Chapter 2a Scale Desc

8/3/2019 Chapter 2a Scale Desc

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1

Using Customer Contact

HOW DO THE CUSTOMER CONTACT MODULES

FIT TOGETHER?

Each module within the Customer Contact portfolio can be used

independently or in combination, and provides quite differentkinds 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

C H A P T E R 2

CUSTOMER CONTACTCOMPONENTS

! Application Form

! Interview Guide

! Computer Generated Reports

!

Numerical Aptitude Tests

! 360 Competency Inventory

! Styles Questionnaire

!

Verbal Aptitude Tests

! Competency Development Profile


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2 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 ofskills and behaviours key to

successful performance.

In general terms, competencies are

the abilities, motivation, behaviourand 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.

Personality, or Style, is concerned with three main areas or

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

Motivation

AbilityPersonality

Figure 1

A Schematic Representation

of a Behavioural Competency


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3

The SHL OPQ Model of Personality is illustrated in Figure 2

below:

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.

Figure 2

The OPQ Model of Personality

Full details of the

development of all the

Customer Contact instruments

can be found in Chapter 6.

Chapter 2

Knowledge

Motivation

Ability

EN

ERGIES

Feeling Domain

RelatingDomain

Think

ingDoma

in


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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

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 culturewhilst maximising the benefit of our

expertise. The

application

form can

be hand

scored or

machine

scored using

the latestscanning

technology.

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In the UK, please call the

SHL Duty Consultant on

0181 339 2222 for more

information.

Chapter 2

Application Form

Sagas Stores LtdHot Line Operator

Saville & Holdsworth Limited, 1997


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5

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


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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 thatthey are appropriate for their intended purpose and fair to all

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.

6

In the UK, please contact

SHL Client Support on

0181 339 2222 to see a

specimen copy of the

question booklet itself.

Chapter 2


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7Chapter 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 avariety 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 36

Time limit 12 minutes

Total administration time

(including instructions,

examples and the test questions) approximately 25 minutes

Educational range from no qualifications to

GCSE/O Level orequivalent

This test is similar in

format and difficulty to VS1,

Using Written Information

from the Selling Skills Series.


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8

Example VCC1 Items

Chapter 2

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 toattracting 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 notget 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



Fill in circle C if you

CANNOT SAY whether the

statement is true or false

without further information.


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9Chapter 2

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.

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 35



(including instructions, examples

and the test questions) approximately 30 minutes

Educational range from no qualifications to GCSE/O Level or

equivalent


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COST OF PROMOTIONAL ACTIVITIES IN LAST FINANCIAL YEAR

1. How much money was spent on promotional stationery in the last

Financial Year?

A B C D E

4,900 5,300 6,800 7,200 7,400

2. If 50,000 brochures were printed, what was the approximate cost

per brochure?

A B C D E

26p 44p 53p 62p 78p

3. If the average cost of printing a flyer is 4p, how many were

printed in the last Financial Year?

A B C D E

200,000 300,000 400,000 600,000 900,000

10 Chapter 2

Brochures

33%

Leaflets

25% Flyers15%

Advertising

18%

Stationery9%

Total cost overyear: 80,000

Example NCC2 Items


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11

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 job-

related 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 60



(including instructions, examples

and the test questions) approximately 40 minutes

Educational range good GCSE/O Levels,

A Level, or equivalent

vocational qualifications

and some graduates

This test is similar in format

and difficulty to VC1.1,

Verbal Evaluation, from

the Critical Reasoning Test

Battery.

Chapter 2


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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 polishedappearance 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 discrepanciesbetween the original plans and the finished business

park.

12

Example VCC3 Items

Chapter 2

Fill in circle A if the

statement is True given the



Fill in circle B if thestatement is False given the



Fill in circle C if you

CANNOT SAY whether the

statement is true or false

without further information.


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13

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 40



(including instructions, examplesand the test questions) approximately 40 minutes

Educational range good GCSE/O Level,

A Level or equivalent

vocational qualifications.

Graduates from non-

numerate disciplines

will also find this test

challenging.

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.

Chapter 2


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14 Chapter 2

1. Of the following, which had the highest sales revenue last year?

A B C D E

B008 in D024 in E001 in C015 in F073 in

Europe N America Europe N America 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 B C D E

826 1,250 1,272 2,656 2,509

3. What was the approximate % increase in revenue generated by

European sales of D024 from last year to this?

A B C D E

45% 55% 76% 81% 92%

INTERNATIONAL PRODUCT SALES (Sales Revenue 000s)

Product Europe North America

Stock Codes Last Year This Year Last Year This Year

A002 17 31 410 354

B008 26 56 18 59

C015 21 69 27 71

D024 37 67 13 50

E001 31 32 19 37

F073 36 16 29 19

Example NCC4 Items


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15

The time limits and number of items for each test are shown in

Figure 3:

Figure 3

Customer Contact

Aptitude Series tests

*

Approximate AdministrationTime includes time taken for

examples and test questions

excluding the introduction or

additional paperwork.

Chapter 2

Typical Number Time of *Approx.Test Ability Area Educational of Items Test in Admin Time

Level Minutes in Minutes

VCC1 Verbal

Interpretation 36 12 25

NCC2 Numerical

Interpretation 35 20 30

VCC3 Verbal

Evaluation 60 30 40

NCC4 Numerical

Evaluation 40 30 40

Basic

No qualifications

up to GCSE/O

Level or equivalent

Further Education

Good O Levels,

A Level or

equivalent and

Graduates


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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

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 asan accuracy check and the ipsative questionnaire has a

Consistency scale (see Appendix G).

See Chapter 5 for training requirements to use these

instruments.

16

See Chapter 3 for more

details of completion and

scoring options.

Chapter 2


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17

Styles Scale Descriptions

The scales of the Customer Contact Styles Questionnaire (includinghigh 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.

Chapter 2

Females saw themselves as less Persuasive than the malegroup on average. In addition customer service staffperceived themselves to be far less Persuasive than thoseworking in a sales environment. Individuals with noqualifications saw themselves as less Persuasive thanthose with A Levels or degrees. No differences werefound between different age groups, or between thosewith different ethnic backgrounds.

CORRELATIONS WITH OTHER SCALES:

Persuasive correlates highly with Sociable, Innovative,Competitive, Results Orientated, and Energetic.


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18 Chapter 2

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 customersand 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 fromdifferent ethnic backgrounds.


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.

19Chapter 2

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.


Empathic correlates highly with Self-Control.


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20 Chapter 2

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 alsoshow 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.


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.

21Chapter 2

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.


Participative did not correlate highly with any other scale.


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22 Chapter 2

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.


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.

23Chapter 2

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.


The Analytical scale correlates highly with Structured,

Detail Conscious, and Results Orientated.


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24 Chapter 2

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 orunrealistic 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.


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.

25Chapter 2

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.


The Flexible scale correlates highly with Results

Orientated.


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26 Chapter 2

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 withno 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.


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 whennecessary.

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.

27Chapter 2

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.


The Detail Conscious scale correlates highly with

Analytical, Structured, Conscientious and Social

Desirability.


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28 Chapter 2

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.


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 orsetbacks 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.

29Chapter 2

Male respondents tended to show higher scores on this

scale. However, no differences were found for ethnic

background, job role, age or educational level.


The Resilience scale correlates highly with Energetic.


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30 Chapter 2

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.


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 opportunitiesto 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.

31Chapter 2

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.


The Results Orientated scale correlates highly with

Persuasive, Sociable, Analytical, Innovative, Flexible,

Structured, Competitive and Energetic.


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32 Chapter 2

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.


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 scoringpattern 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.

33Chapter 2

Older respondents tended to show slightly higher scores

on this scale. No differences were found for gender,

ethnic background, job role or educational level.


The Social Desirability scale correlates highly with Self-

Control, Detail Conscious and Conscientious.


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34 Chapter 2

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 self-

insight 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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CUSTOMER CONTACTCOMPETENCY 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 andLeast 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.

35

See Chapter 3 for completion

options and Chapter 5 for

training requirements touse this instrument.

Chapter 2


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36

Raw scores are discussed

further in Chapter 10.

Comparisons of scales for

other groups are discussed

in Chapter 9.

Chapter 2

Competency ScaleDescriptions

The following pages provide descriptions of each of the CCCI

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 engagingmanner.

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.

37Chapter 2


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38 Chapter 2

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.


39/49

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 maincauses, 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.

39Chapter 2


40/49

40 Chapter 2

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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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 andcorrect.

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.

41Chapter 2


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42 Chapter 2

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.


43/49

43Chapter 2

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 asthe 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.


44/49

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 goal-

focused 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 theresponsibility 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 decision-

making, and avoid risk. May need prompting to take action.

44 Chapter 2


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45

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 thereliability of other scale scores. Low Consistency may result

from a lack of understanding of the task or an attempt to distort

the response pattern.

Chapter 2


46/49


47/49

47

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: 1 page

Usage: Selection and Development

Chapter 2

Ms Susan Smith

18/10/96

Howto Us

e thisOver

view

Thisrepor

t wasgener

ated using t

he SHL Hu

man Resour

ce Manage

mentSyste

m. Itintegr

ates inform

ationfrom

the Custom

er Contact

Styles Que

stionnaire (

CCSQ) and

aptitude tes

ts (ifinclud

ed) toprodu

ce a summ

ary ofMs

SusanSmith

s likely str

engths and

limitations

against the

Customer C

ontact Com

petency M

odel.

It should b

e remembe

red that thi

s report rep

resents opi

nionsbased

on self rep

ort ofbehav

iour (and a

bilitytest if

completed)

whichcan g

ive avalua

ble insight

into the res

pondents p

otential in

eachof the

se areas, bu

t must not

be relied u

pon as a sta

tement of

fact.Due r

egardmust

be taken of

the limitat

ions of any

self-report

questionna

ire

in theinterp

retation of

this data.

The Fit d

ata isbased

on empirica

l research,

but itis ess

entialthat o

rganisation

s establish

the relevan

ce ofeach

competenc

y totheir

ownneeds

. Further

evidence a

nd informa

tion(such

as feedbac

k orcomp

etence bas

ed

interview)

should be s

oughtbefor

e it isused

in anydecisi

on making

.

Thisrepor

t hasbeen

generated e

lectronically - the

user of the

software ca

n make ame

ndments an

d additions

to the

text of the

report and

the conten

ts may not

reflect the unch

angedoutpu

t of the co

mputer sy

stem.Savil

le &

Holdswort

h Ltdand a

ssociated c

ompanies i

ncur no liab

ility to the users of t

his report o

r to any othe

r party whe

ther

it is in con

tractor in

tort (includ

ing neglige

nce) or othe

rwisein res

pect of any matter a

risingout of

the use of o

r

interpretatio

n of the in

formation d

erivedfrom

this report

by any par

ty. This rep

ort isconfidential a

nd should

not

be publishe

d in any wa

y.

Saville & H

oldsworth (

UK) Ltd, U

K Head Of

fice, 3AC C

ourt,High

Street, Tha

mes Ditton,

Surrey KT

7 0SR

Tel:+44 1

81 398 417

0, Fax: +4

4 181398 9

544

CUSTOMERCONTACTSTYLESQUESTIO

NNAIRE

Executive

Overview

Potential P

erformanc

e against C

ompetencie

s

Saville &

Holdswort

h Ltd, 1996

Expert v1.

2i

Customer C

ontact Pack

v1.2

18/10/96

Ms Susan

Smith

Although likely to build rapport fairly quickly with different types of customerand show sensitivity to their needs, this may be limited by her tendency to bequite open with her own views when irritated by others.

Her ability to convince and negotiate is likely to be driven by some desire to achieveresults as well as her sociable style,rather than through a direct interestin persuading others.

She describes herself as a quite confident speaker who adapts her style to theneeds of her listeners. However,her communication may be more entertaining thanpersuasive.

She is unlikely to pay particular attention to producing documents which are wellstructured 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,willadd an edge to her team contributions.

Her apparent enthusiasm for working with information and careful attention to detailimplies that,in the main, she will enjoy fact-finding. However, she may be lessmotivated to deal with information in a systematic way.

Her problem-solving is likely to benefit from her ability to generate a wide range ofideas 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 outperformingthe competition suggests a keen commercial emphasis.

She should be fairly motivated to acquire knowledge which would help her beeffective. Her analytical approach and attention to detail should make this easierfor her. In addition she will be attracted to new ways of doing things.

Her careful attention to detail, perseverance and commitment to deadlines implies aprofessional standard of service. However, her less than systematic approach mayinterfere with the quality of the output.

She is likely to pay great attention to the detail of her work and places considerableemphasis 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 finishtasks suggests she is likely to be seen as reliable and committed to the organisation.

Due to her fairly energetic approach, her need to achieve results, and a definitelyhelpful,sensitive nature, she is likely to come across as prepared to work hard to lookafter customer interests.

Whilst she prefers familiar work routines and can be fairly open about her feelings,shecopes with external stressors by being calm and optimistic in outlook.

When necessary she can sustain high levels of activity and is determined to stick attasks until she gets results. Additionally,she can happily take on challenges.

Her fairly energetic approach and reasonable ambition suggests some desire to take theinitiative. This should be complemented by her analytical approach and the ease withwhichshe generates alternatives.

Relating toCustomers

Convincing

CommunicatingOrally

CommunicatinginWriting

Team Working

Fact Finding

Problem Solving

BusinessAwareness

SpecialistKnowledge

QualityOrientation

Organisation

Reliability

Customer Focus

Resilient

Results Driven

Using Initiative

PEOPLE

FOCUS

INFORMATION

HANDLING

DEPEN

DABILITY

ENERGY

Executive Overview :- Potential Performance against Competencies

Saville & Holdsworth Ltd,1996

Expert v1.2i Customer Contact Pack v1.2

18/10/96 Ms Susan Smith

Key to FITColumn:

Strong Concern = , Some Concern =, Acceptable = , Good Fit =, Excellent Fit =

Competence Indication of Ms Susan Smiths potential performance: FIT


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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: approximately 17 pages

Usage: Selection and Development

48 Chapter 2

Behavioural Indicators:

Positive

K QuicklybuildsrapportK Getstoknownewcustomerseasily

K Makesthemfeelwelcome

K ShowsempathyK Relateswelltoallkindsofpeople

K Makespeoplefeellikeindividuals

K Awareofthetypesofpeople thattheyfind

difficultK Diffusesangerandfrustration;placates

difficultindividualsK ListenscarefullyK Makesyou, theinterviewer, feelatease

duringtheinterview

Negative

K Takestimetogettoknowpeople

K Uncomfortablebeingwithsomenewpeople

K Leavesothersfeelingratheruncomfortable

KNoevidenceofbeingespeciallysensitive

towardsothersK Onlyrelatestocertaintypesofpeople

K Rarelytailorshis/herwayofgreeting

individualsK Canfeelintimidatedordefensivewithangry

peopleK Failstocalmcertainpeopledown

K Doesntlistenactivelytoyouintheinterview

K Losesyoursympathyorsupportduringthe

interview

Notes

SELECTIONREPORT&INTERVIEWPROMPTS

Saville&HoldsworthLtd,1996

Expertv1.2i

CustomerContactPackv1.2

MsSusanSmith:18/10/95

CustomerContactStyles5.2

AREA:PEOPLEFOCUS

Competency: RelatingtoCustomers Quickly builds rapport and establishes relationships with

customers. Relates well to different types ofcustomer;

listensandgetsonwiththem.

Interviewwriteup:

This report was

generated by th

e SHL Human R

esourceManage

ment System us

ing scores from

the Customer C

ontact Styles Q

uestionnaire. As

this report has b

een generated e

lectronically an

d

users can make

amendments, SH

L can accept no

liabilityfor the

consequences o

f the useof this

report nor guara

ntee that the co

ntents are the u

nchanged outpu

t of thecomput

er system.

Ms Susan Smit

h

18/10/96

Key Points:

Thisreport is

based upon Ms Susan Smith

s self-report of

her typical or p

referredbehavio

ur

Therespons

es havebeen co

mparedwith tho

se of a large sales and cu

stomer service g

roup

Theinforma

tion shown sho

uld be probed an

d confirmed thr

ough the interviewprocess

Thepoints r

aised should be

seen asindicato

rs of potential r

ather than defin

itive statements

Theinforma

tion should be t

reated confident

ially

Theinforma

tion cangive val

uable insight in

to the potential

trainingand dev

elopment needs

of the individua

l.

How toUse thi

s Guide

For each of the

competencies ch

osen from the C

ustomerContact

model,areas of

potential streng

th

and areas for pro

bing aregiven as

a seriesof bullet

points. Also prov

ided is acompre

hensiveseries

of examples que

stions and assoc

iated prompts t

hat are likely to

provideuseful i

nformation abo

ut

each competen

ce area.Intervie

wers can select

their preferred q

uestionsand spa

ce is provided fo

r

brief notes.

Interview rating

; you may wish

to use the box b

elow, marked I

nterviewers Reco

mmendation, t

o

indicateyour de

cision at the en

d of theintervie

w writeup.

Interviewers

Recommendat

ion

Not recommen

dedRecomm

end with Reser

vationsStrongl

y Recommend

Feedback Deta

ils

It is strongly rec

ommended that

you offer feedba

ck to candidate

s on their perfo

rmanceduring t

he

selection proce

ss.

SELECTION R

EPORT& INTE

RVIEWPROM

PTS

Saville & Holdswort

h Ltd, 1996

SHL isa trade

mark of Savile &Holdsw

orth Ltd which

is registered in

the United Kin

gdom and

other countries

.

Expertv1.2i

Customer Cont

act Packv1.2

CUSTOMERCO

NTACTSTYLESQUESTIONNAIRE

Interview Prompts:

Apparent Strengths

open and frank with customers

sensitive and considerate towards

customers

understanding of customersneeds

will often go out of her way to help

generally confident and friendly towards

customers

usually develops some rapport

Areas to Probe

may be blunt or outspoken towards

customers

will easily show irritation

her interest in people may cause her to be

distracted from the task in hand

could waste time trying to meet

unreasonable customer demands

may be uncomfortable with certain

customers

Example Questions

Please select your questions

K Tell me about a recent situation when you

had to build a relationship with a new

customer (contact).

Why was the relationship important?

How did you develop the relationship?

What feedback did you receive from the

customer (person)?

K What, in your view, makes it difficult to

relate well to certain customers (people)?

What types of people are particularly

difficult to get to know?

What have you done to improve poor

relationships with other people in the past?

How are those relationships now?

K Give me an example of a time when you had

to listen very carefully to a customer

(someone).

What did they tell you?

How did you check you had grasped all

of the information?

How did you show you were listening?

K Describe a situation when you have had to

deal with a particularly angry customer

(person).

Why were they angry?

How did you begin to calm them down?

If you were in a similar situation again,what would you do differently?

K Give me an example of when you have

handled a shy or anxious customer (person).

What was the background to the

situation?

What did you do?

How did they react to you?

SELECTION REPORT & INTERVIEW PROMPTS



Ms Susan Smith : 18/10/95 Customer Contact Styles 5.2

AREA: PEOPLE FOCUS

Competency: Relating to Customers

Quickly builds rapport and establishes relationships withcustomers. Relates well to different types of customer;listens and gets on with them.


49/49

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: approximately 2 pages

Usage: Selection

Feedback to candidates

Development

This calm attitude is likelyto be quite visible to others because ofyourtendencyto showyour feelings

openly. However, your empathy towards others feelings suggests you are likely to be sensitive to the

impact that your emotions will have on colleagues. This is also complemented byyou beingable to

decide whetherornotto letothers knowwhatyou are thinking. However, in those situations when you

do showyourfeelings, yourempathytowards others suggests you are likelyto be sensitive to the impact

youremotions will have on colleagues.Though yourpreference is to adjustyourworkingspeed accordingto the workrate you are likelyto set

yourselfpersonal goals which are moderatelychallengingbutcan be reached. Indeed, whilstfairlykeen

to compete with others you dontsee the need to win atall costs.

PERSONAL REPORT

Expertv1.2i

CustomerContact Pack 1 2

Ms Susan Smith : 18/10/96

CustomerContactStyles 5.2

3

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.

Ms Susan Smith18/10/96

Key Points:

This report is based on your self-report of your typical or preferred behaviour

The responses have been compared with those of a large sales and customer service group

The points raised should be seen as indicators of potential rather than definitive statements

The information should be treated confidentially

The information can give valuable insight into your training and development needs.

How to Use this Guide

Read the points raised and reflect on how accurate they may be of you

Discuss the points with your supervisor or manager.

PERSONAL REPORT


SHL is a trademark of Savile & Holdsworth Ltd which is registered in the United Kingdom and other

countries.


CUSTOMER

CONTACTST

YLESQUESTIONNAIRE

RELATIONSHIPSWITH

PEOPLE

You appear to s

hy awayfrom ga

ining the comm

itment of others

through negotiation and persu

asion.

This may be du

e to youbeing ve

ry attuned to ot

hers feelings, t

hus placing mu

ch moreof an emphasis

on howyou thin

k they will react

rather than on w

inning people ro

und to your poi

nt of view.

Being highly un

derstanding of o

thers may mean

that, although y

ou are open in e

xpressing your f

eelings,

you arelikely to

do so insuch a w

ay thatyou wil

l be sensitive to

their reactions.

Your openness

in showing you

r feelings seem

s to becombine

d with you bein

g adaptable to

working

either aspart of a

team oron an in

dividualbasis. I

n addition you ar

e likelyto be qu

ite sociable, alth

ough

you probably w

ouldntsee you

rself asbeing th

e life and soul

of the party.

As wellas being

reasonably inte

rested inparticip

ating when it c

omes toworking

in teams, you c

ome

across as being

fairly happy to

share credit wit

h othersas you d

o not have an es

peciallyhigh ne

ed for

personal praise.

THINKING STY

LE

You come acro

ss as aperson

who enjoys wo

rking with data

and probing th

e factswhen ta

ckling a

problem.

This objective

style seems to

be complemen

ted bya marke

d enthusiasm f

or generating c

reative

solutions. None

theless,you ma

y well prefer so

lutions that fit e

asily into existi

ng approaches w

ithin the

work environme

nt rather than b

eing drawn to a

nythingtoo radi

cal or novel.

This upholding

of established m

ethodsat work

contrasts with y

our preference

to tackle issues

as they

arise rather tha

n plan ahead all

the time. Thus,

althoughyou pre

fer working to

guidelines, you

are

prepared to dea

l with the unexp

ected.

Not only do you tend, on the

whole,to take t

hings asthey co

me, butthis less

systematic style

might be

offset byyou wan

ting to see all tasks through

to the end and to

keep rigidly to d

eadlineswhich h

ave been

set. Inaddition

you arelikely to

approach work witha metho

dical style and o

thers can rely o

n you to

be accurate and

to checkthe sma

ll details.

EMOTIONS

You seem to be

someone who c

opes well with e

xternal stresses a

nd pressures, ev

en whenit is imp

ortant

that youdo well

or whenthings g

o wrong. You a

lso tendto be a

cheerful and bu

oyant person, d

espite

setbacks.

Addedto being

calm inyour ou

tlook onlife you

are likely to wo

rk at aneasy pa

ce. However, w

hen

there isa need f

or immediate a

ction you are re

ady to work mor

e quickly.

PERSONAL R

EPORT

Expert v1.2i

Customer Conta

ct Packv1.2

Ms Susan Smi

th : 18/10/96

Customer Con

tact Styles 5.2

2

Documents

Chapter 2a Scale Desc