CHAPTER 2

Using 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

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 persons 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 persons 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

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

DESCRIPTIONS OF THE CUSTOMER CONTACT COMPONENTS

This section of the Manual and Users 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 organisations specific job and requirements, we can reflect your own corporate style and culture
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Application Form

A A

B B

C C

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INTERVIEW GUIDE Usage: Selection

The Interview Guide is accessible to anyone with basic interview skills. It provides all that is required to create a structured interview relating to any number of the 16 Customer Contact competencies, including specific questions to ask and guidelines on how to assess the evidence objectively. The Users Notes provide a summary of best interview practice and the Final Assessment Sheets structure the scoring process, making decisions more reliable. With its user friendly and practical layout, it is ideal for line managers as well as more experienced Human Resource practitioners. The Interview Guide works equally well as a stand-alone tool to assist your selection and recruitment, or when integrated with the other Customer Contact instruments.

In the UK, please contact SHL Client Support on 0181 339 2222 to see a specimen copy of the Interview Guide.

Chapter 2

CUSTOMER CONTACT APTITUDE SERIES Usage: Selection, 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. The CCAS tests cater for an ability range from those with no formal qualifications through to those of GCSE or O Level, right up to A Level and graduate standard (equivalent to the SHL Critical Reasoning Test Battery, CRTB). The tests are designed to be used separately or in combination. See Chapter 5 for training requirements to use the CCAS.

Choosing the Tests

Choice of tests should be founded on careful job analysis to identify the abilities and attributes required to perform the job. The resulting job description and person specification, read in conjunction with the test descriptions, validity evidence etc. presented in this manual, should enable the selection of an appropriate combination of Customer Contact Aptitude Series tests. Wherever possible, 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, please contact SHL Client Support on 0181 339 2222 to see a specimen copy of the question booklet itself. applicants. More detailed descriptions of each of the four CCAS tests follow immediately below. In order to provide potential users with a clear understanding of the item format, examples from the practice leaflets for these tests are also included.

Chapter 2

Verbal Interpretation (VCC1)

Verbal Interpretation measures the ability to understand written information in order to reach conclusions. The test consists of 9 passages, each of which is followed by four related statements. 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. Not only are individuals expected to demonstrate basic comprehension, but also to select pertinent information and to recognise simple underlying assumptions. 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. The test includes passages covering topics such as invoice error handling, hospitality budgets, telephone ordering, dress code, staff training and stock control procedures. The test is likely to be suitable for basic level customer contact staff such as retail sales staff, telesales executives or front-line customer advisors. No. of items Time limit Total administration time (including instructions, examples and the test questions) Educational range 36 12 minutes This test is similar in format and difficulty to VS1, Using Written Information from the Selling Skills Series.

approximately 25 minutes from no qualifications to GCSE/O Level or equivalent

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Example VCC1 Items The international travel business has been hard hit in recent years, a problem that has impacted severely on the hotel industry. Despite this hotels are now fighting back by transferring attention from attracting tourists to attracting business travellers. One popular way of doing this is by creating an Executive Floor. These floors are specially designed to provide business people with communal facilities such as personal computers, facsimile machines and photocopiers. Rooms on Executive Floors are supplied with complimentary business magazines and newspapers, and more money is spent on decorating and furnishing these rooms than on other hotel rooms. 1. Rooms on Executive Floors are decorated more economically than other parts of hotels. 2. More business travellers than ever before are now staying in hotels. 3. The hotel industry is now shifting its attention away from holiday makers. 4. Guests staying on the Non-Executive Floors do not get free newspapers. Fill in circle A if the statement is True given the information or opinions contained in the passage. Fill in circle B if the statement is False given the information or opinions contained in the passage. Fill in circle C if you CANNOT SAY whether the statement is true or false without further information.

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Numerical Interpretation (NCC2)

Numerical Interpretation measures the ability to understand and use numerical data in order to answer questions. The test consists of seven tables and graphs of information with five questions relating to each set of data. The task in each case involves locating the relevant data, identifying the appropriate method for calculation, working out the answer and then selecting the answer from five possible options. The data is typically presented in a straightforward way and the emphasis is on reasoning with data rather than computation and arithmetic. Accordingly, calculators are permitted and, indeed, recommended for this test. 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, credit repayments, turnover figures and mileage. This test is likely to be suitable for basic level customer contact staff such as retail sales people, telesales executives or front-line customer advisors. No. of items Time limit Total administration time (including instructions, examples and the test questions) Educational range 35 20 minutes This test is similar in format and difficulty to NS2, Reasoning with Data, from the Selling Skills Series, although the use of calculators is not allowed with NS2.

approximately 30 minutes from no qualifications to GCSE/O Level or equivalent

Chapter 2

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

1.

How much money was spent on promotional stationery in the last Financial Year? A 4,900 B 5,300 C 6,800 D 7,200 E 7,400

2.

If 50,000 brochures were printed, what was the approximate cost per brochure? A 26p B 44p C 53p D 62p E 78p

3.

If the average cost of printing a flyer is 4p, how many were printed in the last Financial Year? A 200,000 B 300,000 C 400,000 D 600,000 E 900,000

10

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Verbal Evaluation (VCC3)

Verbal Evaluation measures the ability to understand and evaluate the logic of more complex written arguments. The test consists of 15 passages, each of which is followed by four statements related to the information contained within it. The task involves reading the passage and then evaluating each statement in terms of whether it, or its opposite, follows logically from the passage, or whether there is insufficient information to say. Not only are individuals expected to demonstrate their comprehension of the passage but also to select pertinent information, recognise assumptions and finally evaluate underlying logic. 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. The test includes passages relating to topics such as customer care, handling car sales, merchandising, expense claims, staff training and jobrelated perks. The test is likely to be suitable for more senior or specialist customer contact staff such as financial advisors, technical sales advisors, account management executives or customer service supervisors. No. of items Time limit Total administration time (including instructions, examples and the test questions) Educational range 60 30 minutes This test is similar in format and difficulty to VC1.1, Verbal Evaluation, from the Critical Reasoning Test Battery.

approximately 40 minutes good GCSE/O Levels, A Level, or equivalent vocational qualifications and some graduates

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11

Example VCC3 Items Despite their aesthetic landscaping, ease of access and generous parking, out-of-town business parks have not turned out to be the attractive proposition that speculative developers had hoped. Their polished appearance and spaciousness have failed to compensate for limited provision of basic infrastructure such as shops, banks and leisure facilities as less scrupulous developers reneged on earlier promises or struggled with cash flow problems and other difficulties. It is thought that an expansion of home working, relying on advanced communication systems and technology, would make visits to smaller head offices situated in the heart of town centres more acceptable. 1. Proximity to retail outlets is seen as an important issue when evaluating office locations. 2. The continued popularity of business parks will be reinforced by new technology. 3. Cash flow is the main problem for speculative developers. 4. In certain instances, there have been discrepancies between the original plans and the finished business park.

Fill in circle A if the statement is True given the information or opinions contained in the passage. Fill in circle B if the statement is False given the information or opinions contained in the passage. Fill in circle C if you CANNOT SAY whether the statement is true or false without further information.

12

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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. The test consists of 8 tables or graphs of information with five questions relating to each. The task in each case involves locating the relevant data, identifying the methods for calculation, working out an answer and then selecting it from five possible options. The emphasis in this test is on reasoning and evaluation rather more than calculation or arithmetic. Consequently calculators are permitted and indeed recommended for this test. 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 test includes tables/ graphs relating to product pricing, product enquiries, sales proposals, customer satisfaction survey data, retail outlet sales and sales staffing. The test is likely to be suitable for more senior or more specialised customer contact staff such as financial services sales advisors, technical sales advisors, account management executives or customer service supervisors. No. of items Time limit Total administration time (including instructions, examples and the test questions) Educational range 40 30 minutes This test is similar in format and difficulty to NC2.1 Interpreting Data from the Critical Reasoning Test Battery, although the use of calculators is not allowed with NC2.1.

approximately 40 minutes good GCSE/O Level, A Level or equivalent vocational qualifications. Graduates from nonnumerate disciplines will also find this test challenging.

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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.

Of the following, 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.

If product E001 was sold at a price of 44.80 per unit this year, approximately how many units were sold in North America this year? A 826 B 1,250 C 1,272 D 2,656 E 2,509

3.

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%

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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. 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.

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CUSTOMER CONTACT STYLES QUESTIONNAIRE Usage: Selection, Placement and Development

The Customer Contact Styles Questionnaire (CCSQ) provides information about an individuals preferred or typical way of behaving in a work context. It looks at 16 dimensions of personality which are important for non-supervisory sales or customer service roles. The questionnaire can be used for developing and restructuring initiatives as well as the selection of staff. The normative version of the questionnaire (CCSQ5.2) 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. The ipsative version (CCSQ7.2) has 32 sets of 4 questions and takes about 30 minutes to complete. 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, there are no time limits for completing the questionnaire. Both versions measure the same set of 16 scales. 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). See Chapter 5 for training requirements to use these instruments.

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Styles Scale Descriptions

The scales of the Customer Contact Styles Questionnaire (including high and low positions) are described below.

RELATIONSHIPS WITH PEOPLE

PERSUASIVE (CR1)
The PERSUASIVE scale is concerned with the extent to which individuals enjoy selling, negotiating, influencing and convincing others. A typical positive loading item is persuades through convincing arguments, while a typical negative loading item is finds it difficult to influence the outcome of decisions.

High Stens
Likely to try to sell services or products and to convince and persuade customers over to their own views. Enjoy negotiating and arguing own case and will like to influence others and gain their commitment. Could be perceived as pushy or occasionally aggressive.

Low Stens
May avoid selling situations and are perhaps more comfortable with established transactions than those which require influence. May find it hard to persuade others or to argue convincingly. Will not try to influence others opinions and may generally prefer to leave negotiations to others. Correlations between scales above 0.4 (on at least one of the versions of the Styles Questionnaire) are mentioned here. The full correlation matrices can be found in Appendix A.

Females saw themselves as less Persuasive than the male group on average. In addition customer service staff perceived themselves to be far less Persuasive than those working in a sales environment. Individuals with no qualifications saw themselves as less Persuasive than those with A Levels or degrees. No differences were found between different age groups, or between those with different ethnic backgrounds. CORRELATIONS WITH OTHER SCALES: Persuasive correlates highly with Sociable, Innovative, Competitive, Results Orientated, and Energetic.

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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. 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.

High Stens
Likely to hide own irritation even when dealing with someone difficult. Retain self-control, remaining patient and polite in most situations. Unlikely to criticise colleagues or customers and are tolerant and considerate. May not be open with feelings to colleagues.

Low Stens
Tend to be blunt with others and may be outspoken toward colleagues and customers. Will tend to be open with feelings. When provoked, may lose patience and show annoyance or even anger. May be seen as inconsiderate and intolerant by others.

Because many of the degree level qualified respondents were in a sales role, this tendency to show lower levels of Self-Control may reflect the job role rather than their qualification level per se.

Females saw themselves as slightly more self-controlled than males. Another small difference in mean scores was found between the sales and customer service staff, the latter showing slightly higher levels of Self-Control. Those with no qualifications described themselves as having the highest levels of Self-Control, with degree level respondents showing the lowest levels. No differences were found for age or between those from different ethnic backgrounds. CORRELATIONS WITH OTHER SCALES: Self-Control correlates highly with Empathic and the Social Desirability scale.

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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. A typical positive loading item is is sensitive to others needs, while a typical negative loading item is dislikes listening to other peoples problems.

High Stens
Likely to have a genuine desire to help customers and will pay attention to others needs. Sensitive to others reactions, so are likely to notice when a customer is either enthusiastic or anxious. Likely to put others needs first, both with colleagues and clients, so come across as helpful and understanding. May find it difficult to enforce unpopular policies.

Low Stens
Do not enjoy spending time trying to understand others behaviour or listening to their problems, so may miss cues on customers real feelings and points of view. May not always appreciate what customers really want. May appear to others as task rather than people orientated. Because of the large number of women occupying customer service roles, this tendency to show higher levels of empathy may reflect the job role rather than gender per se.

The female respondents typically scored higher on Empathic than the male respondents, as did those in customer service roles. Those with no qualifications showed the lowest levels on Empathic. No significant age or ethnic differences were found. CORRELATIONS WITH OTHER SCALES: Empathic correlates highly with Self-Control.

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MODEST (CR4)
The MODEST scale is concerned with the extent to which individuals are reserved about personal achievements and whether they play down success, rather than showing off. A typical positive loading item is keeps own achievements private, while a typical negative loading one is thrives on recognition.

High Stens
Unlikely to show off about sales successes or product knowledge, perhaps sharing credit with the team. Tend to shy away from attention and public recognition of achievements. May also show some reticence in describing products and services.

Low Stens
Public recognition and attention is probably important. Thrive on praise and approval from colleagues or customers. 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.

Those in the older age bracket tended to score higher on this scale, with no significant differences being found between gender groups or customer service and sales staff. Those with no qualifications tended to describe themselves as more Modest than those with higher levels of qualifications. White respondents tended to show higher levels of Modesty than those from the ethnic minority group. CORRELATIONS WITH OTHER SCALES: Modest correlates highly with Competitive (negative).

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PARTICIPATIVE (CR5)
The PARTICIPATIVE scale is concerned with the degree to which an individual enjoys team work and co-operative activities. A typical positive loading item is much prefers to be part of a team and a typical negative loading item is prefers working alone.

High Stens
Tend to seek others company, preferring to work alongside others or in teams rather than alone. Likely to value and encourage team work. Dislike working alone.

Low Stens
Enjoy working in isolation, likely to be self-sufficient and unperturbed by being alone. May feel distracted by constant company, preferring to work in a quiet area, or like working in their own way without interference.

Male respondents tended to describe themselves as less Participative than females. No differences were found with respect to customer service and sales groups, ethnic groups or educational levels. Younger people typically saw themselves as more Participative than older respondents. CORRELATIONS WITH OTHER SCALES: Participative did not correlate highly with any other scale.

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21

SOCIABLE (CR6)
The SOCIABLE scale is concerned with how confident, extrovert and lively individuals are as well as how comfortable they feel in a range of social situations. 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.

High Stens
Likely to be confident in dealing with different people and in meeting people for the first time. Find it easy to make conversation and have a talkative and lively social style. Can usually put people at ease but may not be good listeners.

Low Stens
May feel awkward with strangers and lack confidence in some situations, or with certain people. Likely to take a back seat socially, preferring others to talk. Could come across as rather quiet and shy.

Those with more qualifications appeared to be a little more Sociable than those with no qualifications. No differences were found when comparing age, gender, ethnic background or customer service and sales staff. CORRELATIONS WITH OTHER SCALES: The Sociable scale correlates highly with Persuasive, Innovative, Results Orientated and Energetic.

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THINKING STYLE

ANALYTICAL (CT1)
The ANALYTICAL scale is concerned with the degree to which an individual enjoys using information, working with data, probing the facts and solving problems. A typical positive loading item is likes analysing information, and a typical negative loading item is prefers to let others probe the facts.

High Stens
Will probably tackle problems by collecting information based on fact rather than opinion, and will analyse the data logically. Are likely to probe facts and spot flaws in an argument. Enjoy handling and analysing information.

Low Stens
May dislike data analysis. Tend to use intuition in problem solving, preferring to deal with opinions rather than searching extensively for hard facts. Judgements could therefore be based on limited rather than in-depth information.

Those with no qualifications showed a significantly lower preference for analysing data, than those with qualifications. Degree level respondents displayed the highest mean scores. Males saw themselves as slightly more Analytical than females. No differences were found for age, job role or ethnic background. CORRELATIONS WITH OTHER SCALES: The Analytical scale correlates highly with Structured, Detail Conscious, and Results Orientated.

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23

INNOVATIVE (CT2)
The INNOVATIVE scale is concerned with how imaginative and creative people are, 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, while a typical negative loading item is would not be described as inventive.

High Stens
Are likely to produce many creative and inventive ideas, either for new approaches or as solutions to problems. May make suggestions that are novel and ingenious, perhaps seeing new alternatives that others missed. May sometimes be fanciful or unrealistic in suggestions.

Low Stens
Are unlikely to generate imaginative or original ideas, or to find new ways of solving a problem. May rely on others to be creative and come up with new approaches.

No differences were found for age, gender or job role. Gradually increasing levels of Innovation were displayed as educational level increased. In addition ethnic minority groups tended to see themselves as more Innovative than white respondents. CORRELATIONS WITH OTHER SCALES: The Innovative scale correlates highly with Persuasive, Sociable, Results Orientated and Energetic.

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FLEXIBLE (CT3)
The FLEXIBLE scale is concerned with how open individuals are to new approaches and how readily they adapt to changing circumstances. A typical positive loading item is welcomes change, while a typical negative loading item is prefers established methods of doing things.

High Stens
May prefer new methods to established routines, approaching tasks and situations in an open and adaptable way. Likely to be flexible in adopting new procedures or in coping with changes. May dislike working in repetitive, unchanging environments.

Low Stens
Likely to prefer familiar and established work patterns, finding change disruptive. May have a rather rigid attitude when confronted with new methods or changing circumstances and find it difficult to adjust. Able to cope with routine.

There was a slight difference between those in sales and customer service roles, with those in customer service preferring a more Flexible approach. Those with no qualifications described themselves as less Flexible than those with higher educational levels. No gender or ethnic differences were found. There was some tendency for younger people to report being more Flexible than older respondents. CORRELATIONS WITH OTHER SCALES: The Flexible scale correlates highly with Results Orientated.

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STRUCTURED (CT4)
The STRUCTURED scale is concerned with the extent to which individuals plan ahead and how far they prepare, prioritise and structure their work. 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.

High Stens
Tend to prepare well in advance, setting priorities and planning ahead. Likely to work in a structured and organised way. May dislike disruptions to system.

Low Stens
Prefer to react to situations as they arise rather than planning and preparing beforehand. Flexible in response to changing circumstances. May be caught out by unforeseen events or make mistakes through lack of organisation.

Gradually increasing preferences for structure were found as the educational level increased, with those with no qualifications showing a far lower preference than the other groups. Those from ethnic minority groups also preferred to adopt a less structured approach. No gender or age differences were found, or indeed differences between customer service and sales groups. CORRELATIONS WITH OTHER SCALES: The Structured scale correlates highly with Analytical, Detail Conscious, Conscientious and Results Orientated.

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DETAIL CONSCIOUS (CT5)

The DETAIL CONSCIOUS scale is concerned with the extent to which individuals like to be accurate in their work, check details carefully and are neat and tidy. A typical positive loading item is likes work requiring precision and a typical negative loading item is finds checking tedious.

High Stens
Tend to take care with the detailed aspects of work, checking for accuracy, and avoid errors by being precise. Enjoy the type of work which needs a keen eye for detail. Likely to be neat and tidy. May find it difficult to ignore minor errors when necessary.

Low Stens
Find tasks requiring accuracy and precision tedious, and prefer not to check every detail thoroughly. May like to take a broad overview rather than operate at a detailed level. 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. No differences were found between those in different age brackets or with different educational levels or ethnic background. CORRELATIONS WITH OTHER SCALES: The Detail Conscious scale correlates highly with Analytical, Structured, Conscientious and Social Desirability.

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27

CONSCIENTIOUS (CT6)
The CONSCIENTIOUS scale is concerned with an individuals willingness to persevere, to keep firmly to deadlines and to see tasks through to completion. A typical positive loading item is adheres strictly to a deadline and a typical negative loading item is sometimes leaves work unfinished.

High Stens
Likely to complete jobs on time, and persist with all tasks until they are finished. Will probably see meeting deadlines as very important. Likely to be reliable in delivering work completed and on time.

Low Stens
May tend to leave a task before it is finished and move to another. Deadlines are seen as flexible rather than absolute and they may find it hard to persist with unpleasant or uninteresting tasks.

Males tended to see themselves as less Conscientious than the female group, and those from sales occupations had lower average scores than those from customer service roles. White respondents described themselves as more Conscientious than the ethnic minority respondents did. There were no differences found between educational levels or between different age groups. CORRELATIONS WITH OTHER SCALES: The Conscientious scale correlates highly with Structured, Detail Conscious and Social Desirability.

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EMOTIONS

RESILIENCE (CE1)
The RESILIENCE scale is concerned with how easily individuals cope with pressure or stressful situations, remaining untroubled, cheerful and calm. A typical positive loading item is remains cheerful when things go wrong and a typical negative loading one is becomes distressed by unfair comments.

High Stens
Tend to remain unruffled in difficult conditions, remaining positive even when things go wrong. Brush off criticism or setbacks and remain calm under pressure. Tend to forget about worries rather than dwell on them, so present themselves as positive. May underestimate approaching difficulties.

Low Stens
Tend to feel anxious when conditions are difficult and dwell on worries and pressures rather than setting them aside. May become upset by criticism or setbacks. Performance could be affected adversely when under extreme pressure. May be more sensitive to signs of potential problems.

Male respondents tended to show higher scores on this scale. However, no differences were found for ethnic background, job role, age or educational level. CORRELATIONS WITH OTHER SCALES: The Resilience scale correlates highly with Energetic.

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COMPETITIVE (CE2)
The COMPETITIVE scale is concerned with how much individuals feel that they need to win at all costs, hate to lose and like to come top. A typical positive loading item is always plays to win, while a typical negative loading item is feels that taking part is more important than winning.

High Stens
Coming first is very important, so may seek out competition and are likely to put considerable efforts into beating others. See success as doing better than the opposition. Resent losing and always play to win.

Low Stens
Tend not to use others achievements as a benchmark for own successes. Feel that taking part is more important than winning and are not driven by the need to win. May dislike working in a competitive environment.

More men are employed in sales roles and more women in customer service roles. Therefore sex differences may be the result of self selection for jobs.

Males saw themselves as far more Competitive than females. In addition those in sales related roles were significantly more Competitive than those in customer service. Respondents with no educational qualifications were far less Competitive than those with A Levels or degrees. No ethnic or age differences were found. CORRELATIONS WITH OTHER SCALES: The Competitive scale correlates highly with Persuasive, Modest (negative) and Results Orientated.

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RESULTS ORIENTATED (CE3)

The RESULTS ORIENTATED scale is concerned with how high individuals set their personal targets, how much they are stimulated by challenging goals and how keen they are to improve their performance. A typical positive loading item is sets ambitious personal targets and a typical negative loading item is does not seek additional challenges.

High Stens
Tend to respond well to clear goal setting and stretching targets. Likely to set difficult goals for self and be motivated to achieve challenging objectives. May be constantly alert for opportunities to improve own performance and to succeed. May become dissatisfied when job is not stretching.

Low Stens
Likely to prefer easier goals and working within a less demanding environment. Could be demotivated by very difficult targets and may not have a strong drive for success. Are often content with current performance rather than wanting to improve it. People who score low on this scale may prefer not to have to use their initiative.

Older respondents described themselves as significantly less Results Orientated than the younger group. Those with no qualifications were far less Results Orientated than those with more education. No gender, job role or ethnic differences were found. CORRELATIONS WITH OTHER SCALES: The Results Orientated scale correlates highly with Persuasive, Sociable, Analytical, Innovative, Flexible, Structured, Competitive and Energetic.

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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, while a typical negative loading item is has difficulty sustaining high levels of activity.

High Stens
Likely to bring considerable amounts of energy and stamina to their work. May enjoy tasks which demand intense or sustained activity. Feel tired less often than others.

Low Stens
Likely to feel tired fairly often and find it less easy than others to maintain their energy. May lack stamina when required to work energetically over a period of time. Can prefer a moderate pace of work.

Males tended to describe themselves as slightly more Energetic than females. Those with no qualifications demonstrated slightly lower mean scores than those with more education. No difference was found for sales and customer service staff, age or ethnic background. CORRELATIONS WITH OTHER SCALES: The Energetic scale correlates highly with Persuasive, Sociable, Innovative, Resilience and Results Orientated.

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SOCIAL DESIRABILITY (CSD) CCSQ5.2 (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, while a typical negative loading item is sometimes makes mistakes.

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. People with this scoring pattern can have a great desire to please or feel a strong degree of self esteem.

Low Stens
Indicates a rather self critical attitude which may be the result of low standards or a lack of belief in self.

Older respondents tended to show slightly higher scores on this scale. No differences were found for gender, ethnic background, job role or educational level. CORRELATIONS WITH OTHER SCALES: The Social Desirability scale correlates highly with SelfControl, Detail Conscious and Conscientious.

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CONSISTENCY (CCO) CCSQ7.2 (Ipsative) only

The CONSISTENCY scale looks at the extent to which individuals have answered in a consistent manner across the questionnaire. See Appendix G for more information on how it is calculated.

High Stens
Indicate a high degree of consistency in their responses.

Low Stens
Indicate an inconsistent response pattern which may affect the reliability of other scale scores. Low Consistency may result from a lack of understanding of the task or an attempt to distort the response pattern. 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. No differences were seen for age, ethnic background, job type or educational level.

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Chapter 2

CUSTOMER CONTACT COMPETENCY INVENTORY Usage: Development, Appraisal, or Re-structuring Roles

The Customer Contact Competency Inventory provides a direct rating of an individuals performance broken down by the 16 Customer Contact competencies. The questionnaire can be completed by the individual, his/her manager, supervisor, peers or other suitable contacts allowing full 360 profiling if desired. Each respondent completing the inventory, rates the individual on 32 sets of 4 statements and then also gives Most and Least rankings. 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. Computer analysis produces profiles from each perspective for feedback and developmental use. Where there are multiple responses from one type of respondent (e.g. the person has been rated by 3 peers), a single profile giving the average for the group is provided. 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. See Chapter 3 for completion options and Chapter 5 for training requirements to use this instrument.

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35

Competency Scale Descriptions

The following pages provide descriptions of each of the CCCI Raw scores are discussed further in Chapter 10. Comparisons of scales for other groups are discussed in Chapter 9. dimensions, including contrasts of high and low sten scores. 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. However, examination of raw scores for the two groups reveals some differences.

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. Typical items include, listens to customers, makes customers feel welcome and treats customers as individuals.

High Stens
Easily build relationships with customers, listen to customers, are able to reduce customer frustration and can put new customers at ease.

Low Stens
Often fail to build rapport, treat all customers in a similar way and take no particular steps to make customers feel welcome.

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CONVINCING (P2)
The CONVINCING scale is concerned with the extent to which individuals can present the key points of an argument, gain agreement and convince others. Typical items include influences the outcomes of negotiations, changes peoples views and answers objections convincingly.

High Stens
Can typically change peoples views, gain the agreement of others and act in a persuasive and influential way.

Low Stens
Often lack the ability to steer a discussion, fail to put over the essential points of an argument, are unable to answer objections or get people to accept their point of view.

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. Typical items include, is fluent in speech, talks to others at a suitable pace and speaks expressively.

High Stens
Are effective oral communicators. Speak clearly, expressively and fluently, and hold the attention of others when speaking. Can put forward a message in a straightforward but engaging manner.

Low Stens
Have difficulty communicating orally. May speak too hesitantly or too quickly, express themselves in a flat or monotonous tone, or complicate their message unnecessarily.

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37

COMMUNICATING IN WRITING (P4)

The COMMUNICATING IN WRITING scale is concerned with the extent to which individuals can express themselves clearly, fluently and succinctly in writing. Typical items include writes in an uncomplicated way, produces logically structured correspondence and uses correct spelling and grammar in writing.

High Stens
Produce logically structured memos, avoid jargon, write to others fluently but succinctly taking into account the readers level of understanding.

Low Stens
Do not express ideas clearly in writing. Often fail to write at the level of their readers, take little time to structure their correspondence, allow the intrusion of jargon and write unclearly. May make grammatical and spelling errors.

TEAM WORKING (P5)

The TEAM WORKING scale is concerned with the extent to which individuals fit in with the team, show consideration towards their colleagues and support team objectives. Typical items include is considerate towards work colleagues, helps others to achieve team objectives and relates well to team members.

High Stens
Are supportive of team colleagues, fit in and identify with the team and work to foster a sense of harmony and team spirit.

Low Stens
Are more likely to withhold support from others, consider personal goals before those of the team and remain remote or distant from collective team objectives.

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INFORMATION HANDLING

FACT FINDING (I1)

The FACT FINDING scale is concerned with the extent to which an individual can retrieve relevant information, check facts and absorb key points. Typical items include retrieves appropriate facts, notices gaps in information and absorbs relevant facts quickly.

High Stens
Probe and seek out relevant information, notice gaps or changes in data and absorb and remember key facts.

Low Stens
Can overlook significant information, not check or probe contradictory facts and can be slow at remembering or retrieving key data.

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. Typical items include identifies potential difficulties, analyses problems in depth and generates workable solutions.

High Stens
Analyse problems in depth, identify and establish the main causes, produce a range of options and come up with workable and effective solutions.

Low Stens
May fail to recognise or fully analyse the key issues in a situation, are unable to offer alternatives and hence only come up with limited or impractical solutions.

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39

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, costs and competitor activity. Typical items include appreciates the impact of own work on profits, tries to reduce costs, is aware of competitor activity and is aware of market trends.

High Stens
Understand the business significance of their work, are profit and cost conscious, know the market and who their competitors are.

Low Stens
Typically fail to grasp the business significance of their activities, may overlook opportunities to increase profits, and are unfamiliar with external competitors or market trends as a whole.

SPECIALIST KNOWLEDGE (I4)

The SPECIALIST KNOWLEDGE scale is concerned with the extent to which individuals have the knowledge, skills and expertise associated with their own product or service area. Typical items include knows the features of own products and services, knows the advantages of own products and services and is equipped to answer specialist questions.

High Stens
Are viewed as having expertise in their area, demonstrate a good knowledge of their products or services, understand the product benefits, and keep up-to-date with product advances.

Low Stens
Often lack detailed product knowledge, will not necessarily be able to cope with customer questions, are unaware of particular features or benefits of products, are unlikely to take steps to keep their knowledge up-to-date.

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Chapter 2

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. Typical items include produces very high quality work, ensures work is totally correct and pays close attention to quality issues.

High Stens
Are aware of the importance of quality and maintain high professional standards. Ensure that their work is accurate and correct.

Low Stens
Tend to be less concerned about quality, 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.

ORGANISATION (D2)
The ORGANISATION scale is concerned with the extent to which individuals plan, organise and structure their time and activities. Typical items include prioritises tasks accurately, prepares in advance and creates schedules for tasks.

High Stens
Organise their time effectively, schedule and prioritise tasks, plan ahead in the short and medium term and set realistic time scales.

Low Stens
Tend to be somewhat haphazard about planning, misjudge priorities or time scales, and fail to structure their time properly.

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41

RELIABILITY (D3)
The RELIABILITY scale is concerned with the individuals commitment and respect for the organisation and its procedures. Typical items include arrives promptly at work, completes tasks on time and follows directions from supervisors.

High Stens
Respect company policies and procedures, are punctual, follow instructions from above and diligently see tasks through to completion.

Low Stens
Are less likely to accept the need for formal procedures, may not always persevere with tasks, may fail to carry out all their obligations or demonstrate particular loyalty to their organisation.

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ENERGY

CUSTOMER FOCUS (E1)

The CUSTOMER FOCUS scale is concerned with being eager to please customers, looking after their interests, and working hard to put them first. Typical items include works hard to meet customer needs, aims to please the customer and protects the customers interest within the organisation.

High Stens
Are typically focused on, and driven by, customer demands. Work hard to ensure total customer satisfaction. May act as the customers advocate ensuring the organisation meets the customers needs.

Low Stens
Are less likely to focus on the needs of particular customers, 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.

RESILIENT (E2)
The RESILIENT scale is concerned with the extent to which individuals can cope with pressure, setbacks and difficulties. Typical items include stays calm under pressure, recovers from setbacks easily and stays optimistic.

High Stens
Stay calm and self-controlled during crises, shrug off or cope with setbacks and keep difficulties in perspective. Remain positive, resilient and cope well with change.

Low Stens
Are more likely to express negative reactions when put under pressure, lose their composure and are adversely affected by disappointments or setbacks.

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43

RESULTS DRIVEN (E3)

The RESULTS DRIVEN scale is concerned with the extent to which individuals meet their targets, show drive in their work and willingly take on demanding tasks or additional responsibilities. Typical items include gets outstanding results, willingly accepts difficult targets and works hard to develop new skills.

High Stens
Consistently meet or even exceed their targets. Have a goalfocused approach to work, develop new skills, seek responsibility and aim to achieve targets and improve on past performance.

Low Stens
Tend to avoid difficult or demanding work, 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, are decisive and take responsibility for their actions. Typical items include can make decisions without referring to others, acts without being prompted and only refers upwards when absolutely necessary.

High Stens
Are typically prepared to act on their own account, handle issues with minimal guidance and take initiatives even if the responsibility for them is not clear. Can be relied on to take action when necessary without prompting.

Low Stens
Will hesitate to act without authority, hold back on decisionmaking, and avoid risk. May need prompting to take action.

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Chapter 2

CONSISTENCY (CON)
The CONSISTENCY scale looks at the extent to which individuals have answered in a consistent manner across the questionnaire. See Appendix G for more information on how it is calculated.

High Stens
Indicate a high degree of consistency in their responses.

Low Stens
Indicate an inconsistent response pattern which may affect the reliability of other scale scores. Low Consistency may result from a lack of understanding of the task or an attempt to distort the response pattern.

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45

CUSTOMER CONTACT STYLES QUESTIONNAIRE EXPERT INTERPRETATION SYSTEMS

The SHL Expert Interpretation System is a computer system which generates written reports. It interprets questionnaire data just as a human expert, 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

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. This outlines potential performance against 16 core customer service and sales competencies. In addition to text, it also provides a 1-5 rating of predicted fit with either a customer service or sales role. Length: Usage: 1 page Selection and Development

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18/10/96

Ms Susan Smith

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IRE NNA STIO QUE LES STY ACT ONT ER C TOM CUS
PEOPLE FOCUS

Executive Overview :- Potential Performance against Competencies

Competence
Relating to Customers

Indication of Ms Susan Smiths potential performance:

Although likely to build rapport fairly quickly with different types of customer and show sensitivity to their needs, this may be limited by her tendency to be quite open with her own views when irritated by others. Her ability to convince and negotiate is likely to be driven by some desire to achieve results as well as her sociable style, rather than through a direct interest in persuading others. She describes herself as a quite confident speaker who adapts her style to the needs of her listeners. However, her communication may be more entertaining than persuasive. She is unlikely to pay particular attention to producing documents which are well structured or persuasive, although they will invariably be checked through for detail. She tends to be quite keen on team working, is fairly confident in group situations, and is also considerate to others. Her openness about her own opinions, however, will add an edge to her team contributions. Her apparent enthusiasm for working with information and careful attention to detail implies that, in the main, she will enjoy fact-finding. However, she may be less motivated to deal with information in a systematic way. Her problem-solving is likely to benefit from her ability to generate a wide range of ideas and to take a highly analytical approach, albeit in a somewhat unstructured way. Her strong interest in working with facts and figures and her focus on outperforming the competition suggests a keen commercial emphasis. She should be fairly motivated to acquire knowledge which would help her be effective. Her analytical approach and attention to detail should make this easier for her. In addition she will be attracted to new ways of doing things. Her careful attention to detail, perseverance and commitment to deadlines implies a professional standard of service. However, her less than systematic approach may interfere with the quality of the output. She is likely to pay great attention to the detail of her work and places considerable emphasis upon completing projects. However, her disinclination to plan or prioritise tasks may prevent their smooth implementation. Despite her frankness and spontaneous approach, her strong personal drive to finish tasks suggests she is likely to be seen as reliable and committed to the organisation.

FIT


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INFORMATION HANDLING

from Orally ation inform ary of Ms m grates It inte uce a sum Communicating em. t Syst ed) to prod odel. 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, 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. 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. et a g. ch, 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. 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. 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 - 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. 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, L te tort derive es D worth Customer Focus or in ation Tham Holds form reet, ntract in co n of the in . igh St ,H it is Court y way retatio 3 AC interp ished in an Resilient ffice, v1.2 bl ead O Pack be pu UK H 9544 ontact Ltd, 8 mer C (UK) 44 181 39 Custo orth + Results Driven oldsw 70, Fax: &H 41 Saville 181 398 +44 Tel: 96















DEPENDABILITY







ENERGY

Due to her fairly energetic approach, her need to achieve results, and a definitely helpful, sensitive nature, she is likely to come across as prepared to work hard to look after customer interests. Whilst she prefers familiar work routines and can be fairly open about her feelings, she copes with external stressors by being calm and optimistic in outlook. When necessary she can sustain high levels of activity and is determined to stick at tasks until she gets results. Additionally, she can happily take on challenges. Her fairly energetic approach and reasonable ambition suggests some desire to take the initiative. This should be complemented by her analytical approach and the ease with which she generates alternatives.







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Using Initiative



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Saville & Holdsworth Ltd, 1996 Expert v1.2i

Customer Contact Pack v1.2

Chapter 2

47

Customer Contact Expert Interview Guide

The guide uses the results of the Customer Contact Styles Questionnaire to generate a series of short, bullet point comments, structured under the Customer Contact competency headings. These highlight apparent strengths and areas to probe at interview. In addition it provides a pool of interview questions to assist in the interpretation of the candidates responses. 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. by the SH aire. 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, SHL e unchan the Custo ake amendmen contents are th nm the users ca tee that r guaran report no

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Customer Contact Styles 5.2

SELECTION REPORT & INTERVIEW PROMPTS

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Saville & Holdsworth Ltd, 1996 Expert v1.2i

Customer Contact Pack v1.2

Sav Exper ille & Hol dswor t v1.2 i th L

td, 19

96

Custo mer C ontact Pack v1.2

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Customer Contact Styles Personal Report

A short personal report based on the Customer Contact Styles Questionnaire. Divided into three areas Relationships with People, Thinking Style and Emotions, it is written in the second person and is ideal for giving to respondents as part of the feedback process. 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. As this report has been generated electronically and users can make amendments, 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.

CUSTOMER CONTACT STYLES QUESTIONNAIRE

Ms Susan Smith 18/10/96

Ms Susa n Smith : 18/10/96

Custome

r Contac

t Styles

5.2

PERSO

E NAL R

PORT
Ms Susan Smit h : 18/10/96

ion. Customer Con persuas tact Styles 5.2 tion and emphasis PERSONAL RE h negotia Key Points: of an rs throug g much more RELATIO PORT . of othe placin PLE itment t of view thus PEO This calm attit poin comm ude is likely to feelings, round to your elings, ing the This report is based on your self-report of your typical or preferred behaviour hers in ur fe be quite visible openly. However from ga ed to ot sing yo people to others because , 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. 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, 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. How plemented by you being able ings, your emp on how you bein ite sociable, you needs. ng of ot development wi athy towards othe your emotions to ever, 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. are likely to be s to be Being hi ely to do so in sensitive to the me tion you Though your pref rty. ngs seem lik impact ur feeli al basis. In addi soul of the pa erence is to adju s, 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. Inde either as ly wouldnt se particip to win at all cost yo ed, whilst fairl ab y keen s. 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. may be of you how nal prais they a pe tackling Discuss the points with your supervisor or manager. 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. plemen at fit . 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, jective n preferen g to guideline yo This ob Nonetheless, th your ing draw in . than be rasts wi u prefer work rk cont ugh yo solutions ronment rather Saville & Holdsworth Ltd, 1996 s at wo vi ight be method e. Thus, 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. holding plan ahead all d. e, but th to deadlines wh ly on you to This up than expecte Pack v1.2 as they com re ly un Expert v1.2i Customer Contact ther can rigid with the arise ra to keep d others e things to deal e, to tak to the end and odical style an prepared h the whol eth tend, on all tasks throug work with a m do you see ch Not only u wanting to to approa yo likely details. offset by dition you are the small ad set. In te and to check ra be accu rtant is impo when it spite res, even rson, 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, when pe weve Yo who co pace. Ho meone ings go wrong. an easy to be so th work at You seem well or when likely to ly. do you are rk more quick that you on life wo . tlook y to setbacks your ou n you are read calm in iate actio to being Added need for immed a 2 there is
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Chapter 2

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