events or make mistakes through lack of organisation. prioritise and structure their work.STRUCTURED (CT4) The STRUCTURED scale is concerned with the extent to which individuals plan ahead and how far they prepare. No gender or age differences were found. Likely to be neat and tidy. Low Stens Find tasks requiring accuracy and precision tedious. Unlikely to be neat and tidy in their work and may make mistakes on occasion. Customer service staff were far more Detail Conscious than the sales group. and women also showed higher levels on this scale than men. CORRELATIONS WITH OTHER SCALES: The Detail Conscious scale correlates highly with Analytical. checking for accuracy. A typical positive loading item is “likes work requiring precision” and a typical negative loading item is “finds checking tedious”. check details carefully and are neat and tidy. and avoid errors by being precise. No differences were found between those in different age brackets or with different educational levels or ethnic background. Conscientious and Social Desirability. May find it difficult to ignore minor errors when necessary. Chapter 2 27 . and prefer not to check every detail thoroughly. Enjoy the type of work which needs a keen eye for detail. May like to take a broad overview rather than operate at a detailed level. Structured.DETAIL CONSCIOUS (CT5) The DETAIL CONSCIOUS scale is concerned with the extent to which individuals like to be accurate in their work. High Stens Tend to take care with the detailed aspects of work. White respondents described themselves as more Conscientious than the ethnic minority respondents did. A typical positive loading item is “adheres strictly to a deadline” and a typical negative loading item is “sometimes leaves work unfinished”. Will probably see meeting deadlines as very important. There were no differences found between educational levels or between different age groups. CORRELATIONS WITH OTHER SCALES: The Conscientious scale correlates highly with Structured. and those from sales occupations had lower average scores than those from customer service roles. High Stens Likely to complete jobs on time.CONSCIENTIOUS (CT6) The CONSCIENTIOUS scale is concerned with an individual’s willingness to persevere. Males tended to see themselves as less Conscientious than the female group. Likely to be reliable in delivering work completed and on time. and persist with all tasks until they are finished. Detail Conscious and Social Desirability. to keep firmly to deadlines and to see tasks through to completion. Deadlines are seen as flexible rather than absolute and they may find it hard to persist with unpleasant or uninteresting tasks. 28 Chapter 2 . Low Stens May tend to leave a task before it is finished and move to another. so present themselves as positive. Performance could be affected adversely when under extreme pressure. May be more sensitive to signs of potential problems. job role. High Stens Tend to remain unruffled in difficult conditions. May become upset by criticism or setbacks. Male respondents tended to show higher scores on this scale. CORRELATIONS WITH OTHER SCALES: The Resilience scale correlates highly with Energetic. A typical positive loading item is “remains cheerful when things go wrong” and a typical negative loading one is “becomes distressed by unfair comments”. remaining positive even when things go wrong. Brush off criticism or setbacks and remain calm under pressure. cheerful and calm. Chapter 2 29 . Low Stens Tend to feel anxious when conditions are difficult and dwell on worries and pressures rather than setting them aside.EMOTIONS RESILIENCE (CE1) The RESILIENCE scale is concerned with how easily individuals cope with pressure or stressful situations. no differences were found for ethnic background. May underestimate approaching difficulties. remaining untroubled. Tend to forget about worries rather than dwell on them. However. age or educational level. Modest (negative) and Results Orientated.COMPETITIVE (CE2) The COMPETITIVE scale is concerned with how much individuals feel that they need to win at all costs. while a typical negative loading item is “feels that taking part is more important than winning”. No ethnic or age differences were found. 30 Chapter 2 . A typical positive loading item is “always plays to win”. CORRELATIONS WITH OTHER SCALES: The Competitive scale correlates highly with Persuasive. Feel that taking part is more important than winning and are not driven by the need to win. High Stens Coming first is very important. More men are employed in sales roles and more women in customer service roles. Respondents with no educational qualifications were far less Competitive than those with ‘A’ Levels or degrees. See success as doing better than the opposition. so may seek out competition and are likely to put considerable efforts into beating others. In addition those in sales related roles were significantly more Competitive than those in customer service. Low Stens Tend not to use others’ achievements as a benchmark for own successes. Therefore sex differences may be the result of self selection for jobs. hate to lose and like to come top. Resent losing and always play to win. May dislike working in a competitive environment. Males saw themselves as far more Competitive than females. Structured. High Stens Tend to respond well to clear goal setting and stretching targets. Analytical. Sociable. A typical positive loading item is “sets ambitious personal targets” and a typical negative loading item is “does not seek additional challenges”. CORRELATIONS WITH OTHER SCALES: The Results Orientated scale correlates highly with Persuasive. Older respondents described themselves as significantly less Results Orientated than the younger group. May become dissatisfied when job is not stretching. job role or ethnic differences were found.RESULTS ORIENTATED (CE3) The RESULTS ORIENTATED scale is concerned with how high individuals set their personal targets. Innovative. Low Stens Likely to prefer easier goals and working within a less demanding environment. Likely to set difficult goals for self and be motivated to achieve challenging objectives. Could be demotivated by very difficult targets and may not have a strong drive for success. Chapter 2 31 . May be constantly alert for opportunities to improve own performance and to succeed. People who score low on this scale may prefer not to have to use their initiative. No gender. how much they are stimulated by challenging goals and how keen they are to improve their performance. Are often content with current performance rather than wanting to improve it. Those with no qualifications were far less Results Orientated than those with more education. Flexible. Competitive and Energetic. Feel tired less often than others. High Stens Likely to bring considerable amounts of energy and stamina to their work. Can prefer a moderate pace of work. 32 Chapter 2 . No difference was found for sales and customer service staff. Innovative. age or ethnic background. May enjoy tasks which demand intense or sustained activity. Sociable. Those with no qualifications demonstrated slightly lower mean scores than those with more education.ENERGETIC (CE4) The ENERGETIC scale is concerned with the extent to which individuals enjoy being active and sustain a high level of energy over a long time. A typical positive loading item is “has lots of energy”. Resilience and Results Orientated. Low Stens Likely to feel tired fairly often and find it less easy than others to maintain their energy. Males tended to describe themselves as slightly more Energetic than females. May lack stamina when required to work energetically over a period of time. while a typical negative loading item is “has difficulty sustaining high levels of activity”. CORRELATIONS WITH OTHER SCALES: The Energetic scale correlates highly with Persuasive. ethnic background. job role or educational level. People with this scoring pattern can have a great desire to please or feel a strong degree of self esteem. Older respondents tended to show slightly higher scores on this scale.2 (Normative) only The SOCIAL DESIRABILITY scale looks at the extent to which individuals have been critical of themselves in their response to the questions. A typical positive loading item is “always follows rules strictly”.SOCIAL DESIRABILITY (CSD) CCSQ5. Detail Conscious and Conscientious. High Stens Suggests an uncritical response pattern and may indicate a tendency for respondents to be overly positive and perhaps for their scores to be falsely inflated. while a typical negative loading item is “sometimes makes mistakes”. No differences were found for gender. Chapter 2 33 . Low Stens Indicates a rather self critical attitude which may be the result of low standards or a lack of belief in self. CORRELATIONS WITH OTHER SCALES: The Social Desirability scale correlates highly with SelfControl. ethnic background. See Appendix G for more information on how it is calculated.2 (Ipsative) only The CONSISTENCY scale looks at the extent to which individuals have answered in a consistent manner across the questionnaire. No differences were seen for age.CONSISTENCY (CCO) CCSQ7. It can also be the result of a lack of selfinsight by the individual completing the CCSQ. Females had very slightly higher Consistency scores than males. job type or educational level. 34 Chapter 2 . Low Stens Indicate an inconsistent response pattern which may affect the reliability of other scale scores. High Stens Indicate a high degree of consistency in their responses. Low Consistency may result from a lack of understanding of the task or an attempt to distort the response pattern. The Competency Inventory Development Profile allows the individual and manager to work through a number of stages which help them to understand the results and to plan personal development activities to improve performance. his/her manager. See Chapter 3 for completion options and Chapter 5 for training requirements to use this instrument. the person has been rated by 3 peers). a single profile giving the average for the group is provided. or Re-structuring Roles The Customer Contact Competency Inventory provides a direct rating of an individual’s performance broken down by the 16 Customer Contact competencies. Chapter 2 35 . supervisor. The statements all list behaviours typical of the given competency and ratings are made on a 5 point scale relating to the frequency with which the type of behaviour is exhibited. rates the individual on 32 sets of 4 statements and then also gives “Most” and “Least” rankings. Appraisal. Where there are multiple responses from one type of respondent (e. peers or other suitable contacts allowing full 360° profiling if desired. Each respondent completing the inventory. Computer analysis produces profiles from each perspective for feedback and developmental use.g. The questionnaire can be completed by the individual.CUSTOMER CONTACT COMPETENCY INVENTORY Usage: Development. Comparisons of scales for other groups are discussed in Chapter 9. Typical items include. are able to reduce customer frustration and can put new customers at ease. dimensions. treat all customers in a similar way and take no particular steps to make customers feel welcome. High Stens Easily build relationships with customers. PEOPLE FOCUS RELATING TO CUSTOMERS (P1) The RELATING TO CUSTOMERS scale is concerned with the extent to which individuals can quickly build rapport and establish relationships with their customers. including contrasts of high and low sten scores.Competency Scale Descriptions The following pages provide descriptions of each of the CCCI Raw scores are discussed further in Chapter 10. However. 36 Chapter 2 . examination of raw scores for the two groups reveals some differences. listen to customers. “listens to customers”. Low Stens Often fail to build rapport. “makes customers feel welcome” and “treats customers as individuals”. As the instrument is normed separately for self rating and managers’ ratings there will be no differences in average profiles for the two sets of raters. Chapter 2 37 . or complicate their message unnecessarily. Low Stens Often lack the ability to steer a discussion. “is fluent in speech”. and hold the attention of others when speaking. gain the agreement of others and act in a persuasive and influential way. High Stens Are effective oral communicators. “talks to others at a suitable pace” and “speaks expressively”. COMMUNICATING ORALLY (P3) The COMMUNICATING ORALLY scale is concerned with the extent to which individuals are fluent and articulate in oral communications and keep the attention of others. expressively and fluently. Low Stens Have difficulty communicating orally. gain agreement and convince others. “changes people’s views” and “answers objections convincingly”. Can put forward a message in a straightforward but engaging manner. May speak too hesitantly or too quickly. are unable to answer objections or get people to accept their point of view. fail to put over the essential points of an argument. Typical items include.CONVINCING (P2) The CONVINCING scale is concerned with the extent to which individuals can present the key points of an argument. express themselves in a flat or monotonous tone. High Stens Can typically change people’s views. Typical items include “influences the outcomes of negotiations”. Speak clearly. COMMUNICATING IN WRITING (P4) The COMMUNICATING IN WRITING scale is concerned with the extent to which individuals can express themselves clearly. fit in and identify with the team and work to foster a sense of harmony and team spirit. “helps others to achieve team objectives” and “relates well to team members”. TEAM WORKING (P5) The TEAM WORKING scale is concerned with the extent to which individuals fit in with the team. Typical items include “is considerate towards work colleagues”. High Stens Produce logically structured memos. Low Stens Do not express ideas clearly in writing. Typical items include “writes in an uncomplicated way”. avoid jargon. allow the intrusion of jargon and write unclearly. write to others fluently but succinctly taking into account the reader’s level of understanding. “produces logically structured correspondence” and “uses correct spelling and grammar in writing”. 38 Chapter 2 . May make grammatical and spelling errors. fluently and succinctly in writing. Low Stens Are more likely to withhold support from others. High Stens Are supportive of team colleagues. consider personal goals before those of the team and remain remote or distant from collective team objectives. show consideration towards their colleagues and support team objectives. take little time to structure their correspondence. Often fail to write at the level of their readers. “notices gaps in information” and “absorbs relevant facts quickly”. High Stens Analyse problems in depth. not check or probe contradictory facts and can be slow at remembering or retrieving key data. check facts and absorb key points. Low Stens May fail to recognise or fully analyse the key issues in a situation. notice gaps or changes in data and absorb and remember key facts.INFORMATION HANDLING FACT FINDING (I1) The FACT FINDING scale is concerned with the extent to which an individual can retrieve relevant information. High Stens Probe and seek out relevant information. Typical items include “identifies potential difficulties”. Typical items include “retrieves appropriate facts”. PROBLEM SOLVING (I2) The PROBLEM SOLVING scale is concerned with the extent to which individuals can identify and analyse work-related problems and generate innovative or appropriate solutions. are unable to offer alternatives and hence only come up with limited or impractical solutions. Chapter 2 39 . identify and establish the main causes. “analyses problems in depth” and “generates workable solutions”. produce a range of options and come up with workable and effective solutions. Low Stens Can overlook significant information. “tries to reduce costs”. High Stens Understand the business significance of their work. costs and competitor activity. SPECIALIST KNOWLEDGE (I4) The SPECIALIST KNOWLEDGE scale is concerned with the extent to which individuals have the knowledge. “knows the advantages of own products and services” and “is equipped to answer specialist questions”. will not necessarily be able to cope with customer questions. 40 Chapter 2 . understand the product benefits. and keep up-to-date with product advances. “is aware of competitor activity” and “is aware of market trends”. are unlikely to take steps to keep their knowledge up-to-date. Low Stens Often lack detailed product knowledge. may overlook opportunities to increase profits. skills and expertise associated with their own product or service area. Typical items include “appreciates the impact of own work on profits”. demonstrate a good knowledge of their products or services. Low Stens Typically fail to grasp the business significance of their activities. High Stens Are viewed as having expertise in their area. are profit and cost conscious. know the market and who their competitors are. are unaware of particular features or benefits of products. Typical items include “knows the features of own products and services”. and are unfamiliar with external competitors or market trends as a whole.BUSINESS AWARENESS (I3) The BUSINESS AWARENESS scale is concerned with the extent to which individuals view their work and the work of their organisation in terms of profits. schedule and prioritise tasks. High Stens Are aware of the importance of quality and maintain high professional standards. Typical items include “prioritises tasks accurately”. plan ahead in the short and medium term and set realistic time scales. do not always check on the accuracy of their own output. and may be tempted to take shortcuts and produce work of a variable standard. organise and structure their time and activities. High Stens Organise their time effectively. ORGANISATION (D2) The ORGANISATION scale is concerned with the extent to which individuals plan. “ensures work is totally correct” and “pays close attention to quality issues”. and fail to structure their time properly. Low Stens Tend to be less concerned about quality.DEPENDABILITY QUALITY ORIENTATION (D1) The QUALITY ORIENTATION scale is concerned with the extent to which individuals maintain and pay attention to issues of quality and high standards. “prepares in advance” and “creates schedules for tasks”. Low Stens Tend to be somewhat haphazard about planning. Ensure that their work is accurate and correct. Typical items include “produces very high quality work”. Chapter 2 41 . misjudge priorities or time scales. Typical items include “arrives promptly at work”. follow instructions from above and diligently see tasks through to completion. “completes tasks on time” and “follows directions from supervisors”. are punctual.RELIABILITY (D3) The RELIABILITY scale is concerned with the individual’s commitment and respect for the organisation and its procedures. High Stens Respect company policies and procedures. Low Stens Are less likely to accept the need for formal procedures. may fail to carry out all their obligations or demonstrate particular loyalty to their organisation. 42 Chapter 2 . may not always persevere with tasks. RESILIENT (E2) The RESILIENT scale is concerned with the extent to which individuals can cope with pressure. customer demands. Chapter 2 43 . lose their composure and are adversely affected by disappointments or setbacks. “aims to please the customer” and “protects the customer’s interest within the organisation. looking after their interests. may be indifferent to the way that customers are handled by the organisation and derive no special pleasure from pleasing customers or receiving positive feedback from them. May act as the customer’s advocate ensuring the organisation meets the customer’s needs. Remain positive. shrug off or cope with setbacks and keep difficulties in perspective. and working hard to put them first. High Stens Stay calm and self-controlled during crises. Typical items include “works hard to meet customer needs”. Work hard to ensure total customer satisfaction. resilient and cope well with change. Low Stens Are more likely to express negative reactions when put under pressure. Typical items include “stays calm under pressure”. “recovers from setbacks easily” and “stays optimistic”.ENERGY CUSTOMER FOCUS (E1) The CUSTOMER FOCUS scale is concerned with being eager to please customers. Low Stens Are less likely to focus on the needs of particular customers.” High Stens Are typically focused on. setbacks and difficulties. and driven by. handle issues with minimal guidance and take initiatives even if the responsibility for them is not clear. Low Stens Tend to avoid difficult or demanding work. are decisive and take responsibility for their actions. Have a goalfocused approach to work. Low Stens Will hesitate to act without authority. High Stens Consistently meet or even exceed their targets.RESULTS DRIVEN (E3) The RESULTS DRIVEN scale is concerned with the extent to which individuals meet their targets. Typical items include “gets outstanding results”. May need prompting to take action. “willingly accepts difficult targets” and “works hard to develop new skills”. hold back on decisionmaking. are complacent and shy away from additional responsibility or challenge. USING INITIATIVE (E4) The USING INITIATIVE scale is concerned with the extent to which individuals are prepared to act on their own initiative. 44 Chapter 2 . seek responsibility and aim to achieve targets and improve on past performance. and avoid risk. show drive in their work and willingly take on demanding tasks or additional responsibilities. Typical items include “can make decisions without referring to others”. High Stens Are typically prepared to act on their own account. Can be relied on to take action when necessary without prompting. “acts without being prompted” and “only refers upwards when absolutely necessary”. develop new skills. See Appendix G for more information on how it is calculated. Low Consistency may result from a lack of understanding of the task or an attempt to distort the response pattern. Chapter 2 45 . Low Stens Indicate an inconsistent response pattern which may affect the reliability of other scale scores.CONSISTENCY (CON) The CONSISTENCY scale looks at the extent to which individuals have answered in a consistent manner across the questionnaire. High Stens Indicate a high degree of consistency in their responses. CUSTOMER CONTACT STYLES QUESTIONNAIRE EXPERT INTERPRETATION SYSTEMS The SHL Expert Interpretation System is a computer system which generates written reports. but produces more consistent results in just a fraction of the time. It is particularly useful when: ! ! ! ! detailed analysis is required very quickly consistency between interpreters is essential extra guidance on interpretation is needed additional information is needed which is not available by another means 46 Chapter 2 . It interprets questionnaire data just as a human expert. v1. Her ability to convince and negotiate is likely to be driven by some desire to achieve results as well as her sociable style.    ille & © Sav v1. She should be fairly motivated to acquire knowledge which would help her be effective. However. Her strong interest in working with facts and figures and her focus on outperforming the competition suggests a keen commercial emphasis. Her careful attention to detail.2i t Exper swor Hold th Ltd .2 bl ead O Pack be pu UK H 9544 ontact Ltd. will add an edge to her team contributions. bu th of LH tionn Team Working report to Use the SH re (CCSQ t the Custo of thes eport ques lf g ch How on se d usin ains nnai self-r l in ea based nerate es Questio itations ag tentia ns of any ch inions ’s po was ge of ea Styl and lim ents op spondent e limitatio vance based report Contact th ngths repres This e rele e re er e of re rt th nc h th ely st ustom taken t into is repo mpete tablis Fact Finding ’s lik the C ns es or co that th able insigh rd must be Smith lu nisatio bered rega edback Susan at orga h as fe remem n give a va fact. is fairly confident in group situations. 8 mer C (UK) 44 181 39 Custo orth + Results Driven oldsw 70. bu an is compl d upon as makin resear evidence n of th lie sion rical r be re retatio Business empi y deci Furthe interp d on in an Awareness in the needs. however. Fax: &H 41 Saville 181 398 +44 Tel: 96        DEPENDABILITY    ENERGY Due to her fairly energetic approach. She describes herself as a quite confident speaker who adapts her style to the needs of her listeners. and is also considerate to others. Good Fit = . in Writing emen test if anag ility includ petency M w rce M e tests (if nd ab t not ervie our (a Resou ct Com t mus re ud is Ov ai uman ® ) and aptit mer Conta behavi e areas. However. igh St . Excellent Fit = ¸ © Saville & Holdsworth Ltd. Despite her frankness and spontaneous approach.2 Chapter 2 47 . This should be complemented by her analytical approach and the ease with which she generates alternatives. she is likely to come across as prepared to work hard to look after customer interests. her communication may be more entertaining than persuasive. When necessary she can sustain high levels of activity and is determined to stick at tasks until she gets results.The Customer Contact portfolio includes three different Expert interpretation reports: Customer Contact Styles “Executive Overview” Report A one page summary report based on the Customer Contact Styles Questionnaire. et a g. she can happily take on challenges. Her openness about her own opinions. Her apparent enthusiasm for working with information and careful attention to detail implies that. Length: Usage: 1 page Selection and Development ith san Sm Ms Su 96 18/10/ ti Poten a s tencie view Over st Compe utive Exec ance again form l Per 18/10/96 Ms Susan Smith h Smit usan Ms S /10/96 18 IRE NNA STIO QUE LES STY ACT ONT ER C TOM CUS PEOPLE FOCUS Executive Overview :. This outlines potential performance against 16 core customer service and sales competencies. it also provides a 1-5 rating of predicted fit with either a customer service or sales role. she copes with external stressors by being calm and optimistic in outlook. 19 Using Initiative  Key to ‘FIT’ Column: Strong Concern = . ntract in co n of the in . Her problem-solving is likely to benefit from her ability to generate a wide range of ideas and to take a highly analytical approach.the user ally t the conf of an tronic to the reflec spect port is d elec may not bility no lia rwise in re y. However. her less than systematic approach may interfere with the quality of the output. in the main. FIT  Convincing Communicating  INFORMATION HANDLING from Orally ation inform ary of Ms m grates It inte uce a sum Communicating em. she may be less motivated to deal with information in a systematic way. Orientation e amen mputer sy party whe or mak of her e can the co any ot of the use not ftwar ut of or to ld the so out Organisation d outp is report d shou ising user of unchange s of th y matter ar idential an . her need to achieve results.Potential Performance against Competencies Competence Relating to Customers Indication of Ms Susan Smith’s potential performance: Although likely to build rapport fairly quickly with different types of customer and show sensitivity to their needs. Additionally. However. Her fairly energetic approach and reasonable ambition suggests some desire to take the initiative.H it is Court y way retatio 3 AC interp ished in an Resilient ffice. and a definitely helpful. This re nerate Reliability rt en ge e contents nies incur or othe by any pa has be th pa 0SR rt ence) report port and ciated com KT7 This is repo re neglig th the d asso ncluding Surrey d from xt of td an (i itton. it is used is base n ta it’ da eir ow ht before The ‘F ncy to th ug Specialist be so pete com should Knowledge iew) interv the ns to Quality additio ville & ts and Sa dmen ther stem. She is likely to pay great attention to the detail of her work and places considerable emphasis upon completing projects. She tends to be quite keen on team working. Her analytical approach and attention to detail should make this easier for her. She is unlikely to pay particular attention to producing documents which are well structured or persuasive. Acceptable = .2i Customer Contact Pack v1. 1996 Expert v1. ch. L te tort derive es D worth Customer Focus or in ation Tham Holds form reet. In addition to text. rather than through a direct interest in persuading others. she will enjoy fact-finding. Due uc ial th ld be ca ion (s ent of essent It shou ed) which Problem Solving t it is d informat statem data. Some Concern = . this may be limited by her tendency to be quite open with her own views when irritated by others. t Syst ed) to prod odel. albeit in a somewhat unstructured way. her disinclination to plan or prioritise tasks may prevent their smooth implementation. although they will invariably be checked through for detail. Whilst she prefers familiar work routines and can be fairly open about her feelings. perseverance and commitment to deadlines implies a professional standard of service. In addition she will be attracted to new ways of doing things. her strong personal drive to finish tasks suggests she is likely to be seen as reliable and committed to the organisation. sensitive nature. PRO 2 Quick customly builds listens ers. ded tens ca How dids you check you had grasped all placat mmen • refu al • could waste time trying to meet during the K M es Not reco lly akes ance you. These highlight “apparent strengths” and “areas to probe” at interview.: FOC Rela • The customers tial stren s dual. pes ofnships with custom er. ten divi ting • Why was the relationship important? US eas of po ensive serie of the in to Cu odel. orth ldsworth vile & Holdsw Sa le & Ho © Savil trademark of a SHL is tries. of the information? unreasonable customer rm perfo demands during their • the interv the inHow did you show you were listening? idates on iewer tervie • nd . mar ws em feel w sily each co • What path you elcomto improve poor have done e e box be Areas to Probe K R tes. of her Competency: rv Relating to Customers mer se listens and gets on with Smith : ess d custo lf-report 18/10/ proc les an ith’s se 95 large sa interview statements san Sm h the e of a ints: Ms Su Key Po d upon ed throug than definitive with thos irm base pared and conf report is rather en com ve be probed tential Interview Prompts: ent needs Example Questions SE • This onses ha ould be rs of po pm LEC resp n sh dicato d develo • The on show TIO en as in lly ining an Apparent Strengths informati d should be se Please select your questionsN R nfidentia e potential tra • The ise ated co EPO th ARE points ra ld be tre le insight into RT A • open and frank with customers K Tell me about a recent situation when you • The on shou ab Com : informati can give valu peten had to build a relationship EO a new P with • The on • sensitive and considerate towards cy PLE informati gth customer (contact). ck Uncom were is regis fortab • Whyknow they angry? ntact Pa K tion proc ich Co selec peop le be Lea 1996 Ltd wh stomer Ltd. SHL e unchan the Custo ake amendmen contents are th nm the users ca tee that r guaran report no SELEC TIO ORT N REP & INT ERVIE MPT W PRO S E NNAIR ESTIO ES QU T STYL ONTAC MER C CUSTO n Smith Ms Susa /96 18/10 Ms Susan Smith : 18/10/95 Customer Contact Styles 5.2i Customer Contact Pack v1.2 i th L td.2 SELECTION REPORT & INTERVIEW PROMPTS r behaviou Quickly builds rapport and establishes relationships with AREA: preferred PEOPLE FOCUS p Ms Su well to different types of customer.2 © Sav Exper ille & Hol dswor t v1.2 48 Chapter 2 . use th ite up. by the SH aire. or customers. • pe ki relationships now? the s of pe ople K Aw customers Interview ur decision at d en feel li ople are yo Recomm ke in of a time when you had K of me an example dividu indicate diffic Give the type Strongly • will easily show irritation ult s of pe al s K D to tion ople a s iffuse listen very carefully to atcustomer servation interest in people may cause her to be menda th th • her s ange d with Re Recom ey find diffic (someone). Length: Usage: approximately 17 pages Selection and Development m scores fro m using and ent Syste electronically Managem rated of this Resource has been gene the use Human nces of L report nseque m. 19 96 Custo mer C ontact Pack v1. r commen iewer’s ul• inWhat and frus tell you? Re t di distracted from the task in hand Interv K Lis tr vidudid they ation. Rel rapport an d esta and ge ates w bl el ts on with l to differ ishes rela them tio ent ty . MPT S Notes © Saville & Holdsworth Ltd. feel ck to ca may be uncomfortable with certain w at ease r feedba ls K Describe a situation when you have had to customers you offe ck Detai ded that m and K Ta Feedba deal with a particularly angry customer commen Kingdo kes ti ited Neg gly re me to (person). 1996 Expert v1. un other co . types indivi tailors his/ of pe duals her What was the background to the • w ople K C ay of an fe gr situation?eeti el inti peop midat • What did young do? le ed or K Fai defens they react to you? • How did e ls to iv w calm K D ith an certai oesn gry n peop K Los ’t listen ac le do tively wn es yo ur sy to yo interv mpath u in th iew y or su e inte rv pport during iew the Interv iew w rite u p: & IN Custo TER VIEW mer Conta ct St yles 5. makes it difficult to customers Posit For each ted prom t their preferre obing ar bu cia K G ive n’. ar of customers’ needst •Behav did you develop the relationship? stomer How ntact• munderstandingmpreh is a co on abou mer Co ioura s • What feedback did you receive from the de provided ef out formati e Custo l Ind in her for icator from th this Gui ints. structured under the Customer Contact competency headings. As this r the co ter syste nerated tionn bility fo e compu rt was ge es Ques n accept no lia ut of th This repo er Contact Styl ca ged outp m ts. ative Kv1. In addition it provides a pool of interview questions to assist in the interpretation of the candidate’s responses. Also • will often goul of is prway to help e us ovided customer (person)? s: to Use s chosen e bullet po likely to provid cie spac s of How mpeten • generally confident and friendly towards are ns and as a serie K Q of the co pts that d questio uickly e given K What.Customer Contact Expert Interview Guide The guide uses the results of the Customer Contact Styles Questionnaire to generate a series of short. o evid • ing were in ne w pe rather towar ence of be what would you do differently? ople unco ds ot ing es mfort K O hers pecial ab nly re ly sens of le lates K Give me an exampleit when you have K R to ce ive arely rtain handled a shy or anxious customer (person). bullet point comments.2 is stron in the Un It get to tered ess.2i v1 Expert Cu ves ot le • How w you begin to calm them down? ing did hers K N feelIf you ith somea similar situation again. y elates brief no wish to view wr relationships with other people in the past? well K M you may end of the inter • may be blunt or outspoken towards to all akesHow are those nd rating. ked ‘Inter K Sho difficult to get to know? s er ea mpeten low. to s for pr ets well ilds rapp customers (people)? and asso s can selec relate to to certain or endatio and area estions er t • usually develops commrapport K M What know ne people are particularly Re some ples qu • akes types ofw Interview viewers custom of exam them ce area. in your view. Relatessa ice grou typical n them. 1996 s at wo vi ight be method e. How plemented by you being able ings. jective n preferen g to guideline yo This ob Nonetheless. than be rasts wi u prefer work rk cont ugh yo solutions ronment rather © Saville & Holdsworth Ltd. Divided into three areas ‘Relationships with People’. s as they be com er solutions th radical or nove problem kle issue you are ems to o ef style se u may well pr to anything to ce to tac s. may be of you how nal prais they a pe tackling • Discuss the points with your supervisor or manager. do you are rk more quick that you on life wo .2i Customer Contact ther can rigid with the arise ra to keep d others e things to deal e.2 v1. of othe placin PLE itment t of view thus PEO This calm attit poin comm ude is likely to feelings. CUSTOMER CONTACT STYLES QUESTIONNAIRE Ms Susan Smith 18/10/96 Ms Susa n Smith : 18/10/96 Custome r Contac t Styles 5. in those situ • The information can give valuable insight intounderstandi and way that your training a d with qu will have on coll rs’ suggests you ations when you ch ly combine are likely to be su gh eagues.2 tion and emphasis PERSONAL RE h negotia Key Points: of an rs throug g much more RELATIO PORT . ing the • This report is based on your self-report of your typical or preferred behaviour hers’ in ur fe be quite visible openly. SHL can accept no liability for the consequences of the use of this report nor guarantee that the contents are the unchanged output of the computer system. cts when g the fa d probin LE data an e G STY ing with g creativ HINKIN rk T ratin joys wo for gene thin the who en thusiasm g approaches wi a person in arked en ross as by a m easily into exist come ac ted You l. but th to deadlines wh ly on you to This up than expecte Pack v1.2 PERSO E NAL R PORT Ms Susan Smit h : 18/10/96 ion. on all tasks throug work with a m do you see ch Not only u wanting to to approa yo likely details. de d pressu and buoyant pe esses an l NS ternal str to be a cheerfu MOTIO E th ex s well wi u also tend r. Ho meone ings go wrong. you co r you are in team yourself persona st owing yo du and ed fo l goals which are your working speed accordin working ss in sh or on an indivi high ne the ‘life enne ing g to the work rate cially mes to to compete with moderately chal lf as be Your op rt of a team an espe en it co lenging but can you are likely others you don e yourse pa to set ating wh u do not have ’t see the need be reached. ngs seem lik impact ur feeli al basis. whilst fairl ab y keen s. offset by dition you are the small ad set. altho style m work en the United SHL is a trademark of Savile & Holdsworth Ltd which is registered in established Kingdom and other stematic ich have been the tim of is less sy countries. Customer Con persuas tact Styles 5. it is written in the second person and is ideal for giving to respondents as part of the feedback process. your emp on how you bein ite sociable. th your ing draw in . As this report has been generated electronically and users can make amendments.Customer Contact Styles “Personal Report” A short personal report based on the Customer Contact Styles Questionnaire.2 as they com re ly un Expert v1. an easy to be so th work at You seem well or when likely to ly. are likely to be s to be Being hi ely to do so in sensitive to the me tion you Though your pref rty’. even rson. e. alt es. This is also to work ey wi to th This may u thin to the rs know what you aptable although com do show your feel ay mean ll be sensitive • The information should be treated confidentiallyk th yo g ad hers m are thinking. when pe weve Yo who co pace. plemen at fit .2 Chapter 2 49 . Thus. However from ga ed to ot sing yo people to others because . ested in with others as you prob it ably inter g reason y to share cred How to Use this Guide as bein pp As well being fairly ha ross as • Read the points raised and reflect on ac rsoaccurate e. In te and to check ra be accu rtant is impo when it spite res. Inde either as ly wouldn’t se particip to win at all cost yo ed. to tak to the end and odical style an prepared h the whol eth tend. holding plan ahead all d. ng of ot development wi athy towards othe your emotions to ever. as ings have on colleagu decide whether you are likely ing houg react than be due to be sensitive or not to let othe that.2i Expert Expert v1. In addi soul of the pa erence is to adju s. you needs. your empathy • The responses have been compared with those shyaaway salesvery attun an on winning in expres of your tendency to of largebeing and customer service group impact that you towards others’ th are open to show your feel appear r emotions will feelings suggests to you • The points raised should be seenYou indicators of potentialllrather ratherdefinitive statements h you eir reactions. round to your elings. Length: Usage: approximately 2 pages Selection Feedback to candidates Development PERSONAL REPORT This report was generated by the SHL Human Resource Management System using scores from the Customer Contact Styles Questionnaire.2i Customer Con tact Pack 3 v1. tlook y to setbacks your ou n you are read calm in iate actio to being Added need for immed a 2 there is NSHIPS WITH ct Pack r Conta Custome v1. ‘Thinking Style’ and ‘Emotions’.