Assessment 2: Interviewing, Selecting

and Inducting Staf

Class 2
Ruqaya Saleh 201102843

PANEL (3 or 4 PERSONS) MOCK INTERVIEW

INTERVIEW QUESTIONS FOR POSITION OF Customer Service
Representative
Opening and General Questions
1
Question: After learning about this opportunity, what made you take the
1

next step and apply for the job?

Circle appropriate rating

5 = Excellent 3 = Satisfactory 1 = Very Poor

2
Question: Tell me why you chose a career in Customer Services.
Circle appropriate rating

5 = Excellent 3 = Satisfactory 1 = Very Poor

Behavioural/Performance Based Questions

Competencies: Problem solving, communication
Question: Tell me about a time you had to deal with a customer who was
unhappy with your companys service. How did you handle it? What was the
result?
______5 = Superior
Clearly describes the situation and identifies the cause of the customer's
unhappiness. Outlines the steps he/she took to remedy the the reason for
the customers unhappiness. Explains how the customer was eventually
happy and how a positive customer service experience can benefit the
company's brand. Describes the lessons learned.
______3 = Satisfactory
Ofers a general description of a situation where he/she had to deal with
customer who was unhappy with the company's service. Ofers a brief
description of his or her response to the unhappy customer.
_____ 1 = Very Poor
Briefly describes a situation where he or she had to handle a customer who
was unhappy with the company's service. Ofers no details on his/her
involvement or the outcome.

Competencies: Negotiation, persuasion

Question: Give me an example of a time you had to convince a doubtful
customer to buy one of your companys products. How did you handle it?
What was the outcome?
______5 = Superior
Clearly describes a time where he/she had to convince a doubtful customer
to buy one of his/her companys products. Explains how he/she identified
the root of the customers reluctance and assured the customer of the
products advantages. Describes how the doubtful customer let go of the
hesitancy to buy the product. Outlines the importance of understanding the
customers perspective and then shifting that perspective. Lists the lesson
learned.
______3 = Satisfactory
Provides a general description of a time when he/she convinced a doubtful
customer to buy one of his/her companys products. Ofers a short, nondetailed narrative of how he/she convinced the doubtful customer to buy
the product.
3

____ 1 = Very Poor

Briefly describes a time when he/she convinced a doubtful customer to
overcome their doubts and buy a company product. Does not elaborate to
explain how he/she convinced the customer or what the outcome was.
5

Competency: Ability to handle stress

Question: Tell me about a stressful situation youve been in at work. How
did you handle it? What was the outcome?
______5 = Superior
Clearly describes the stressful situation he/she was in at work. Outlines the
reason(s) that created the stress, and the efects the stress had on him/her
personally and professionally. Explains how he/she handled the stress, and
what specific techniques he/she used to handle the stress. Describes the
outcome and the key lessons learned.
______3 = Satisfactory
Gives a general description of a stressful situation he/she has previously
faced in work. Briefly describes how he/she dealt with the stress. Does not
talk about the outcome.
______ 2
______ 1 = Very Poor
Briefly describes a stressful situation he/she has faced. Ofers no details on
how he/she handled the situation, or what the outcome was.

Follow on and Closing Questions

7
Question: Do you believe that the customer is always right?

Circle appropriate rating

5 = Excellent 3 = Satisfactory 1 = Very Poor

8
Question: What sets you apart from other candidates applying for this
position?

Circle appropriate rating

5 = Excellent 3 = Satisfactory 1 = Very Poor

All ratings should be transferred to the Decision Matrix for final recommendation

PANEL INTERVIEW DECISION MATRIX FOR POSITION OF: Customer

Service Representative
Name of
interviewee
Ms. Marianna
Westley

Q1

Q2

Q3

Q4

Q5

Q6

Q7
4

Q8
3

TOTAL
16

Panel comments:
Q1: We expected Ms. Westley to discuss what made her take the leap and apply for
this job, Ms. Westley very briefly stated that she enjoys helping people. It was the
only motive she mentioned for making her apply to the company. She seemed
nervous. Ms. Westley did not express any interest in working for Zaina. 2 of the
panel members awarded her a 2, and one of them awarded her a 1.
Q2: Ms. Westley stated that the reason she chose a career in the field of Customer
Service is that she is people-focused. She said that she enjoys helping people, but
did not mention the personal reward she might feel for helping people or why she
enjoys helping people. It seemed repetitive, as she had responded with a very
similar answer for the first question of the interview. Unfortunately, Ms. Westley did
not elaborate on why or how she is people-focused. Ms. Westley did seem nervous,
and that might be why she gave a brief answer. There was a panel consensus of
awarding her a 3 for her Satisfactory response.
Q3: Ms. Westly did not ofer an example of a situation she has previously faced with
an unhappy customer. She said that a big reason why customers were unhappy was
because of a diference in perception. This shows her use of deductive skills when
it comes to handling customers complaints; this is a positive because it means she
is capable of identifying the root causes of customer complaints. She gave a generic
description of how a Customer Service Representative should respond to the
situation. The interviewers liked that Ms. Westley emphasized the importance of
listening when it came to dealing with customer complaints. This shows her
understanding that for customer problems to be solved, the Customer Service
Representative must first actively listen and discern the root and symptoms of the
problem. Other than the hypothetical Customer Service Representative response,
Ms. Westley did not ofer a specific example, the steps she took, or the outcome of
that example. Even after being prompted with two follow-up questions, Ms. Westley
could not provide a specific example. Therefore, the panel collectively agreed to
award her with a 1.
Q4: Ms. Westley could not provide a specific example of when she had to convince a
doubtful customer to buy one of her companys products. Her response was very
brief. She talked about how to convince a doubtful customer. She demonstrated the
knowledge, but did not talk about a situation where she applied this knowledge.
6

Therefore, the interviewers cannot tell if she can turn the conceptual into the
applicable; if she has a set of skills that utilize her knowledge. One of the
interviewers raised concerns that Ms. Westley may be prejudiced against the
elderly, as she generalized that they are all doubtful and resistant to change. Again,
there was a panel consensus on awarding Ms. Westley a 1.
Q5: Ms. Westley provided an example of a stressful situation, which was when other
employees go on leave with short notice or no notice at all. She identified the
reason for the stress, which was the work reallocation, and the efects of the stress,
which included becoming very tired and not catching up with the work. However,
she did not talk about how she handled the stress. She was becoming more
comfortable as the interview progressed, which might be why she finally answered
this question with an example. She touched upon the topic shallowly, and did not go
into depth. This may show that shes more of a big picture kind of person, when a
Customer Service Representative position is essentially about the specifics; it is
about the specifics because a Customer Service Representative must be detailoriented to understand the customers specific needs. There was a small variance in
how the interviewers evaluated her response. 2 of the interviewers awarded her a 2,
and the third interviewer awarded her a 3.
Q6 (only for 4 member interview panel):
Q7: Ms. Westley highlighted that the customers needs must be prioritized above
the Customer Service Representatives, even when the Customer Service
Representative does not truly believe it. This shows dedication from her part to
retain customers, she mentioned that the customer must be put first so they would
come back. This demonstrates that she realizes the importance of building a loyal
customer base. She also emphasized that it is imperative to make the customer feel
comfortable, which indicates that she can understand the customers needs while
being afable and kind to them. The interviewers agreed that Ms. Westley gave a
comprehensive answer, 2 of them gave her a 4 and one of the interviewers gave her
a 3.
Q8: Ms. Westley gave a very brief answer as to what sets her apart from other
candidates. She did not mention any of her attributes or skills, but rather listed her
qualifications and experience in the field of Customer Service as what sets her
apart. A positive was that she mentioned that she used and loves Zaina products,
this caught the attention of the interviewers and they liked that a user of their
products would represent them professionally. It indicated that she is familiar with
Zainas brand, which does set her apart from other candidates. Overall, Ms.
Westleys response was too brief and did she did not elaborate to the extent that
the interviewers expected. 2 of the interviewers awarded her a 3 and one of them
awarded her a 2.
Overall (e.g. how confident was the candidate)
Ms. Westley demonstrated good knowledge in the field of Customer Service,
especially in its processes and how to respond in certain situations. Unfortunately,
7

she did not ofer details of many situations where this knowledge was applied. She
also illustrated a visible interest in Customer Service through her enthusiasm and by
repeatedly mentioning that she is people-focus. Ms. Westley often did not take her
time to answer the question and touched upon topics shallowly, this may indicate
that she acts fast before taking time to think about this question at hand; this can
have disastrous result in the field of Customer Service where you must have all of
the details before making a decision. Ms. Westley was nervous at the beginning of
the interview. How fast she was talking exposed her nerves. As the interview
progressed, Ms. Westley became more at ease with the interviewers. This was
evident through a shift in her body language as she maintained eye contact more
steadily and allowed her hands some movement. As a result, the quality of her
responses in the last questions (Q5, Q6, Q7) were exponentially better. However,
that did not do much to afect the overall result of the weak interview.
Recommendation:
Ms. Westley demonstrated good Customer Service knowledge, and it was evident
that she has sufficient experience in the field of Customer Service. However, she
could not any give specific examples as an answer for any of the behavioural
questions she was asked. This may indicate that she is a weak interviewee, or that
she lacks focus. However, it may also indicate that she has poor listening skills
because she did not discern the jest of what we were asking her. This is a risky
possibility that must be taken into account because one of the core requirements of
a Customer Service position is good listening skills, they must communicate
efectively with customers. If we were only to take into account this interview, then
we do not recommend that Ms. Westley be hired for the position of Customer
Service Representative at Zaina. However, we do believe that Ms. Westley showed
great potential. If she were to be hired for the position based on this interview, then
the training gap would have been too large. It would be too expensive to close the
training gap and use a lot of resources on one individual, for a position that is not
even managerial or at the executive level. A second interview seems like a better
option. Taking all of these factors into account, and judging based on only this
interview, then we recommend that Ms. Westley not be hired as a Customer Service
Representative in Zaina. She scored a low 16, with no outliers in the interviewers
evaluations of her.

ANALYSIS OF STRUCTURED PANEL INTERVIEWING METHOD

Advantages

Disadvantages

Research has shown that

structured panel interviews
lead to more accurate
information used in the
recruitment decision process.
That is because there are
several people who are
efectively processing the
same data. Each member of
the panel needs to clarify and
justify their decisions to other
members of the panel, which
means they will assess the
candidate more fairly. An
example of assessing the
candidate more fairly in
structured panel interviews is
that panel members are less
likely to rely heavily on their
first impression of the
candidate. (Dipboye, 1992)
Bias is minimized in a
structured panel interview.
Interviewers are much less
likely to show discriminatory
manners towards a
candidate, or to be blatantly
prejudiced, because other
panel members could
observe their prejudice or
discrimination. (McFarland,
2000) Bias is also minimized
all panel members processes
a common set of information
extracted from the candidate.
Additionally, a biased
interviewer is less able to
disqualify a qualified
candidate because they
would have to clarify their
decision to other panel
members.
Research has proved that
structured panel interviews
are highly valid, at 0.67 (in a
scale where 0 is no validity is
1 completely valid). That is
due to a better assessment of
candidates, because

A panel interview shortens the

recruitment cycle, as it replaces
a series of back-to-back
interviews with one structured
panel interview. However, that
could mean that there is not
enough time to accurately
assess a candidate. In a panel
interview, candidates may not
expand upon their answers as
much as they could, keeping
them short and not elaborating.
By giving candidates only this
one shot to either rise or tank,
qualified candidates with great
potential may be cut out.
(Lindgren, 2010)

43% of managers reported that

structured panel interviews
restrict them (Scholarios,
2003), as they must clarify and
justify their decisions to other
panel members who disagree.
The manager is typically the
most familiar with a positions
requirements, and therefore the
most equipped to evaluate
whether a candidate is a good
fit or not for a position.
However, as majority rules in
panel interviews, this could
lead to hiring someone who is
not the right fit for the job.

A structured panel interview

may intimidate the candidates
and stress them out, which in
turn will limit their performance
in the interview. Some
managers believe that a panel
interview is stressful, and
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researchers with diferent

perceptions evaluate the
candidate based on a
common set of information.
Interviewers can make a
more balanced assessment of
the candidate. Researches
found that combining
efective assessors in the
interviewing panel can
further enhance the validity.
(Dipboye, 2001)

conclude that a panel interview

does not truly reveal the
candidates true abilities. That
is because the candidate is
under too much pressure, and
tends to close in instead of
demonstrating their abilities.
Research has shown that
candidates are 28% more
anxious in a panel interview
than they are in a one-on-one
interview. (Poundstone, 2003)

Sources:
Dipboye, R.L. (1992), Selection Interviews: Process Perspectives,
Southwestern, Cincinnati, OH.
Dipboye, R.L, Gaugier, B.B., Hayes, T.L. and Parker, D. (2001), "The
validity of unstructured panel interviews: more than meets the eye?",
Journal of Business and Psychology, Vol. 16 No. 1, pp. 35-49.
Lindgren, A. (2010, Oct 17). Panel interviews are OK if you're prepared.
The Atlanta Journal - Constitution Retrieved from
http://search.proquest.com/docview/758767700?accountid=62741
McFarland, L.A., Ryan, A.M., Sacco, J.M. and Kriska, S.D. (in press), "An
examination of a structured interview: relationship between applicant
race, rater race, and panel composition across time", Journal of
Management.
Poundstone, W. (2003), "Beware the interview inquisition", Harvard
Business Review, Vol. 81 No. 5, pp. 18-19.
Scholarios, D., Lockyer, C. and Johnson, H. (2003), "Anticipatory
socialization: the efect of recruitment and selection experiences on
career expectations", Career Development International, Vol. 8 No. 4,
pp. 182-97.

Reflect on the experience of your group using structured

panel interviews. Describe what you learned.
The first stage of our structured panel interviews consisted of writing
three behavioural questions and their respective benchmarks. Firstly,
we identified competencies relevant to our position of Customer
Service Representative in Zaina Telecom. The Job Description made
identifying competencies fairly straightforward. Writing behavioural
questions based on the identified competencies was challenging. It
was challenging to design questions that would detect the
candidates behaviour patterns while also being easy-to-understand
and of appropriate length. We rewrote the questions many times until
they fit the criteria of a good behavioural question. We wrote one
10

question individually, and wrote the benchmarks for each as a team.

Writing the benchmarks also proved to be challenging, as it is difficult
to measure qualitative information. The benchmarks were also
difficult to write because they had to encompass a large scope of
responses we might get from the candidate.
It was very beneficial for us to write questions and develop
benchmarks to evaluate the candidates answers. This will not only
help us as future interviewers, but also as future interviewees. As
future interviewers, it taught how to conduct and navigate an
interview, and how to develop questions that can trigger instrumental
information from the interviewee that will be essential to the
recruitment decision. We also learnt how to sync within an interview
panel. As future interviewees, we learned what to expect from a
structured panel interview. Being put in the interviewers shoes, we
learnt more about the interviewers perspective, like what areas they
are most likely to focus on. This knowledge will help us perform better
in future interviews, and will increase our chances of being hired.
This was in the storming phase of our work as a team, and there
were minor conflicts as we learnt how to gel together and sync our
thoughts so we could perform as a panel. Feeling the pulse of our
chemistry took some time. We each had a diferent perspective on
how the questions should be written, and how the responses were to
be evaluated. We became productive when we worked towards the
common goal of conducting a good interview. Eventually, we learned
how to discard our individualistic
The interview did not go as well as we hoped it would. The candidate,
Ms. Westley, rated our interview 3.5 out of 5 on a Likert scale where 1
was Very Poor, 3 was Satisfactory and 5 was Excellent. Most of our
downfalls were due to our inexperience as students who were
conducting their first interview. The interview began 2 minutes late,
because some of the interviewers were late. This demonstrated a lack
of professionalism from our part; it was not the best way to begin our
interview. In the future, we must make more efort as a team to be
punctual, because it is our responsibility to respect our interviewees
time and because our actions represent our company and its brand.
We learnt the importance of punctuality as it leaves an impression on
the potential employee about the corporate culture of the company.
11

Even though we had knowledge of how to conduct an interview, we

had no practical experience. Unfortunately, our behaviour showed our
inexperience. Nerves got the best of us and despite preparing for the
interview, we read out most of our questions. We lacked the
confidence to interact more easily with the interviewee. Ms. Westley
recommended that we try to remember your specific question
without reading it out like a newsreader. We learned that the
interviews body language is important; that the interviewer must
maintain eye contact and appear at ease for the interviewee to be
comfortable enough to share information. We believe that our
interviewing skills will improve enough for us to not be nervous and
be confident as we gain more interviewing practical experience.
During the interview, we exhibited signs of anxiety like varying eye
contact and shifting in our seats. As we previously stated, we were
nervous. This nervousness made us go through the interview very
fast, the 8-question interview only lasted for around 10 minutes.
Ideally, a job interview should last around 30 minutes so we can
extract more information from the candidate and make a fairer
assessment of the candidate. Ms. Westley said that it was a bit
rushed and that we should try to not finish the interview too
quickly. We learned to the importance of pacing the interview, to
allow a better opportunity of getting to know the candidate. This will
not only be better for the candidate who will have a fairer chance of
showcasing their attributes and experiences, but also for the
interviewers who will be able to be make a more comprehensive and
fairer assessment.
Another factor that contributed to how rushed the interview went was
Ms. Westleys short answers. She did not elaborate after stating her
points, and did not answer one single behavioural question with a
recalled situation. The interviewer who asked Ms. Westley the first
behaviour question prompted her with two follow up questions,
asking her if she could think of a specific example. Ms. Westley could
still not provide a sufficient answer. However, the other two
interviewers did not prompt the candidate with follow-up questions,
denying themselves a more comprehensive analysis of the candidate.
By not asking follow-up questions, the interviewers did not extract as
much as information as they could; which means their assessment of
12

the candidate could have been improved. For the future, we learned
that follow-up questions are sometimes just as important as the
original questions. The purpose of an interview is to assess a
candidate for a position. Therefore, it is the interviewers
responsibility to allow as much space possible for the candidate to
provide information that will assist in the hiring decision.
Despite the downfalls, some aspects of the interview did go well. Ms.
Westley stated that we did well. She liked that we were friendly,
polite. We were happy to know that our mannerisms in the interview
came across as professional. Another advantage Ms. Westley noted
was that we showed initiative. That is because we were enthusiastic
and eager to prove ourselves as interviewers. As for positives we
noted, we liked that our behaviour could relax the interviewee and
make them more comfortable to share information. Overall, this
interview was an incredible opportunity to experience an interview
setting. It taught us how to digest information in a conversation
setting, the importance of asking the right questions, and the efect
our behaviour and mannerisms can have on another. It was an
experience that we will definitely look back on, and realize that it was
the blueprint of future interview successes.

13

INDUCTION PROGRAM FOR POSITION OF: Customer Service

Representative
DATE: 05 /01/2014
TOPIC & TIME

Welcome
9:00 AM 9:30
AM

CONDUCTE
D BY
(eg HR,
Dept Rep,
OHS Officer,
IT etc)
Head of HR

HR Officer
Introduction to
Zainas Culture
9:30 AM 10:00
AM

HR Officer
Introduction to
Organization
Hierarchy
10:00 AM
10:30 AM

HR Officer

Company
Policies
10:30 AM
11:00 AM

HOW (tour, video,

information session,
handout, role-play,
games, etc)

A PowerPoint presentation
and a speech: the Head of
HR will give a warm
welcoming speech that
will talk about the
organizations mission,
vision and goals which will
be visualized on the
PowerPoint slides. The
Head of HR will also talk
about the culture and
history of the
organaization as the
slides show pictures from
Zainas launching
ceremony, branches
opening ceremonies, and
awards the organization
has won.
Video and Speech: a HR
officer will talk about the
culture of the
organization, and its
values, beliefs, and
principles. The video will
feature images of the
workplace and images of
employees and employee
activity that represent the
culture of Zaina.
Handouts that show the
organizational chart will
be distributed. A HR
officer will discuss roles
and responsibilities of
staf14and go through the
organizational chart.

Health and

OTHER/FOLLOW
UP (further
action required;
check up later;
comment etc)

Information session and

Emails will be sent

to all new staf
showing the
organizational
chart with the
Email addresses
and office number
of all staf.

15

TRAINING PLAN FOR Customer Service Representative

Proposed
Training
What training
is needed?

Business
Need Solved
How will
the training
help the
company

Time Line

Social
Sensitivity
the empathic
ability to
correctly
understand
others feelings
and thoughts,
and to be
acquainted with
general
knowledge of
social norms.
(Bender, 2012)1

The ability to
understand
and
empathize
with
customers
through active
listening and
proactive
service is an
essential trait
for a
Customer
Service
Representativ
e. By
understanding
the
customers
needs, the
Customer
Service
Representativ
e will be able
to fulfill the
customers
needs
efectively
and quickly.
Customer
Service
Representativ
es who relate
to the social
norms and
personal
needs of

2 Days (June
5th and June
6th) 4 hours
daily.
From 9 AM
12 PM.

How will
training
occur and
what
resources
will be
needed
A freelance
Emotional
Intelligence
Trainer will be
in charge of a
workshop at
Zainas
conference
room. A short
oral
presentation
about social
sensitivity will
be followed by
role-play. This
hands-on
approach will
make it easier
for trainees to
learn how to
apply social
sensitivity in
the position of
a Customer
Service
Representativ
e. Resources
needed are a
projector,
laptop, pens,
and
notebooks.

Expected
outcome
immediate
and long term

Immediate:
The
performance of
the Customer
Service
Representative
s will improve
as they will be
more in tune
with the
customers
needs. Their
increased
clarity in
communication
, which will be
a result of the
Social
Sensitivity
course, may
also lead to
less errors
because of
misunderstandi
ngs. Being
active listeners
will also give
the Customer
Service
Representative
s more
confidence
when they are
approaching
customers.
Long-term:

Bender, L., Walia, G., Kambhampaty, K., Nygard, K. E., & Nygard, T. E. (2012). Social sensitivity correlations with
the efectiveness of team process performance: An empirical study. International Computing Education Research,
12, 39-46.

16

Problem Solving

customers
make more
meaningful
connections
with their
customers.
They are more
likely to close
deals, which
will ultimately
increase
sales. This will
also give
Zaina a
competitive
edge, as
Customer
Service
representative
s who
understand
their
customers at
depth can
tailor their
service
towards
catering to
the
customers
needs. Better
communicatio
n skills gained
as a result of
this Social
Sensitivity
course will be
used to
represent
Zaina, which
will improve
its brand
image.
By training
the
employees on
how to solve
problems the
company is
more likely to
save time
maximize
sales or profit.

This course will

increase the
task
significance of
a Customer
Service
Representative
job, which
make their job
more
meaningful.
Consequently,
this will
increase their
job satisfaction.
It will also
increase their
job
commitment,
which will lead
to lower
turnover and
absenteeism in
the Customer
Service
department.
Additionally,
this Social
Sensitivity
course will also
help with the
development of
the employees.

3 Days (July
11th, 12th,
13th) 5
hours daily.
From 9 AM
2 PM.

17

A freelance
Customer
Service
Trainer will
lead a
workshop in
the Crowne
Plaza Hotels
conference
hall. He/she

Immediate:
Providing the
employees with
training can
increase their
level of job
satisfaction as
the employee
feels more
appreciated

For example,
a customer
service
representative
with great
problem
solving skills
will be
capable of
orienting and
defining the
problem and
the possible
solutions for it
in a very
timely manner
which will
increase
his/her
efficiency as
he/she will be
capable of
producing the
maximum
amount of
outcomes in a
short period of
time and
therefore
maximize
possible profit.
Training
employees on
problem
solving can
also engender
customer
satisfaction as
customers
usually prefer
that the
person they
are speaking
to is able and
qualified
enough to
solve their
problems or at
least identify
the core
reason of the
problem.
Furthermore,

will be using a
hands-on
method to
demonstrate
to the
employees
the
importance of
the skill and
how it is
related to the
position of a
Customer
Service
Representativ
e. He will be
using role-play
followed by
games that
have a
purpose of
solving a
specific
problem.

18

and that the

company is
willing to give
back to the
employee and
give him/her a
chance for
personal
growth.
Training
employees on
problem solving
can enhance
their job
performance as
employees will
be capable of
fulfilling all the
tasks assigned
to them
efectively.
Long-term: It
is believed that
the employees
whom are
given training
opportunities
are more likely
to stay with
their employer
and any
opportunities
for professional
development
can be a reason
for an
employee to
leave a
company for
another one.
Therefore,
training
employees can
actually lower
turnover rates
in a firm.
Giving the
employees a
chance for
development
and increasing
their

reaching to
the level of
customer
satisfaction
that the
company is
aiming for can
give the
company
competitive
advantage
and customer
loyalty as
customers will
be satisfied by
the level of
services
provided by
the company
and the
customers in
this case will
be more likely
to maintain
their
relationship
with the
company and
not switch to
competitors.
Moreover, it is
known that
maintaining
long-term
relationships
with the
current
customers is
often cheaper
and better
than building
relationships
with new ones
and that can
only be
achieved by
providing an
end-to-end
services in
which solving
all customers
complaints
efectively is

knowledge
base by
providing them
with a training
like problem
solving training
can increase
productivity
level of the
company as
employees
have enough
competencies
to produce the
maximum
amount of
outcomes in
the minimum
amount of
time. As a
result, a high
productivity
level helps the
company
become more
profitable.

19

an important
element.
Additionally,
the word of
mouth which
states that
this company
employees
are capable of
solving
problems
without
causing the
customer
frustration by
reporting the
problem to
the customer
service
supervisors
and waiting
for all the
problem to be
solved by one
of the two
supervisors
which has
loads of
problems on
the waiting
list of The To
Be Solved,
can often
build a great
company
reputation.

20