It's no secret that heading up a high-volume hiring process, especially for positions with notoriously high turnover like support, sales, and frontline service, presents a number of challenges.
In the face of these challenges, then, how can you set up a talent aquisition strategy that allows you to find, hire, and keep high-potential individuals who will remain within your organization long enough to make a positive impact?
Drawing from our eBook - 7 Steps to Better Frontline Service, Sales, and Support Hiring, we discuss each of these seven steps separately.
In our first post, we discussed the importance of understanding the desired business outcomes. In our second post, we discuss the importance of linking employee performance to your desired business outcomes. In part 3 of our series, we'll cover the importance of carefully defining the job.
Defining Job Families as a Part of Your Talent Aquisition Strategy
Investing time to understand a job (e.g., tasks, environment, and equipment) and the knowledge, skills, abilities, and other characteristics employees must possess to complete required job duties well is the foundation on which the hiring process will be built.
For instance, when it comes to frontline hiring, many hiring managers think all service jobs are the same or all sales jobs are the same. While these roles are similar, they are not the same jobs from company to company.
The third step to achieving great hiring results is to define and understand the job families. Unfortunately, this process is often overlooked by recruiting and hiring managers. For an organization seeking to improve new hire retention, the critical starting point is a job analysis for each major call type. The job analysis should define the abilities and behaviors that drive job success.
By defining the job, the hiring organization lays the foundation for the recruiting and hiring process because the job criteria are linked to organizational success. Typically this process involves meeting with job family subject matter experts to have them describe the job tasks. From there, the job tasks can be summarized into similar groups. These groups can then be assigned to competencies which are abilities, skills, and motivations. Successful job performance means that competencies are interacting with one another enabling the employee to perform the job successfully.
The chart above highlights different competency categories. Understanding key competencies within your job will allow you to qualify each candidate against those competencies. The key is to obtain a holistic measurement and not focus on just one area. In a simple way, the hiring process should measure what each candidate "can do”, "will do", and "wants to do."
The chart below highlights the results of a job analysis process for an insurance organization. Two job families exist for this organization - Customer Care and Sales.
The result of the job analysis demonstrates that key competencies are weighted differently between the two job families. In this case, customer focus is highly ranked for customer care (#2) but not as important in sales (#9). The hiring process should be able to distinguish competency models between job families in order to drive business outcomes.
The more nuanced your hiring process, the more successful it will be. Learn more about the advantages of understanding the details of each job by downloading your free copy of the whitepaper below.