Despite advancing digitalisation, such as the use of self-service and bots, the number of contacts that need to be processed manually is increasing in many sales and service units. It should be noted that the enquiries that need to be processed manually are becoming increasingly complex as simple processes are replaced by automated ones. This means that not only the need for employees is growing, but also the qualifications required to resolve contacts as conclusively as possible. It is therefore clear that finding and retaining employees is a key success factor for service and sales units. In addition to examining outsourcing options, we advise companies to take the following approach in order to attract, retain and retain capable employees for sales and service in the long term.
What steps do we recommend?
The first step is to lay the foundations. This includes analysing the strengths and weaknesses of your own company as an employer for sales and service staff – also in comparison to local and industry-specific competitors. To do this, it is helpful to interview various people inside and outside the company and to list the points mentioned transparently. In this way, a “ruthless” overview of the current situation can be created and, if necessary, suitable measures to compensate for weaknesses can be introduced directly.
In addition, a medium-term plan (approximately 2-3 years) should be drawn up for the anticipated employee requirements in the sales and service units. Seasonal fluctuations should be taken into account in order to cushion recruiting peaks, e.g. through part-time and temporary staff and/or temporary workers. Key figures such as applications in relation to the number of employees hired, termination rate (within/outside probationary period), number of employees leaving the company (e.g. retirement, fixed-term contracts), sickness rate or holiday rate play an important role here. On this basis, future recruiting requirements can be determined and the strengths and weaknesses analysed in more detail.
Another basis is to describe and analyse the employee target group(s) as specifically as possible. Helpful questions are: Which customers are served? What skills are expected of employees when they join the company and what other skills can be developed through training/on-the-job training? Which channels can best be used to reach employee target groups? Based on this, the company’s own employer profile can be further honed, USPs can be identified for the defined employee target group(s) and relevant added value can be derived for them. Monetary and non-monetary incentives should be examined depending on availability. These include, for example, job tickets for public transport, sports facilities (whether external or at the company site), home/flexible office or childcare.
In the second step, the focus is on increasing the number of qualified applications. The key here lies in the transparency of the tendering process. Mandatory and optional requirements for new employees must be clearly communicated. Potential candidates should not be promised the “blue sky”. The job involves daily interaction with more or less friendly customers via various contact channels. The added value developed in the previous step should be actively advertised. The expectations of the new company and the job should be presented as clearly as possible.
The third step is about speeding up the recruiting process. Here, it helps to analyse where the “brakes” are in the recruiting process and how these can be accelerated. The prerequisite is a clear requirements profile for each vacant position in which the necessary hard and soft skills are clearly described. This enables incoming applications to be assessed efficiently and initial qualified feedback to be provided within two to three working days if possible. If good candidates do not receive prompt feedback and a contract offer, there is a high risk that they will decide in favour of another, “faster” employer. In this way, vacant positions can be filled more quickly and productive teams can be ensured.
The fourth step involves averting early or avoidable dismissals. An open feedback culture must be established in the company in order to detect dissatisfaction at an early stage. It is also helpful to provide new employees with a contact person. This can be someone from the team or a neutral person, e.g. from the HR department. New employees should be asked regularly and openly for feedback: What is going well? What challenges do they face in their day-to-day work? How did the induction go? And is there a need for training measures? Based on this, development and bonus models should also be developed with valuable employees in order to keep them motivated in the long term.
The last step deals with the “why analysis”. In the case of employee terminations, it is important to know what the reason was and whether the company can change anything. For this reason, personal dialogue should always be sought in the case of employee terminations. On the one hand, there is still a chance – if desired by the company – to avert the dismissal of an employee by making reasonable changes. On the other hand, based on the identified reasons for dismissal, it can be checked whether other colleagues are currently considering resigning and, if necessary, proactive measures can be introduced to avoid dismissal.
Conclusion
Recruiting and retaining qualified employees in sales and service units is not an easy task, but it is worth it. It requires a fast pace, strong commitment and a high level of discipline from the HR department and managers. By implementing the above recommendations, you can ensure the long-term productivity of your sales and service teams.