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Drainflow: Repairing Jobs That Fail to Satisfy

Repairing Jobs that Fail to Satisfy
Contents
Executive Summary 3
Introduction 3
Goal and Recommendations 3
Introduction 4
Background 4
Data Analysis 5
Job Structure and Organizational Design 5
Incentive Structure 6
Hiring Practices 7
Recommendations 7
Job Structure and Organizational Design 7
Incentive Structure 9
Hiring Practices 9
Strategy and Implementation 10
Conclusion 11
Appendix 12
1. Customer Survey 12

When Your Drain Wont Go, Call DrainFlow 12

2. Original Survey 13
3. Sample Interview Questions for Interview Consistency 13
4. Financial Analysis 14
5. Current Process Map 15
6. Future Process Map 16
7. Current Org Structure 16
8. Proposed Org Structure 17
9. Peer to Peer Award Example 18
Executive Summary
Introduction
The report focuses on how DrainFlow can improve in three areas: job
structure, incentive structure, and hiring practices. The main contents
include an introduction to the problems Drain Flow is encountering,
analyses of the current business, and recommendations on how Drain Flow
can overcome these issues to foster a long-term competitive advantage.
Goal and Recommendations
The goal of this proposal is to provide recommendations for a new job
structure, a new incentive structure, and new hiring practices. The job
structure recommendations will allow for more cross training between office
workers and service providers. This will enrich all jobs at DrainFlow by
adding different tasks, autonomy, and feedback. The new incentive
structure will allow for flexible benefits and recognition. This is designed to
motivate employees and improve customer service. Lastly, the new hiring
practices will provide a repeatable solution for finding a cohesive set of new
employees.
Introduction

The report focuses on how DrainFlow can improve in three areas: job
structure, incentive structure, and hiring practices. The main contents
include an introduction to the problems DrainFlow is encountering,
analyses of the current business, and recommendations on how DrainFlow
can overcome these issues to foster a long-term competitive advantage.
The LIGHTNING Consulting team is comprised of four individuals with a
broad array of expertise in both engineering and business. The team has
proven record of accomplishment and commitment to serving clients attests
to the high quality service provided. Not only does LIGHTNING Consulting
provide solutions to an assortment of business problems, but also
assistance in the execution of developed recommendations. The team is
passionate about results and the opportunity to implement the long-term
strategies and recommendations outlined in this report.
To successfully address the overarching strategic issues, LIGHTNING
Consulting has outlined two important goals to consider. First, DrainFlow
needs to increase employee satisfaction. DrainFlow must also increase
customer satisfaction to foster customer retention and increased revenue.
LIGHTNING consulting will address these goals in the business analysis
section and in the ensuing recommendations. These goals will enhance the
overall well-being of the company and the bottom line.
Background
DrainFlow is a large residential and commercial plumbing maintenance firm
that operates around the United States. In recent years, the company has
been losing customers to competitors while experiencing a decline in job
satisfaction and job motivation across various job functions within the
company. This dissatisfaction among DrainFlow customers as well as
employees is attributed to the overspecialization of certain jobs within the
company that, in the past, has allowed the company to operate effectively
with low costs.
In recent years, this overspecialization has led to various issues including
incorrect order processing, customer service issues with billing
representatives and customer service issues with plumbers and plumbers
assistants. A few years ago, DrainFlow hired a management consulting
company to assess DrainFlow worker attitudes. A survey found that

DrainFlow employees were less satisfied than other employees in

comparable jobs. The company is in trouble, and as revenues shrink and
cost savings fail to materialize, a change seems to be necessary to survive
in this competitive industry.
A new regional manager at DrainFlow who previously worked for a
competitor has observed that the work environment is not as vital or
energetic as the environment at her previous employer. She believes that
using a cash rewards program will improve employee performance, job
satisfaction, customer satisfaction, and ultimately DrainFlows revenue.
Additionally, the manager wants to find people who are a better fit with the
companys new goals. Current hiring procedures are unstructured and
inconsistent among each locations general managers. It is believed that
standardizing the hiring process will produce employees that have better
customer service and organizational behavior tendencies.
Data Analysis
Job Structure and Organizational Design
It is evident from the Original Survey that DrainFlow employees are not
satisfied with their jobs (page 13). Each work group has complained about
the output of other work groups within DrainFlow. For example, order
processors often have trouble diagnosing the exact problem based on the
customers initial call. This can result in a plumber being sent to a less
technically challenging job when a plumber assistant could have taken care
of that problem. Customers end up paying a higher price for this type of
plumbing problem. The opposite can also happen; a plumber assistant can
be sent to the customers home when a plumber is needed. Another
service call is then scheduled at the customers expense with the plumber.
This results in the customer wasting both time and money. Both of these
instances result in the wrong person being sent to a job, which frustrates
the employee and the customer.
Research suggests that this could be a reason for concern. Job
dissatisfaction can lead to higher absenteeism, job turnover and workplace
deviance which can lead to decreased levels of productivity. Satisfied
employees are more likely to talk positively about the organization, help
others, and go beyond the normal expectations of their jobs. Therefore,

increased employee satisfaction at DrainFlow can directly affect positive

customer outcomes. Satisfied employees increase customer satisfaction
and loyalty, which leads to repeat business. All DrainFlow employees work
directly with the customer, so it is imperative that DrainFlow take measures
to ensure both job satisfaction and customer satisfaction.
DrainFlows current organizational structure is designed to keep costs as
low as possible. DrainFlow achieves this through specialization of its work
force. Plumbers are the most specialized and highly trained and are
therefore paid the highest wages. Plumber assistants are paid about onefourth the salary of a plumber. Utilizing plumber assistants on less technical
work provides a cost savings to the company as well as the customer.
Order processors and billing representatives are not as highly specialized
so DrainFlow pays these office workers the least. This uneven rewards
structure can lead to tension and resentment between employees.
DrainFlow should work to minimize this tension because each group
depends on information from their peers to perform their jobs efficiently. For
example, order processors need to accurately diagnose a plumbing
problem in order to send the right person on the service call. Once the
service has been performed, the service providers are dependent on the
billing representative to take the customers payment and complete the
transaction. If a customer is not satisfied, a billing representative may need
to contact an order processor to resolve the unsatisfied customers
problem.
It is evident that the current job design and organization structure at
DrainFlow is causing employees to become dissatisfied with their work and,
in 25% of cases, turning customers away from the company. The job
characteristics model can be used to describe the current jobs at
DrainFlow. It is comprised of five core dimensions of a job. These
dimensions are skill variety, task identity, task significance, autonomy, and
feedback. There is evidence that supports the concept that the presence of
a set of these job characteristics generates higher and more satisfying job
performance. Skill variety measures the degree to which the job requires a
variety of different activities. Task identity is the degree to which a job
requires completion of a whole and identifiable piece of work. Because
DrainFlows positions are so specialized, there is no opportunity to expand
upon current skills by completing a variety of tasks. All jobs are very narrow

in scope and only require an employee to complete a small portion of the

overall order to bill process. Task significance is the degree in which a job
has an impact on the lives or work of other people. Plumber and plumber
assistants get to interact directly with the customers; however, they lack
feedback on customer satisfaction, unless something goes wrong during
the service visit. Order processors also do not receive feedback on how
their work has impacted the customer or the service providers. Autonomy is
the degree to which a job provides the worker freedom, independence, and
discretion in scheduling the work and determining the procedure in carrying
it out. All four DrainFlow jobs are designed to carry out a specific task.
Freedom and independence to determine procedures or schedule work are
limited with the current job design. Additionally, each type of job is
dependent on the next to complete the service. Lastly, feedback is the
degree to which carrying out work activities generates direct and clear
information about the employees own performance. The billing
representatives receive the feedback associated with the tasks performed
by the other three jobs at DrainFlow, but not their own performance. There
is also no performance review system to feed information back the rest of
the company. Thus, it is difficult for plumbers, plumber assistants, and
order processors to get feedback on their performance with this current job
structure. The current job structure does not score high in any category of
the job characteristics model and therefore should be reviewed for possible
re-design.
Incentive Structure
With customer retention at 75%, customer satisfaction at 60%, and
decreasing revenues, it is clear that a change is necessary at DrainFlow.
Currently, DrainFlow does not have an incentive structure that motivates
employees to put any extra effort into their job. There are no rewarding
variable-pay programs. Plumbers are compensated the most, based on
their high level of skill while the rest of the employees make approximately
one-fourth of the plumbers wage. The current pay structure may be
externally competitive; however, DrainFlow must also look at the internal
equity or worth of each job to the organization. With low customer retention
and customer satisfaction, DrainFlow may consider paying employees
more to meet customer needs. Additionally, high pay often leads to better-

qualified, more motivated employees who want to stay with their current
organization.
It is also important to examine how DrainFlow is currently paying their
employees. Recently, Lee Renaldo, a new manager, proposed a cash
reward system to increase the performance of her employees. In Lees new
system, order processors would receive a small bonus for successfully
completed calls. For on-the-job work, if a job is completed promptly with no
complaints, the plumber or plumbers assistant would be given a small cash
reward. This variable pay system is a variation of piece-rate pay, in which
employees are paid a fixed sum for each call or visit completed
successfully. Because of DrainFlows customer retention issues, quality not
quantity should be emphasized in a rewards system. Her proposed solution
drives employees to complete orders, not ensure their customer is
satisfied.
Furthermore, DrainFlow must weigh the costs and benefits of a cash
rewards system. Financial incentives can have certain negative impacts by
fostering unethical behaviors to obtain personal objectives. These might
include, but are not limited to, billing work performed at a lower price to
make a sale, offering free parts at company expense and coercing clients
into non-complaint and positive review situations. Therefore, a cash
rewards system should not be the only basis of DrainFlows incentive
structure. Renaldo does not mention finding a balance between intrinsic
and extrinsic rewards. Examples of intrinsic rewards include private and
public recognition, employee of the month awards, or even a personal
thank you note. Some research shows that while financial incentives
provide short-term motivation, intrinsic or nonfinancial rewards motivate
long term. This helps employees feel valuable and needed in a dynamic
environment and would be valuable in DrainFlows incentive structure.
Hiring Practices
It is imperative in any place of employment to hire individuals suited for
specific positions, particularly for positions involving customer service.
Organizational structure and clarity is required to ensure that DrainFlow is
attracting the right type of potential employees. Interested candidates must
also fully understand company goals and all job responsibilities.

Current hiring procedures rely on unstructured interviews with the general

manager at each DrainFlow location. Little consistency is found in the way
managers choose employees. It is common to utilize shortcuts when
judging others such as selective perception (tendency to selectively
interpret what one sees based on one's interests, background, experience
and attitudes), or stereotyping (judging someone on the basis of one's
perception of the group to which that person belongs). These shortcuts
allow us to rapidly make accurate perceptions of others and aide in
predictions. However, they are not foolproof and can result in perception
inaccuracies. These perceptions can cloud the decision-making ability of
hiring managers, particularly without a structured, objective interview
process and can result in inaccurate impressions. Research indicates that
impressions are formed within a tenth of a second, based on a first glance.
Employees hired based on inaccurate perceptions developed during the
interview process can result in employees that are unqualified for the
position and/or dissatisfied with work. This is the current situation at
DrainFlow. Most employees lack training in customer service,
organizational behavior and are anxious about speaking with customers.
Order processors do not have sufficient knowledge or skill to explain the
customer's situation to DrainFlow Plumbers or Plumber Assistants. Billing
representatives must deal with the negative reactions of dissatisfied
customers, however, are only involved at the end of the job process and
unaware of any job details. DrainFlow plumbers do not like being in the
position of having to deliver the bad news of an unexpectedly high bill to
customers.
Furthermore, it is evident that a majority of order processors do not know
any more about plumbing than customers calling in.
The lack of customer service and organizational behavior exemplified by
DrainFlow employees stresses emotional labor (an employee's expression
of organizationally desired emotions during the interpersonal transactions
at work) and thus increases emotional dissonance (the disparity between
an emotion to be projected and actual emotion). This has led to feelings of
frustration and resentment and detracted from an employees ability to
perform their duties efficiently. These deficiencies have resulted in a direct

negative impact on the revenue and cost savings, which were to be

achieved by dividing assignments and specializing job responsibilities.
Recommendations
Job Structure and Organizational Design
LIGHTNING recommends redesigning each job at DrainFlow to better fit
the needs of the company and to increase employee satisfaction. This will
create a better work environment, which will not only improve the
employees performance but also improve customer service. The
recommended job descriptions are presented below.
1. Account Executives: The current duties of Order processors and billing
representatives will be combined to form a position titled account executive.
This will allow office workers to build a relationship with the customer from
the initial service call, through service and payment. It will also allow the
same account executive to receive customer feedback. Account executives
should gather feedback from all customers, regardless if the feedback is
positive or negative. Account executives will also receive cross training to
enhance their knowledge of common plumbing problems. The certified
DrainFlow plumbers will be utilized to teach this training program, fostering
the teamwork between all employees. Account executives are also
encouraged to job-shadow either plumbers or plumber assistants to gain
first hand customer experience. At the completion of the training and job
shadowing activities, they will be better equipped to assist customers with
their plumbing questions and send the correct service provider to perform
the service. These changes will enrich the office workers roles and
responsibility and will increase the degree in which they control the
planning and execution of the jobs.
2. Plumber Assistants: Plumber assistants will remain a job category at
DrainFlow. They will continue to perform less complicated plumbing work
for the customers. This keeps costs low for the company and the customer.
However, it would be beneficial to add variety to the plumber assistants
current role. Plumber assistants will get the opportunity to shadow and
possibly do a rotational assignment as an account executive. This will give
the plumber assistants some perspective on running the logistics side of
the business. This will also help build relationships across job functions and

foster teamwork. The job rotation will also provide another informal training
opportunity for the account executives.
3. Plumbers: Plumbers will also remain a job category at DrainFlow. They
will continue to service all complex plumbing jobs. As previously discussed
in the account executive section above, we recommend adding some
variety to the plumbers current tasks. Plumbers will prepare and execute
plumbing training for the account executives. The training sessions should
be interactive and provide some technical knowledge about how to respond
to common plumbing problems. Plumbers are encouraged to draw upon
their own experiences and give many examples during each training
session. This will aid the account executives with diagnosing customer
problems during service calls. As a result of the interactive training
sessions, the plumbers will also gain some valuable feedback on how to
deal with common customer complaints.
Using these jobs categories the employees will share information among
each other, understand other peoples job responsibilities, and be better
equipped to react given many different situations. Each group will receive
feedback regarding the job they performed from coworkers allowing them
to improve and perform better under similar circumstances. In addition, this
new structure will allow the office workers some freedom and
independence when servicing customers on the phone. Collectively, the
new structure scores higher in the Job Characteristics Model. The
motivating potential score will increase for each one of the job categories
by increasing the values of skill variety, task identity, task significance,
autonomy, and feedback.
Incentive Structure
In order to increase employee satisfaction and in turn productivity,
DrainFlow needs to implement a new incentive structure. This program will
be made up of a rewards system and an employee recognition program. In
combination, these portions of the new incentive structure will motivate and
energize employees to provide a better service to their customers.
The rewards system will be based on both skill and merit. The skill-based
rewards will be given to employees who strive to attain more skills relating
to the companies services. DrainFlow should reward skills such as training

in customer service, plumbing problems, or even organizational behavior.

DrainFlow should seek out and provide training opportunities for all
interested employees. For each training session the employee attends, a
nominal cash reward should be given. A DrainFlow company manual will
be created collectively by the departments providing material another
employee might need to increase his knowledge. The merit based rewards
with reward employees who create and maintain high customer retention
rates and customer satisfaction scores. The account executives will
administer a customer satisfaction survey at the end of each job, which will
measure the level of satisfaction with both the office worker and field
service provider. The recommended Customer Survey can be found in the
appendix on page 12 of this document. The survey results will be analyzed
monthly by DrainFlow management. For every 20 calls that result in a job,
the account executive will receive a small bonus. The plumbers and
plumber assistants will receive a small bonus if their monthly average is
between 3 and 3.99 and a larger bonus if their monthly average is 4 and 5.
Setting up the bonus structure based on an average monthly satisfaction
rating will truly emphasize quality over quantity.
Lastly, the new incentive structure will have an employee recognition
program. This will allow managers, customers, and even other employees
the opportunity to recognize high contributors. DrainFlow managers are
encouraged to take feedback from customers, other employees, and their
own experience throughout the month when selecting an employee of the
month. The employee of the month will be recognized at a monthly
meeting. DrainFlow should provide refreshments at these meetings for the
employees to celebrate the great work that occurred during the previous
month and to foster teamwork through socialization. The employee of the
month will also get his or her own parking spot next to the front door. This
positively reinforces a team environment and promotes a productive
culture. Peer-to-Peer rewards are especially important at DrainFlow
because the employees are highly dependent on one another.
Hiring Practices
Based on the current hiring issues discussed above, the following
recommendations are intended to aid managers in identifying individuals
better suited to accomplish DrainFlow's company goals and to help

DrainFlow succeed. DrainFlow should establish consistent interview

procedures by implementing the proposed [ Sample Interview Questions for
Interview Consistency ] found in the appendix on page 13. This will help
general managers to quickly identify the specific skills and experiences of
recruits that would translate to a position at DrainFlow.
In addition to specific interview questions, it is also important for general
managers to effectively identify personality traits that would favor customer
service and emotional labor. The Big Five Model supports a thesis that
five basic dimensions (Extraversion, Agreeableness, Conscientiousness,
Emotional stability, and Openness to experience) underlie all other
personality dimensions and encompass most of the significant variation in
human personality. It is most important for managers to be able to gauge
individuals' dimensions of extraversion (comfort level with relationships),
agreeableness (an individual's propensity to defer to others), and emotional
stability (person's ability to withstand stress).
Individuals that trend towards extraversion tend to be happier in their jobs,
lives and perform better in jobs that require significant interpersonal
interactions, as are the opportunities with DrainFlow. Extroverts are also
less likely to be anxious about interacting with customers, which is a
current concern at DrainFlow. Agreeable individuals also tend to perform
better in interpersonally orientated jobs such as customer service. Highly
agreeable people are typically cooperative, warm, and trusting. This is vital
for improving overall customer satisfaction. Forty percent of DrainFlow's
customers are dissatisfied to some extent and extra effort will be required
to gain the approval of and retain existing customers. New employees that
are emotionally stable will contribute to the positive restructuring of
DrainFlow and decrease emotional dissonance. People with positive
emotional stability tend to be calm, self-confident, and secure.
As individuals with these important personality traits are acquired and
employed by DrainFlow, these traits become not only inherent of individual
employees, but also of DrainFlow itself; experienced, outgoing, warm,
trusting and secure. The qualities needed not only to generate business,
but also to keep customers coming back.
Strategy and Implementation

To begin the challenging process of improving employee and customer

satisfaction while increasing DrainFlows profits it is vital that the
recommendations that have been presented in this report be implemented
in a clear and systematic fashion across the affected departments within
DrainFlow and across the various regional locations. The implementation of
these recommendations will require the full dedication of upper
management at DrainFlow to ensure that the organizational changes as
well as process and protocol changes are embraced by all the employees.
This will in turn improve DrainFlows overall employee satisfaction and
customer satisfaction. It should also be noted that upper management as
well as supervisors must be mindful of the employee perceived
organizational support (POS) throughout the execution and implementation
process. Employees with strong POS perceptions are more likely to have
higher levels of organizational citizenship behaviors and provide better
customer service.
The job structure reorganization process is of primary importance and is
essentially the first on the list of changes to be made at DrainFlow. This
reorganization focuses on combining the order processor job
responsibilities with that of the billing representative job responsibilities to
create the Account Executive (AE) position. Upon creating this position, it
will be necessary to implement a weeklong job rotation-training program
where the newly assigned AEs will have the opportunity to shadow a
plumber and/or plumbers assistant to learn the basic plumbing concepts.
These trainings will be staggered to make sure all tasks are still completed.
This increased knowledge will allow the AEs to better execute order
processing as well as billing processing. In addition, training material shall
be provided by management to be used during job rotation assignments as
well as for reference material that can be used during order processing
activities by the AEs. The reorganization and merging of these job roles will
continue to keep company costs low while achieving the core job
dimensions that increase job satisfaction.
In parallel to the job structure reorganization efforts, there will be a
standardization of the hiring process that will allow general managers to
adopt a consistent and effective method of hiring employees for the newly
created AE position as well as other vital roles at DrainFlow. These
standardized hiring methods will allow the company to properly assess and

gauge an employees best fit within DrainFlow. As previously

recommended, part of the hiring process standardization will include
sample interview questions to be followed by the general managers during
interviews to produce more consistent hiring results. In addition, the
DrainFlow incentive structure shall be touched upon during the hiring
process compensation and benefits discussion points. This will instill
DrainFlows desired customer satisfaction culture from the outset as well as
providing the potential job candidates with an incentive to go above and
beyond the job.
Upper Management will be responsible for implementing and monitoring
the new job structure, incentive structure and hiring practices outlined in the
recommendations. This will be accomplished by introducing the program to
all employees and setting their expectations about implementation.
Managers must realize that a cultural shift must happen as well which can
take time. Change management will be important throughout this process
and managers must measure each step of the implementation to make
sure it is on track.
Success will be measured in four areas: customer satisfaction, customer
retention, employee satisfaction, and profit. To measure customer
satisfaction, a survey will be given to willing customers to periodically
measure their satisfaction. It will ask about different aspects of their service
that encompass all types of employees at DrainFlow. Customer retention
numbers will also be monitored and computed to track repeat/referral
business. Employee satisfaction will be measured against pre-program
satisfaction levels. By using the same survey questions as the past survey,
managers can better identify trends in the data. Employees will also be
asked to rate the new program and suggest adjustments to better meet
company goals.
Lastly, increased profit is an important component to the proposals overall
success. With the job structure change, DrainFlow can reduce the costs by
almost 65% (See appendix page 14 for full analysis). This assumes that
DrainFlow will be able to turn 95% of service calls into a service visit,
compared to the previous 75% due to increased training and job
ownership. Furthermore, only 25% of service calls would send the wrong
person to the visit instead of the previous 50%. This will reduce both the

cost to the customer and the time wasted in visiting a customer twice.
While this is just a small example of the analysis LIGHTNING Consulting
would perform, full bottom line reviews will be conducted to review revenue,
cost metrics, and return on investment.
Conclusion
The above proposal outlined how DrainFlow can improve in three areas:
job structure, incentive structure, and hiring practices. The
recommendations are relatively easy to implement at little to no cost to
DrainFlow. The proposal utilizes the current talent within the organization to
manage employee satisfaction and trains employees on vital technical skills
that are currently lacking. A new incentive structure will motivate
employees in all positions and foster productivity and customer retention.
Both concepts lead to increased profit long term. Lastly, by modifying hiring
practices, DrainFlow will find and train employees that fit with their business
model. With the support of LIGHTNING Consulting, DrainFlow will see a
positive increase in both employee and customer satisfaction and lasting
success in the plumbing industry.
Appendix
1. Customer Survey
When Your Drain Wont Go, Call DrainFlow
On behalf of DrainFlow, we would like to thank you for choosing us to
satisfy your plumbing needs. We would like to ask you to take a moment of
your time to fill out a brief survey to help us better serve our customers.
Please answer the following questions on a scale of 1 to 5; 1 is strongly
disagree and 5 is strongly agree.
1. The person processing my call was very knowledgeable regarding my
plumbing problem.
*1
*2
*3

*4
*5
2. The person processing my call was friendly and courteous.
*
*1
*2
*3
*4
*5
3. The Plumber or technician who serviced my home was knowledgeable
and adept regarding my plumbing needs.
*
*1
*2
*3
*4
*5
4. The Plumber or technician who serviced my home was friendly and
courteous.
*
*1
*2
*3

*4
*5
5. My overall experience with Drain Flow was positive.
*
*1
*2
*3
*4
*5
6. I would use DrainFlow again for my plumbing needs.
*
*1
*2
*3
*4
*5
Please answer the following questions on a scale of 1 to 5; 1 is strongly
disagree and 5 is strongly agree.
7. If you recall, Please list the name of the person processing your call:
____________
8. If you recall, Please list the name of the Plumber or technician who
serviced your needs: ______________________
9. Please add any additional comments.

____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________
2. Original Survey
| DrainFlow Plumbers | DrainFlow Plumber Assistants | DrainFlow Office
Workers | Average Plumber | Average Office Workers |
I am satisfied with the work am I asked to do | 3.7 | 2.5 | 2.5 | 4.3 | 3.5 |
I am satisfied with my working conditions | 3.8 | 2.4 | 3.7 | 4.1 | 4.2 |
I am satisfied with my interactions with coworkers | 3.5 | 3.2 | 2.7 | 3.8 | 3.9 |
I am satisfied with my interactions with my supervisor | 2.5 | 2.3 | 2.2 | 3.5 |
3.4 |
3. Sample Interview Questions for Interview Consistency
1. What types of products and services have you dealt with?
2. How many orders have you processed on a typical day?
3. How do you verify that have understood the customer's request?
4. Describe a situation where you had to deal with a dissatisfied customer.
5. Describe a situation in which you were upset with a customer and how
you responded.
6. What satisfaction do you get from successfully aiding a customer?
4. Financial Analysis
5. Current Process Map
6. Future Process Map
7. Current Org Structure
8. Proposed Org Structure

9. Peer to Peer Award Example

-------------------------------------------[ 1 ]. Stephen P. Robbins and Timothy A. Judge, Organizational Behavior
(Prentice Hall, 2011) 86-87.
[ 2 ]. Robbins & Judge 85-86
[ 3 ]. Robbins & Judge 242-247
[ 4 ]. Robbins & Judge 254
[ 5 ]. Robbins & Judge 255
[ 6 ]. Robbins & Judge 260-261
[ 7 ]. Robbins & Judge 171-172
[ 8 ]. Robbins & Judge 109
[ 9 ]. Robbins & Judge 242-247
[ 10 ]. Robbins & Judge 138
[ 11 ]. (Coyle-Shapiro, The Employment Relationship: Examining
Psychological and Contextual Perspectives (Oxford University Press,
2005).
[ 12 ]. Robbins & Judge 78-79
[ 13 ]. "Customer Service Interview Question and Answer Essential Guide."
Job Interviews. Free Interview Questions and Answers and Job Interview
Tips. Web. 08 Sept. 2011. .