Interviewing Candidates for Customer Service Positions

Follow a Structured Interview Process

When searching for a suitable candidate for customer service and sales positions, it’s essential to follow a structured approach. To do this effectively, you should first clearly define the job requirements. Knowing what you expect from the position is crucial.

I find checklists extremely helpful for navigating the interview process. They ensure that you don’t miss any important aspects during your evaluation. Additionally, adopting a partner-based approach can be beneficial—two opinions are often better than one.

During the interview itself, remember to apply the 80/20 rule: let the candidate speak 80% of the time. If you dominate the conversation, you miss the opportunity to listen to their experiences and understand how they can contribute to your company.

Moreover, vary the types of questions you ask. Instead of limiting yourself to yes-or-no questions, encourage them to elaborate by asking for specific examples. For instance, you might say, “Can you explain a situation from your previous job that relates to this role?” This not only makes the conversation more engaging but also allows you to gather valuable feedback and insights from the candidate. Aim for an interactive dialogue throughout the interview.

Interview on the Phone First

One thing I like to do is ask some basic questions over the phone before potential hires come into the office. This helps streamline the process and saves time. If we can filter out some candidates over the phone, we can then focus on interviewing only the best ones.

I typically use a few questions, such as:

1. What hourly rate do you expect?

2. What days are you available to work?

3. Do you have a vehicle to get to work?

Sometimes I make these calls myself, and other times my assistants help out. It’s crucial to ask these questions over the phone because effective communication is a key part sales business. If candidates lack strong interpersonal skills during this initial conversation, they likely won’t shine in an interview setting either. In that case, it wouldn’t be worth bringing them in for an interview and wasting everyone’s time.

And, follow up promptly with candidates and try to bring them in as quickly as possible. Otherwise, you may lose them to other companies that are also searching for good talent.

Types of Interview Questions

Start with behavioral questions. Ask candidates to describe their past experiences. They may have relevant experience, or they may not, but this will provide insights into what they have done in the past and what they might do in the future.

Also, consider asking situational questions. Pose a hypothetical scenario for the candidate. For example, you might ask, “If someone gave you an elephant, what would you do with it?” While some may think this is a silly question, it’s an effective way to gauge their ability to think on their feet. My own answer is that I wouldn’t have the means to house an elephant, so I would likely find a zoo and gift it to them, possibly using it as a tax write-off!

Remember to include open-ended questions as well. Encourage candidates to provide detailed responses by asking questions that focus on who, what, when, where, and why. It’s important to let them talk so you can better understand their personality and get a sense of who they are, rather than just discussing the job requirements and your expectations.

Active Listening Techniques

You need to use active listening techniques, such as paying attention to both verbal and nonverbal cues, to enhance your understanding and ask follow-up questions. If you come across something unusual during conversations, don’t hesitate to ask qualifying questions to see if the other person can relate to it and provide you with relevant information.

Legal Interview Practices

It’s crucial to ensure compliance by avoiding questions about age, religion, and marital status, as these are unnecessary and may be illegal. Instead, focus on job relevance by asking about candidates’ skills, experience, educational background, and interests outside of work. This will help you better understand them in a professional context.

Interview Evaluation Forms

It’s important to have evaluation forms prepared and to note any subjective items about the candidates. As I’ve realized over the years, especially after interviewing multiple candidates in a single day, it can be helpful to jot down notes about their appearance, such as their hair color or how they are dressed. This will help you recall who you spoke with later.

Paying attention to subjective details and behaviors is also significant. For example, some candidates may fidget or display nervous habits, such as tapping their foot. I once interviewed a woman who had a noticeable run in her pantyhose; it was large and appeared to have been there for quite some time. While this may seem trivial, it affected my impression of her.

Moreover, I have had instances where candidates were close enough that I could smell their breath, which raised concerns for me. It’s vital for candidates to consider their personal hygiene and appearance when attending interviews, as these impressions are part of the overall evaluation process.

Be Prompt in Communicating with the Candidates

Maintain prompt communication with candidates; informing them promptly keeps them engaged and shows respect for their time. This process should begin immediately after receiving their resumes. Speak with them on the phone, schedule interviews promptly, and follow up with quick decisions—whether it’s a “yes” or a “no.” In some cases, I have told candidates during the interview, “This may not be the right fit for you,” particularly when there are issues with their availability or transportation. I always thank them for their time to ensure I use mine efficiently.

Subjective Interview Notes

Additionally, consider keeping subjective interview notes. It’s crucial to listen carefully and gather the right information from candidates within the limited time available. Using a structured interview format can help create more consistent and fair evaluations across all candidates. While interviews may not go the same way every time, your interviewing style should be consistent to support better hiring decisions. This approach not only helps me assess candidates fairly but also allows me to take detailed notes on their behavior and interactions during the interview.

Teamwork

The role of teamwork is a crucial factor to consider. When looking for, you may have an assertive manager who needs an assistant. In this case, it might be wise to find someone less aggressive who appreciates having a leader to provide direction throughout the day. Conversely, some individuals, like me, prefer to work independently and do not want someone constantly telling them what to do.

It’s important to consider the dynamics between supervisors and peers during the hiring process. Assess whether candidates will work well with the existing team or pose a risk of conflict. Hiring someone is a significant investment, and letting them go can be problematic, so thinking about teamwork during the interview is essential.

Hire for Character, Train for Skill

Focus on evaluating the candidate’s character and personality, as these traits are often more important than specific skills, which can be taught later. However, some owners may not possess the necessary knowledge to train new hires effectively. In such cases, it’s advisable to seek assistance from a property management company, which can provide qualified personnel and handle the interview process. Often, owners want to meet the final candidates, usually the best two or three, before deciding. This collaborative approach ensures the owner feels involved while still benefiting from the management company’s expertise.

Take Your Time to Find the Right Person

Rushing to fill a position can lead to poor team dynamics. It’s important to understand the strengths and weaknesses of your current team members and to fill any gaps with someone who enhances the group.

Building a strong team doesn’t require every member to have the same skills. For instance, I’ve encountered maintenance staff who are also effective in office roles. I realized that if we lacked sufficient staff, someone who enjoys both outdoor and indoor work could be invaluable. Conversely, I’ve had employees who excel in the office but also appreciate the opportunity to move around and contribute in other ways, especially when the office is understaffed.

For those managing properties remotely or with minimal personnel, it’s vital to have someone strong who can multitask, answer phones, and handle sales. While I can easily find candidates with cleaning skills, finding individuals who excel in sales and customer service is much more challenging. If you overlook this aspect during the hiring process, it can be difficult to make changes later, especially in certain states.

The focus of interviewing and hiring candidates should always be on implementing practices that help you identify top talent, as this will ultimately enhance the customer experience.

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