Interview Package on the Position of Customer Service Manager - Coursework Example

ASSESSMENT: 2 ASSESSMENT TITLE: INTERVIEW PACKAGE SUBJECT NAME: HRMT19023 NAME: HE MINTING STUDENT NUMBER: S0214758 ASSIGNMENT DUE DATE: 31-AUG-12 FRIDAY 11:45 PM Abstract This interview package is on the position of customer service manager. Many businesses constitutes work in line with offering services to customers for instance at the reception desk. Basically all positions that relate to offering service to customers within a business involve the creation of a positive relationship between the business itself and the customers through making sure that the mode of interaction between the customer and the business is an effective and efficient one leading to satisfaction. This interview package encompasses a comprehensive and clear description of the behavioral criteria for use during the interview, information in regards to the preparation of the interview as well as an interview guide. The training manager in the organization will be the chair of the panel. He will be the one asking the questions. Human Resource manager will be the one who will introduce and welcome the candidates to the interview session as well as conclude. Other individuals who will be present include acting customer service manager who is an expert is this field. This report will analyze the following: Behavioural Criteria Interview Preparation The questions The location Advising Candidates Interview Introduction Interview Conclusion Non Verbal Cues Interview guide Experience Review Table of Contents page Cover page ……………………………………………………………………1 Abstract ………………………………………………………………………2 Description of the behavioural criteria ……………………………………….3 Information about preparation ……………………………………………….5 Interview guide …………………………………………………… ………...8 References……………………………………………………………………12 The Position: Customer Service Manager Behavioural Criteria 1. Team leader This position requires that the manager should have the ability to effectively work being a member of a team. Team work is an important aspect within an organization. It makes it easier to achieve the objectives of an organization faster as well as developing good relationships among the employees. They are able to cohesively work together towards the common objectives of an organization. Leadership qualities in this case are very important in a bid to ensure that the manager is in a capacity to drive and lead a team of individuals in the organization towards the goal of offering satisfactory services to customers (Weekley & Gier 2010). 2. Communication and interpersonal skills The customer service manager position necessitates that an individual should have well developed both written and verbal skills. These skills form the foundation of how a relationship may be developed with the customers to accomplish the customer service goals and objectives. In line with verbal communication evaluation would be the style of communication that an individual uses that is both written and oral communication (Tross & Maurer 2008). In regards to oral communication assessment would on the individual’s ability to communicate fluently in an informative way during the engagement process with the customers. 3. Demonstrated proficiency customer interactions The candidate should have the knowledge on how best to handle customers. Some customers may be rude hence need for the understanding of how best to handle them (Tross & Maurer 2008). 4. Management of issues A lot of issues may arise concerning services that are being offered to customers such customer complaints regarding a certain service. An individual should be in a position to handle the complaints in the right manner and following the right procedures. Customers are important and their loyalty should always be safeguarded through ensuring that they receive services that are satisfactory in nature (Janz 2009). Basically the key idea is that there should be efficiency and effectiveness in handling customer issues showing them that they are valued by the organization and their satisfaction is the organization’s happiness. 5. Customer focus It is crucial for the individual to have the ability to develop strong networks of relationship with the customers. This may involve the modification of the style of communication and approaches used to deal with the customers. Therefore a high degree of focus should be placed on customers who are basically the group targeted by the organization in order to thrive in the world of business (Janz 2009). Interview Preparation This is an important aspect which relates to the questions and place where the interview is to be carried out. These two perspectives form the basis for a successful and up to standard interview with the ability of yielding good results (Tross & Maurer 2008). The training manager in the organization will be the chair of the panel. He will be the one asking the questions. Human Resource manager will be the one who will introduce and welcome the candidates to the interview session as well as conclude. Other individuals who will be present include acting customer service manager who is an expert is this field. The questions Questions explore the level of competency that a candidate has in line with customer service management. The questions should always be clear and free from any ambiguity. They should solely aim at bringing out the degree excellence that a candidate has. There should be a clear relationship between the questions, the selection criteria and the tasks that an individual in that position is supposed to perform (Conway Jako & Goodman 2010). Adherence to rules and regulations in relation to employment should be focused upon too. It is the responsibility of the interviewers to come up with the questions and set the time that an interview process should take. The person being interviewed should have access to the questions before the interview begins to make it easier to think about the questions being asked following the written questions rather than listening only. The questions should be open questions during the interview with no closed questions. It is important for the Panel to give a positive attitude to the candidate when asking the questions. ..”kindly inform the panel your experience in customer service management field..” Kindly inform the panel the challenges you have experienced when working as a customer service manager..” The location The location is basically the venue of the interview. In as far as the preparation for an interview is concerned the place where the interview is to be carried is an important consideration. It can have a high impact on the ability of the candidate to respond to the questions as well as the entire interview process. Commonly Suggested areas that provide a favorable environment for interviews to be carried out are board rooms and meeting rooms (Campion, Campion & Hudson 2006). These places are usually free from any external distractions or unnecessary interruptions. The setting of the place should be in such a way that the interviewers are able to interact face to face with the candidate during the exchange of information as they communicate. The temperature of the room should be manageable. Since there is too much talking between the interviewers and interviewee as questions are asked and answered water should be made available during the interview process (Robertson & Smith 2008). A good location for an interview enhances the reliability of outcomes from the interview facilitating the process of making the right judgments by the interviewers regarding a candidate’s degree of competency. Advising Candidates It is quite important to make sure that individuals to be interviewed are given a notice several days prior to the day of the interview. This allows them to adequately prepare themselves for the interview meeting requirements such as those that relate to how they can present themselves (McFarland et al. 2008). Other preparations include being aware of the place where the interview is to be carried out and how they can reach there. Interview Introduction The introduction of an interview is what determines how the entire interview will be in line with how the interviewer interacts with the candidate from the start (Huffcutt 2011). The introduction should not be formal and should encompass general issues that the candidate is conversant with such as sports, current issues in politics among others. Welcome and feel comfortable during this interview session of the customer service manager. I’m Human Resource manager and with me is training manager Mr. Hughes and acting customer service manager Ms. Stella. Kindly have a seat and be prepared for the interview. Kindly note that the process will take approximately 45minutes. However, you are free to take a small break in the process. If you feel you are ready then we can commence the process. Interview Conclusion The conclusion of the interview lies in the hands of the interviewers whether they are satisfied or not with the information provided by the candidate. The candidate is given the opportunity to provide any crucial information otherwise not included in the interview questions (McDaniel et al. 2005). The head interviewer then concludes the interview which should be a pleasant way. Generally, this brings to conclusion the interview, if there is anything you feel you want to ask, you are free to ask. We shall evaluate your interview performance and inform you accordingly in two weeks time. I thank you for taking your time and attending this interview, we wish you all the best and may you have nice time. Non Verbal Cues Non-verbal are quite important considerations during an interview. During the interview the panel members should be on the look out on the tone of the candidate, what they mean in regards to how they answer questions and eye contact (Levashina & Campion 2007). This allows them to gather more information as well as develop other questions to learn more about their candidates. Time If the interview is set in one hour, it should be complete it in time. The interview should not over the settled time; because it may destroy the whole interview plan (Levashina & Campion 2007). Questions should play a key role in guiding the interviewers in terms of time to be taken. Excess questions take a lot of time, delays by the candidates to answer also takes a lot of time hence the need to be moderate. Boss reviews The second review will be done after all the candidates have left. The written assessment will be used to review the candidates (Levashina & Campion 2007). Customer relations experts in the company will also do a review to ensure the candidate selected is qualified. Interview guide Candidates Name: Panel Members Name: Relevant experience Introduction and confirmation of the interview process for the position of a customer service manager Welcoming of the candidate Introducing the candidate to the team of interviewers The reaffirmation of the customer service managerial position and what is required of a Successful candidate Advice candidates on the selection process to be applied during the interview Asking candidates whether they have any questions that they wish to ask for any Clarifications before the interview begins Experience Review Can you give a brief overview of the experience you have in relation to customer service management? In you own view, what do see as the most challenging aspect about being a customer service manager? Can you briefly give a description of a management style you would apply during the management process? What interests you the most about being a customer service manage? Motivation/ Self-management Quality: makes use of programs to train and develop better of Customer interaction. Performance: manages customer service activities setting smart timely objectives that are reasonable Key Actions reflects creativity and innovation team work is encouraged customer satisfaction is given the first priority Behavioural Questions 1. Have you developed any systems to improve efficiency in customer service management? If yes describe the system. 2. What experience do you have in solving customer conflicts? 3. What is the importance of non verbal cues in communication with customers? 4. What are you strengths in verbal communication and how do you think they contribute to the position of a customer service manager? 5. How can you deal with customers who result to personal abusive attacks while communication with them? Overview Action Result Academic and skills Qualifications Qualifications Yes No Comments Certificates Degrees Diplomas Training and assessment certificates Communication/Interpersonal Capabilities Verbal and Non-verbal: the candidate should be able to communicate clearly to various teams both written or oral communication. Key actions: Communicate with precision and clarity. Communicate with various teams efficiently. Writes noticeably and succinctly Seeks advise and decisions from other members of the group. Respects contributions of every person. Non-verbal communication cues mirror verbal communication Good listening skills Interpersonal: the candidate should be able to work in teamwork with other team members. He s hould provide leadership where necessary. The candidate is asked to nominate two referees who are recent among the two being the current supervisor/manager. Current supervisor Referee Name: Current position of the supervisor: Name: Current position of the supervisor: Final Questions The candidate is asked to provide any information not asked during the interview that they think is necessary to support their claim for the position of a customer service manager which will aid in their assessment (Roth et al. 2005). The candidate is finally asked whether they have any question to ask the interviewers. Reference List Campion, M, Campion, J & Hudson, J 2006, ‘Structured Interviewing: A Note on Incremental Validity and Alternative Question Types’, Journal of Applied Psychology, vol.79, no.2, pp.998-1002, (online EBSCOhost). Conway, J, Jako, R & Goodman, D 2010, A meta-analysis of interrater and internal consistency reliability of selection interviews, Journal of Applied Psychology, vol.80, no.5, pp.565-579, (online EBSCOhost). Huffcutt, A I 2011, ‘An empirical review of the employment interview construct literature’, International Journal of Selection and Assessment, vol.19, no.1, pp.62-81, (online proQuest).  Janz, T 2009, Initial comparison of patterned behavior description interviews versus unstructured interviews, Journal of Applied Psychology, vol.67, no.2, pp.77-80.  Latham, G P, Saari, L M, Pursell, E D & Campion, M 2006, “The situational interview”, Journal of Applied Psychology, vol.65, no.3, pp.422–427, (online proQuest). Levashina, J & Campion, M 2007, ‘Measuring faking in the employment interview: Development and validation of an Interview Faking Behavior Scale’, Journal of Applied Psychology, vol.92, no.5, pp.138–156, (online proQuest). McDaniel, M A, Whetzel, D L, Schmidt, F L & Maurer, S 2005, ‘The validity of employment interviews: A comprehensive review and meta-analysis’, Journal of Applied Psychology, vol.79, no.6, pp.599–616, (online proQuest). McFarland, L A, Ryan, A M, Sacco, J M & Kriska, S D 2008, ‘Examination of structured interview ratings across time: The effects of applicant presentation, rater race, and panel composition’, Journal of Management, vol.30, no.4, pp.435-452 (online EBSCOhost). Robertson, I & Smith, M 2008, ‘Personnel Selection’, Journal of Occupational and Organizational Psychology, vol.74, no.4, pp.41-72, (online proQuest). Roth, P, Van Iddekinge, C, Huffcutt, A, Eidson, C E Jr, & Schmit, M 2005, ‘Personality saturation in structured interviews’, International Journal of Selection and Assessment, vol.4, no.13, pp.261–273, (online proQuest). Tross, S & Maurer, T 2008, ‘The effect of coaching interviewees on subsequent interview performance in structure experience-based interviews’, Journal of Occupational and Organizational Psychology, vol.81, no.4, pp.89–95, (online EBSCOhost). Weekley J & Gier, J 2010, ‘Reliability and validity of the situational interview for a sales position’, Journal of Applied Psychology, vol.72, no.2, pp.484–487, (online proQuest). Appendice Job description Customer Service Manager Recruiter Barclay Meade Posted 09 August 2012 Ref 272809CCM Contact Craig Mincher Location Berkshire Sector IT - Telecomms Function Customer Service Job Type Customer Service Manager Hours Permanent Salary £28000 - £30000 per annum + Health care, bonus Further information Barclay Meade has an opportunity for a Customer Service Manager within a multi-national company. The customer service manager vacancy has good scope for progression and offers a competitive salary and benefits package. The customer services manager provides complete organizational management for all internal sales and customer support functions. The customer services manager will work closely with the managing director, be hands on with large accounts and manage a small sales team. The Customer service manager will be tasked with the management of key accounts by becoming their main contact, building knowledge of customers' businesses and their needs. Behavioral Criteria 1. Team leader 2. Communication and interpersonal skills 3. Demonstrated proficiency customer interactions 4. Management of issues 5. Customer focus Other responsibilities include: *Generate performance reports for members of the management team including on-time delivery. *Reporting upon customer quotations including hit rates, analysis of reasons behind lost opportunities and close monitoring of sales advisors to ensure timely follow up. *Manage a small team of sales administrators to ensure that the department delivers a first class customer experience. *Recruit and train direct reporting staff according to company procedures and employment law. *Agree effective systems and controls for the department and ensure they are implemented and adhered to consistently. To apply for this position, candidates must be eligible to live and work in the Australia Barclay Meade is acting as an Employment Business in relation to this vacancy. Read More