How I Was Hired By A Computer

Summary

Today’s business world is competitive. Everyone’s continually looking for an edge. What will push their company over the top? What is that one little item that will take their company from obscurity to profitability? Some times a company is looking for a magic ingredient in their product that influences consumers. “It will relieve your heartburn AND has twenty-five percent of the daily recommended amount of calcium.” Other companies pile on services for customers “at no additional charge” trying to entice them to go with their company over another businesses. “Not only will you get free shipping and a 90 day money back guarantee but we will also give you a one year product protection plan at no additional charge.” The business world is extremely competitive, particularly those companies that deal directly with consumers. There is one rule of thumb, though, that has survived throughout the ages. Despite changing times, changing technologies, and changing cultures, one concept continuously remains a bankable focus: The Customer Is Always Right.

We’ve heard this time and time again. So much so that, many have lost the enormity of its importance. Winning with this focus is about doing whatever you need to do to retain the customer’s loyalty. Whether you exchange a product that “doesn’t work” with one that is exactly the same, knowing that the real problem was operator error, or swallowing your pride while a customer tells you exactly what they think of your product and/or company, knowing that a refund or a free month of service is all it will take to make them happy again. Companies know that a happy and satisfied customer is more valuable than any marketing campaign. They also know how toxic a dissatisfied customer can be to the market. Many of us have heard the study that shows happy customers tell one to two people about their positive experience while an unhappy customer will tell about ten people. Most businesses cannot afford a lot of unhappy customers.

Keeping customers happy, especially in today’s society, can be difficult. Expectations vary greatly from person to person. Technology and the Internet have contributed to our own self-imposed isolation from others resulting in some people viewing common greetings and simple conversation as an intrusion into their personal space. Most businesses, however, do agree that a key necessity to giving “great customer service” is having the right employees to do this. Hiring a person with the right focus, attitude, and constitution, especially in a retail environment, is essential. Having said all this, it should be clear that the hiring process of a brick and mortar storefront should be detailed and adept at both finding the right person for the job and weeding out those that should never be in front of a customer representing any company.

Additionally, what must not be glossed over is the importance of how that new hire will fit within the dynamic of your existing workforce. How will they interact and bond with the current employees? Will they strengthen the group or act as a cancer, slowly destroying the body from within?

How do I know this? I’ve done the research; I’ve done the training; I’ve even written about it. Successful companies know a) why this is such an important aspect, b) how to identify who they need in their company, and c) how to create a strong Corporate Family that will be supportive, be accountable, and grow more cohesive as time goes on.

Now, having personally explained the importance of the hiring process to many companies, you can well imagine my shock when a computer hired me. The entire process I went through was exactly the opposite of what a company must do to secure the right employees for their front lines. Let me now share with you the details:

When I applied for a part time position at a major chain in the southeast. I was greeted by the Customer Service Manager who proceeded to give me a one-minute summary of the company and their philosophy. It was summed up with two words: Customer Service. This company has grown in locations and gained market share by providing exceptional customer service to their clients. Having been a customer in their store many times I can corroborate their claim.

On my application I was required to list my last three employers. I did this and please keep in mind that none of which were typical, storefront, retail businesses. After being asked why I was applying for a job in a retail store with no retail experience I explained that, prior to the three jobs listed, I had 14 years of retail experience with multiple companies, naming two familiar ones. Without asking any further follow up questions or inquiring about the details of any of those previous jobs the interviewing manager proceeded to log me into a computer program on a terminal in a little room.

While setting up the computer she engaged a fellow manager in a conversation about where I can be best utilized in the store given my “extensive retail experience”. I must admit that I was shocked that this conversation was taking place right in front of me. Her knowledge of my “extensive retail experience” consisted of the names of two major chains (neither of which was on my application) and me stating that I had 14 years of experience. She had no knowledge of what were the circumstances behind those jobs. Was I fired from any of them? Were all of the retail jobs in the same category (electronics, grocery, office supply, general department, etc.) or was it varied? Did I prefer one category of retail to the others and why? As you can see there were a great many questions that could have been asked and a wealth of knowledge that needed to be obtained before any discussion of what department to put me in could be entertained. Yet, here she was endorsing me to another manager.

I spent the next 20 minutes answering one hundred questions that included topics such as basic math, morality, ethics, right or wrong, and questions with gradient answers such as “Choose One: Always, More Likely, Less Likely, Never”. Some of them were interesting while some were ridiculous. One of my favorites was this question:

“I always tell the truth.” Answer Choices: Always, Sometimes, Rarely, Never

The irony of the question was astounding. If I choose “Never” aren’t I telling the truth in moment where I would always lie? If I choose “Always” what is the probability that I am lying just to get a job? I would suspect that the probability is fairly high. I never got to ask them about that question.

The computer then calculated my answers (which I saw at a later date) and they were as follows: Result: RECOMMEND Overall Result: Acceptable Problem Solving: Expected to perform problem-solving tasks with little difficulty. Work Orientation: Expected to exhibit positive work orientation behaviors. Service Orientation: Expected to perform service-oriented tasks with little difficulty. Composite Total: Consider – Expected to perform the job with little difficulty. (These results were compiled using a program by Vangent, Inc known as SureHire. All rights reserved.)

The manager told me that the results were good and that they would like to proceed with a background check. I gave them permission knowing that it would come back just fine as background checks primarily search for felony convictions and outstanding warrants and I have none.

Two days later I returned to the store to complete an in-store oral drug test. I was one hundred percent positive that I would clear this hurdle as well.

Three days later I returned to fill out more paperwork that was focused on the rate of pay, company policy, federal and state taxes, and benefits. At this point I asked whether or not I had been officially hired by the company since no one actually said I was. She informed me that I had indeed been hired.

Let us review the facts of this process together. The total time for the entire hiring process was about one week. The number of trips to the store to complete every stage was three. The number of questions that a human being asked me regarding employment was one. One question. What was that all-important question again? “I don’t see any retail jobs listed on your application. What made you decide to apply for a retail position?” Not one question about my past jobs, what the requirements were, or why I am no longer working for that company. Not one question about my experience, skills, or expertise. Not one question about my judgment, my decision-making abilities, or what I learned from a given situation and how I would apply that in the future.

This is a company whose entire philosophy, history, and success are centered on customer service. This company admits that their success or failure hinges on whether or not their employees provide quality customer service. If this aspect of their business is so critical, if it is really one of the cornerstones of their success, then shouldn’t the hiring process be more in depth? Customer service is about people connecting with and helping other people. It is a personal and sacrificial commitment to others; often times at the expense of the employee’s needs at the time. This commitment needs to be given with joy in order to obtain the desired effect on the customer and keep them coming back. Therefore, a specific personality type needs to be found. Not everyone is qualified to be in front of customers. Not everyone has the ability to deal with the wide range of personalities, needs, and attitudes that customers possess. The selection of employees needs to be detailed and specific as well as personal.

In order to hire for a highly personal position you need to conduct a highly personal interview. This too requires a special personality type following specific instructions executed well for the function to have the success it requires.

So, why would a company, so focused on customer service, leave the hiring of its employees to a computer? While I don’t have a definitive answer I do have a very strong suspicion. It is most likely due to a lack of trust and an over weighted importance placed on uniformity. Yes, there is something to be said for uniformity in a chain store environment. It adds a great deal to company branding. It allows customers to move about the store with familiarity because they have been in the company’s other locations before. It also allows upper management to make decisions for every store without considering the hundreds or possibly thousands of individual location’s anomalies beforehand. However, uniformity, especially in this situation, has produced a negative result. Through conformity, they have succeeded in dehumanizing the one area that needs the most personal of touches, the very thing that their company philosophy espouses!

In regards to the lack of trust, it’s easy to understand. With hundreds of locations comes hundreds, perhaps thousands, of managers each with their own different styles and personalities. It’s extremely likely that these managers will make a mistake and occasionally hire the wrong person. These mistakes, over time, can lead upper management to stop trusting the decision-making abilities of their store managers. This could be one of the reasons that they have moved to the complete other end of the spectrum and taken the human being out of the equation.

This monumental shift in the wrong direction does not send the right message to employees of any company. Consider these two scenarios. First, you go through the process that I have described to you, are only asked one “surface” question, are deemed worthy by a computer, and only told that you are hired after YOU ask them. Second, you sit down for an hour with a live person who asks you well structured and in depth questions about your past work, skill set, philosophy, lessons learned, and experiences.

Of these two scenarios, which one makes you think the company: a) is interested in hiring the best people for the job, b) chose you because you were the best candidate, c) knows that you will contribute to their philosophy of great customer service, and d) are not simply interested in a warm body to wear their uniform in the store?

I’d hazard a guess that if you wanted great customer service representatives that you would vote for the latter and not the former of the two situations.

I hope that companies throughout America will begin to transform their workforce by making personal choices that affect people personally rather than moving towards more and more computerized systemization.

Interested in bringing your company up to speed with great hiring practices? Start by reading Corporate Families: The Next Evolutions In Teams. It can even be ordered using a computer! www.teamstofamilies.com

Brian Darocha has held various management titles in a wide range of business sectors. Utilizing his management degree and inherent love of family he created a curriculum that he has used to train corporate managers, supervisors, and employees. He currently owns and operates he training business, Teams To Families, and travels the country speaking at seminars and corporations. Contact him at 919-827-1663 or info@teamstofamilies.com.