What Good Are Exit Interviews?
July 24, 2008
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Trina E. Roach
During a particularly passionate brainstorming session in my last open workshop - "Some Quit and Leave…Others Quit and Stay" - our topic of discussion was the reason employees change jobs and what individual managers can do about it.
The group quickly agreed that the most important reasons people leave fall into two main categories:
- A new career opportunity (either after active searching or being approach by a 'headhunter')
- A problem/dissatisfaction on the current job that was not being handled correctly
There was also fast agreement amongst participants that unexpectedly having to replace a valuable team member can be both very time- and cost-consuming.
Surprisingly, there were few companies represented that had a cohesive exit strategy. Some had no form of exit interviews at all, and representatives from other companies that did conduct exit interviews weren't sure exactly how the feedback was being pro-actively applied as a way to limit future turnover.
Why Exit Interviews are Important
Having an exit interview strategy let's people within your organization know that individual managers, as well as the company as a whole, really care why someone chooses to leave. In learning to better understand why people leave unexpectedly, organizations receive valuable insights into ways to improve employee satisfaction and prevent unnecessary turnover in the future.
There are several ways to conduct effective exit interviews. Some organizations represented give out a questionnaire when people leave, asking them to hand it in on their final day or mail it back within 30 days of leaving. Other organizations conduct exit interviews live or (within a month) by telephone. These person-to-person interviews are either conducted by someone from the human resources department or - for an increased level of neutrality and confidentiality - by a third party (e.g. HR consultant or coach)
Important Exit Interview Questions
Everyone agreed that the format used - while having some standard sections - must be custom made to fit the culture, climate and needs of the specific organization in question.
However, here are some typical exit interview questions people thought would be helpful:
- What did you enjoy most about working here?
- What did you enjoy least? Why?
- What comments or suggestions can you make to help our organization grow stronger and more successful in the future?
- Do you feel we dealt with complaints and problems on the job in a timely and effective way? How could we have been better?
- Did you have a clear picture of your specific career possibilities within our organization?
- What one thing would have possibly made you re-think your decision to leave?
Coaching Questions for Managers
Looking over past exit interview feedback, have you noticed any trends that might indicate deeper problems or highlight new opportunities within your team or organization? For example:
- What is the average length of time people typically work for your organization before voluntarily leaving?
- What are the top three reasons people give for leaving your organization?
- What are the top three positions with the highest turnover?
- Are there any specific turnover issues with certain departments or teams?
- What internal changes can be made to increase overall job satisfaction, especially amongst high potentials?
- What are you - personally - doing to prevent future resignations in your team?
Remember: Exit interviews, handled respectfully, provide a wealth of information that is key to helping your organization grow, solidify and refine its success. It will also make a past employee more likely to offer honest feedback and take a more positive image or your organization with him into the future.
Are you and your organization ready to listen - and act?
Trina E. Roach
Trina is founder of Creating Tomorrow: The Leadership Consultancy, a company specializing in executive + career coaching, as well as leadership and communication skills training. Based in Germay, Trina was conducted successful sessions from Tallinn (Estonia) to Sofia (Bulgaria) and from Moscow (Russia) to Amsterdam (Netherlands). With clients throughout Europe, as well as in the Greater Philadelphia area, Trina conducts her coaching and training sessions in either English or German.
http://www.creating-tomorrow.com/blog
http://www.creating-tomorrow.com
7 Extremely Effective Interview Techniques
July 3, 2008
By Siddharth Singh
You wrote a killer resume, you landed yourself that coveted interview call and you prepared well for the D-Day. Now what? Well, the next step is the interview itself. This is what you had prepared so well for. It is the most important stage of the interview process, and requires a definite strategy for achieving success. If you follow these tips carefully, success will be yours.
- Dress to Impress
The golden rule is-Dress Conservatively. Sometimes, the employers specify the dress code to follow. But if it is not specified, wear a conservative dress. If you have bought a new set especially for the interview, make a trial run in them while rehearsing the interview. Get your suit pressed, your hair cut and your shoes shined.
- Arrive a Few Minutes Early
Arriving late for the interview means only one thing-you are not serious about the position. Interviewers won't like that. Allow yourself plenty of time to reach the venue well in time. Reach at least 15 minutes early; it will help you to get a feel of the atmosphere of the place. Do not reach too soon either.
- Mind Your Body Language
Your body language is the unspoken communication, and it matters just as much as the spoken communication. Be firm in your handshake. Do not gesture excessively while speaking. Maintain eye contact, but do not stare. Avoid slouching, fidgeting, playing with your pen or tie.
- Be Honest and Truthful in your Answers
Do not get creative and inventive while counting your skills or recalling your achievements. Your answers should match what you had stated in your resume. If you don't understand a question, say so. If you don't know something, admit it.
- Avoid Verbosity
Answer in crisp, precise and brief sentences. Yet, don't answer in a simple Yes or No; complete your sentences. Don't ever boast; the interviewers are experienced people, don't try to mislead them.
- Be Calm
Being relaxed and confident is the key ingredient of success in the interview. If you feel that the interview is not going well, don't get frustrated or disappointed. Try to make the best of the situation. The interviewer may consciously put you under stress to judge you reaction to pressure situations.
- Ask Questions in the End
In the end, the interviewer will typically ask you whether you will like to put up any questions. Use this opportunity to ask questions that you had prepared beforehand. This shows your interest in the job. It is okay to ask the panel as to when they will reach a final decision regarding the hiring. In the end, thank the interviewers for their time.
In conclusion, just be yourself. Be relaxed and confident during the interview, answer the questions honestly, be crisp and concise in your answers, and mind your body language. And smile! Nothing can stop you from achieving success in your interview.
Hi, my name is Siddharth Singh. I invite you to my blog for your suggestions, feedbacks, bouquets and brickbats. Click here to learn more about effective resume writing and interview techniques.
Call Center Training, Is a Must
July 1, 2008
By Hani Masgidi
The remarkable growth of Call Center Industry has ushered to the opening of Call Center Training schools. Training schools may be accessed on line where all claim to be best in the field. There are two constants in the area of training; one is that training costs and it is actually consuming large portion of call center's resources; two is the accounting of the result of the training, there must be an improvement in the performance that would justify the resources spent.
Training is made so as to improve and further develop the performance of an agent. The training satisfies two areas such the personal and individual professional growth of the agent and his delivery of good productivity to the company. With good training, the call center should expect the following results:
- Agents could handle themselves more professionally and with confidence.
- New hires could no longer be distinguished from the experienced agent.
- Better customer satisfaction.
- Better productivity.
Training is not a one time deal, it is continuous. It is an indispensable tool that would help to keep the performance of agents on target. Best agents are those that have both the training and the experience. A call center agent is developed as he faces and handles the widest set of situations in the day to day performance of his job. But an experienced and consistently trained agent performs best. Good training provides additional knowledge and confidence to the agent. An effective training is one that derives its training objectives from the business objectives. There are two truths with training; it could only claim to be effective when the results are seen and it is a continuing program.
Training is a part of growth and development resulting to a better performing individual. Here are some good reasons why a call center executive should be an advocate of continuous training:
1. It boosts morale. An agent would feel motivated will the newly acquired knowledge and added skills.
2. It costs less than recruiting and hiring. Call centers have the reputation of having the greatest turn over and this could be reduced if not eliminated through training.
3. Training stimulates the desire of an individual to improve.
4. Training keeps the pace with the rapidly changing technology.
5. It develops teamwork and thus results to better productivity.
6. Training is an investment that returns many times over. Because it raises morale it directly boosts efficiency and therefore productivity.
7. Training raises the rookie to a professional. Investing in training your staff or agents gives the feeling of being valued that could help build their loyalty to the company.
8. It eliminates stress. A good training provides agents with the skills and tools needed to handle stressful situations, especially in dealing with angry customers.
Considering all of these, management and supervisors can rest assured that the call center operation will run smoothly and customers will be satisfied with the service they receive from a motivated call center agent. All Center training is not mere compliance to a system; it is an essential part of development and an absolute requirement, just like computers and head sets to a call center.
Copyright (c) 2008 Hani Masgidi
Weaknesses In Job Interviews - How To Answer Interview Questions About Your Weaknesses
June 30, 2008
By Catherine Z Jones
"How do I answer questions about my weaknesses in job interviews?" is the most common question we're asked as interviewers.
It's also a common job interview question so you're right to want to be prepared for it.
Few people are so here's your chance to get ahead of your competition.
We interview for a living and here's our advice.
When asked about your weaknesses remember to talk about something you've perceived as a 'weakness' but worked hard to overcome or something which you find harder than others but can still do, using some strategy or another.
And make sure it's not something central to the role!
Good answers might be:
For a job where organisation is important, but not central:
"I'd like to be more naturally organised like my manager who remembers everything and never has to write anything down. Although my memory's not as good as hers I am able to keep on top of things by using a to-do list and keeping a diary so I know where I am with my work all the time".
For a job where working as part of a team is important:
"I prefer working in teams to working alone. Although I'm able to stay focussed and complete the task, I prefer the sharing of ideas and achievements which happens when you work in teams. Some of my colleagues work better alone and this is something I am working on to improve".
Notice how, with a little forethought, you can give your 'weakness' a positive spin? In this answer, you're showing that you work well in teams, which is a quality most employers look for.
Finally, never identify emotional states or personality traits as weaknesses, only skills, experience, knowledge or preferences. Don't ever say you get stressed, bored, demotivated, angry, upset etc.
People have said this in interviews with us. Although, as employers, we might accept shortcomings in people's skills, experience and knowledge, few of us want to take on employees with attitude issues!
Call Center Hiring and Staffing
June 15, 2008
By Hani Masgidi
Call centre business has a reputation of being one of the industries that has high hiring and firing turnover and likewise, the mindset of the people available in industry is nurtured on the same philosophy. They are not much concerned about frequent switching like other careers where it goes against you. Finding and retaining right people for the call centre is a well known dilemma, as there are certain shortcomings which are attached with this particular business, so, all the measures can only contribute in reducing them and that's the maximum achievable when it comes to call centre hiring and training.
Retention is highly recommended, go an extra mile to retain an agent who is a part of your call centre, he has prequalified, has got-on with the things and you are also able to evaluate his abilities. Make a correct judgment about the skills of the person and offer all that which the person expects by way of any of your company intelligence. Changing people is a never ending story for call centers; the need of the hour is to change minds of the same people. Recognize their needs and address them instead of preferring aggressive hiring and firing. You have already invested in their training, up gradation and grooming.
If for one reason or another, you are to hire call centre agents, make it a real task for yourself. Do a lot of homework about the interviews and selection strategy. Conduct an in-house meeting with Managers and supervisors to evolve an efficient and effective evaluation procedure that can end-up in picking right people for the job. Look for the accent first of all, that's the biggest selling-point.
Your second priority should be the evaluation of overall personality, find-out the sense of responsibility with the body language and the way of responding to questions. Put some of stupid questions across and detect the patience of the person, if he keeps his nerves cool and come up with respectable reply, go for this person. He/she will sustain.
Through cross questioning, bring-out the internal road map of the person about his pursuits of career. Get an idea about his endeavors and expectations. Ask him about any ideal call centers' pre-exquisites, this way he will give you his picture about the call centre he wants to join and what things will satisfy him in the long run. Never trash the interview assessment, make it most important document in the lifecycle of that particular agent.
Regardless of the facts elaborated in the article, time 7 again, the only short-cut to get good call centre agents is the experience. Nothing else can do it for you as good as this. So behave maturely, improve communication, enhance flexibility in overall decorum, and facilitate your agents to maximum extent, so that they can be at peace of mind to make effective sales or to offer quality customer service. Time has changed for the employee and employer, now both have to understand each other to fall into long-term relationship, so care for your agents and get care in turn and it works.
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How To Be Successful At Interviews – One Tip Often Overlooked Is To Focus On What’s Not Said
June 5, 2008
By: Mark Walton
Depending on which expert you believe, up to 95% of communication is non-verbal.
So if just five per cent represents the words, why do so many interviewees rely on this single aspect to convey what they mean and understand the interviewer?
This article is all about the major part of communication – body language. Up to 60% of what you communicate is conveyed this way – so why don’t we use it?
I’ve recruited for twenty years and I use every trick in the book. I use Neuro Linguistic Programming like the best of them and yes, I spend a lot of time analyzing body language.
In the hands of a willing amateur, a body language book is a dangerous tool – especially when recruitment decisions could be made on a single interpretation. But used prudently, it can help you understand someone’s mood or even their true intentions.
If you’ve ever watched television without the sound, you’d be amazed how easily to pick up on people’s moods. It’s a subconscious thing and that fact helps the interviewee. You should instinctively know about body language and how to use it to convey a message. I say ‘should’ as some body language is subtle and although we know instinctively what an action means, our conscious brain dominates and ignores the sign.
Further, our body language reveals our true intentions and often in an interview, we want to disguise these aspects.
So what does it all mean? It means sticking to the obvious body language signs if possible.
Here are a few common examples:
If someone’s happy, they tend to smile. Obvious really. They tend to show open palms and will sit in an open manner – nothing is crossed. They will unbutton their jacket for example. So if you want to appear happy, you smile and sit in an open manner. Self-explanatory really.
If someone is confident, they tend to lean forward (leaning towards someone also suggests you like them).
If someone is nervous, they will fidget. They will clear their throat and play with anything in front of them.
If someone is unsure, they tend to pull on an ear lobe.
If someone is lying, they often put their hand in front of their mouth – subconsciously hiding their lie. They will also avoid eye contact.
If someone is being defensive, they will lean away. They will cross arms and legs.
If someone is aggressive, they will clench their fist. They will often grit their teeth. They will typically point with their finger – particularly with jabbing motions. They may chop one hand into the palm of another. If sitting, they often tap a foot or bounce one of their legs (this could also mean they are bored or just irritated).
This isn’t a definitive list but it’s a useful starting point. I’d recommend every interviewee buys a copy of a body language book and spends some time in a public place, observing behavior. Note facial expressions, body positioning and what people do with their hands. Consider how they handle a pen or a spoon. What does it all tell you about their mood?
Go ahead, I give you permission to use the 95% you’ve probably dismissed until now.
Mark Walton is the author of 20 Ways to Deliver the Perfect Interview, a self-help guide for people looking for a new job. If you want to improve your chances of getting a job offer then go to: http://www.jobhuntingresults.com/Interviews.htm to see how you can ensure you’re the one they want.
The Biggest Mistake Potential Hires Make While Interviewing for a Job
May 20, 2008
By Ed Bagley
Copyright © 2008 Ed Bagley
If I told a lot of potential hires that sometimes they have as much or more to do with getting a job offer as I do as the interviewer, most of them would not believe me. After all, I am the interviewer and, in many cases, I might also be the owner, manager, supervisor or personnel specialist charged with the responsibility for making an offer.
Having said this, I would also share with you that sometimes the potential hire talks himself or herself into an offer and then right back out. The reason why is they commit the biggest mistake a person could make when interviewing for a job, and this is it:
They are asked a question, they answer the question, and then they feel compelled to explain or justify the answer they have given.
I might ask, "Where are you educationally?"
They might answer, "Well, I thought about going to college but I only completed high school." Then they will launch into a big explanation of why they could not go to college because of their circumstances at the time. Too often, the reasons given are lame excuses and it becomes pretty clear that they simply did not give education any kind of priority in advancing their lot in life.
Maybe their parents thought education was a waste of time, or that it cost too much, or that they (the parents) would not pay the cost. Or perhaps the potential hire started an academic program but did not finish, or they did not like a professor they had, or needed to work to support their wife and new baby.
I might ask, "Why did you leave your last job?"
They might answer, "I was laid off" or "I quit" or "I was fired." Then they will explain the circumstances about how the company was downsizing, or they hated their boss, or the company forced them to work overtime, or the company would not allow them to work overtime.
I asked a potential hire a job-related question, and about 30 seconds into his answer, the candidate launched into the story of his sled dog trip in
Obviously, when allowed to talk too much, the potential hire gives the interviewer all sorts of reasons why they should not receive an offer.
The one thing you absolutely can not afford to do in an interview is to create a seed of doubt about why you should be offered a position. When you do so, the interviewer feels obligated to start checking all kinds of things about you to validate their suspicion and pretty soon, you are eliminated from consideration.
And seriously now, who among us, if put under intense scrutiny, does not have a chink in his or her armor? We all do.
The message of this reality is: keep your answers short and succinct. Interviewing is a business activity, not a social activity. Be businesslike and be professional. Save the small talk for after you are hired and not on the job.
Read my 4-part series on Job Interviews: "It Is Not What You Say, But How You Say It That Counts ' Part 1", "How to Answer When Asked Your Strengths and Weaknesses ' Part 2", "How to Handle Job References ' Part 3" and "What Do Employers Really Want When Hiring? ' Part 4". Find my Blog at: http://www.edbagleyblog.comhttp://www.edbagleyblog.com/JobsandCareers.html
Article Source: http://www.ArticleBiz.com
Recruitment: Pigeon-holes are For Pigeons
May 9, 2008
By: Paul Dodd
Candidates will sometimes pigeon-hole certain job titles, assigning them negative characteristics that may or may not be true. Don't risk losing good talent to such preconceived notions.
Candidates will sometimes pigeon-hole certain job titles, assigning them negative characteristics that may or may not be true. Call center jobs are boring and repetitive, is just one example of how assumptions can play out in a candidates mind.
Don’t risk losing good talent to such preconceived notions. Do an informal poll amongst your acquaintances and colleagues, asking them what characteristics automatically come to mind when they hear the job titles you are trying to fill. Talk to people who currently hold those positions and see what other assumptions you can uncover.
Then make sure you counteract any negative stereotypes with positive information. Draw out the interesting and compelling elements of each job and communicate these throughout your recruiting process. And don’t be afraid to play up the positive and accurate assumptions.
About the Author
Paul Dodd is the
Management Coaching Tip - Hire Smart or Fire Dumb
May 1, 2008
People buy from people. And people will buy a lot more from other people when they receive authentic and excellent care specific to what they are buying and even more importantly what they are experiencing.
I was watching a video You Can't Send a Duck to Eagle School when once again I realized that a lot of smart business people in management roles truly do not hire smart and that results in them firing dumb.
Hire smart means that you hire for great attitudes, for respect, for the simple acts of being polite and kind. You can teach your products and services, but it is far more difficult to teach how to be nice to people. Management Coaching Tip: Find individuals with the necessary self-leadership skills.
Fire dumb means that firing people who you should not have hired in the first place is costing you a whole heck of a lot of money. You were dumb by hiring them. This stupidity is draining your various banks accounts and not just the one that holds your greenbacks. Your other bank accounts are: productivity, performance, progress, perseverance and potential. Management Coaching Tip: Your banks accounts are also your operating systems or Points of Potential.
One of my mentors, Michael Sleppin, shared this story about visiting one of his clients who was complaining about all the "numbchucks" in his organization. Michael in his very simple and direct manner asked this question: "Who hired all those numbchucks?"
Many companies go to great lengths to find the right person. Personality tests are given, background checks are undertaken and yet there is still a lot of dumb hiring going on. Part of this reason could be the fear of lawsuits and to the shortage of qualified workers.
Of course, the K-16 educational process does not help nor does the disconnect between today's parents and their children. However, organizations can still hire smart. They will need to be just a little more innovative and discerning in their hiring process.
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Leanne Hoagland-Smith, chief customer officer with offices in
Article Source: http://EzineArticles.com/?expert=Leanne_Hoagland-Smith
Finding a Call Center Job
July 10, 2007
Call Centers have the capability to create a large number of jobs or employment opportunities. For this reason so many communities with soaring unemployment rates try to find call center companies in the vicinity and that is the reason offshore countries are approaching to expand and create their own call center unit or industry.
The scope for finding a job in a call center is immense. However the nature of jobs may vary from hourly or agent jobs to stay at home jobs to salaried jobs like IT jobs, account management jobs, supervisory
jobs and executive jobs.
Before starting your career in a call center industry, the first and the foremost thing you should know is 'how to find a call center job'. [Read more]
