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Executive Summary
inContact
○ Revolutionizing how contact centers engage with their customers
○ Leading cloud contact center provider
Engagement – Our Team’s Purpose
○ Aid inContact in the development of an improved talent acquisition process through
datasupported recommendations
○ Researched current processes and best practices from an employee perspective using:
■ Phone Interviews
■ Surveys
Identifying Top Talent
○ Top four skills of successful employees
■ Effective communication, technical aptitude, learning agility, teamwork ability
○ Top four characteristics of successful employees
■ Adapt to change, independent thinker, selfmotivated, persistent solution seeker
Attracting Top Talent – Look at the Brand through the Eyes of Brand Champions
○ Top reasons to work at inContact
■ Rapid growth, superior technology, excitement for the future, direct influence on
company success
Managerial Competencies
○ Willing to hear new ideas
○ Collaborate with employees in and outside of own department
Possible Internal Operation Weaknesses that may be Detracting from the Brand
○ Lack of alignment
■ Unclear expectations for frontline employees
■ Constantly changing expectations
○ Ineffective Communication within departments
■ Different jargon used across departments
■ Unclear dependency procedures between departments
Phase 2
○ General preemployment question library
Phase 3
○ Interview questions based on competencies outlined in the leadership report
Conclusion
○ Implement datasupported recommendations to ensure company adaptability of future
changes and growth
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Company Overview and Engagement Description
inContact, Inc. aims to improve customer service by providing call centers with cloud based software to
cut costs, and improve the quality of the customer experience. The company began in 1997 offering
telecommunications services to call centers, and in 2005 began offering cloudbased software. Today,
inContact is revolutionizing the way contact centers engage with their customers, and has been named by
Garnter Inc. as the leading cloud contact center provider.
Describing the problem
InContact is an innovative, fastpaced, and rapidly growing company. This being the case, however,
inContact has recently experienced a high rate of employee attrition, especially among new employees.
As such, inContact has employed a variety of tools and analysis to find the key sources of this problem,
along with the conditional recommendations. Although several possible solutions could be proposed, and
each of these is being evaluated individually by other teams, this project deals exclusively with the talent
acquisition aspect of this problem. The purpose of this project is to better understand the company
culture, jobfit profiles, and the overall hiring process to achieve a more efficient, effective, and valuable
talent acquisition process at inContact.
Project Overview
By researching current processes and practices at inContact, as well as current employee perspectives
through online surveys and phone interviews, we gained valuable data about inContact employee
perspectives and opinions about the talent acquisition process. This data, along with additional research,
was then used to create ten general preemployment questions and fortyfive competencybased job
interview questions.
Phase 1 Employee Interviews and Surveys
The inContact Brand
When it comes to the talent acquisition process, this is not just an HR issue. The front line of the talent
acquisition process is effectively marketing the company brand to attract potential employees that can add
value to the company. A company brand consists of a clearly defined vision, the image it projects to
potential employees, the results of its work, and internal operations.
Our primary objective in carrying out the interviews and surveys was to analyze the effectiveness of this
talent acquisition process at inContact. Overall, people enjoy working at inContact and are excited about
the growth of the company and its innovative technology. The results of inContact’s work are
tremendous. The company would not be a market leader if this was not the case. However, as we
proceeded forward with the interviews and surveys that focused on the talent acquisition process,
employees repeatedly highlighted three aspects of the company brand that may be preventing it from
reaching its potential in terms of talent acquisition: (1) lack of a clearly defined vision and alignment, (2)
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lack of communication in internal operations between departments, and (3) overextension in providing
customization for customers.
A Vision
inContact knows what it is and what it wants to be in the future: the market leader in providing cloud
software solutions for contact centers. The firm knows that innovation and the ability to adapt to change
are necessary in its mission to maintain this goal and continue its market penetration. However, this
viewpoint is general in nature, and does not necessarily define the specific vision of the company.
“Innovation” and “adaptability” are buzzwords that any company can reasonably adopt in its ideals to
help perpetuate its business interests. A vision must be transparent and be ingrained in the daily
operations of the firm for every employee, and the talent acquisition process must be adequately effective
to hire talent that furthers this vision.
Data Gathering
In order to provide inContact with highlevel analysis and thorough data, we chose to use both online
surveys and phone interviews. Both were conducted with current employees at inContact. Nine employees
were interviewed by phone and eighteen employees completed eighteen online surveys. We chose these
forms of data gathering because they offer an interpersonal response from key individuals who are already
important assets to inContact. They are a reliable source of quantifiable data. Each interview was held by
a member of our team, and the comments were recorded for further research. The survey was sent out and
open for over a week’s time. We have full access to each of the survey participant’s responses. We then
compiled and analyzed this data, and made recommendations based off of this information.
Initial Recommendations
Based on the results of the phone interviews and online surveys, we have formulated the following initial
recommendations for the company to improve its talent acquisition process:
● Ensure that the company vision is clearly communicated to new employees and consistently
reiterated to all employees
● Establish a system to standardize communication between executive leadership, frontline
employees, and between departments
● Ensure that there is no goal confusion (lack of alignment) between executive leadership,frontline
employees, and between departments
● Identify what top talent means for the company
● Implement a standardized process to produce clear job descriptions that attract top talent
● As the company grows, determine if it is better to continue to provide high levels of
customization for customers, or transition to providing more generalized products with less
customization options
● Focus on developing more areas of specialization to provide quicker and better customer service
● Clarify company vocabulary between departments
● Ensure that there is an open dialogue during job interviews to make sure potential employees
understand the daytoday job descriptions, so expectations can be fully established
● Provide standardized training materials to new employees
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● Produce a company database to compile procedural information, department functions, and a
description of dependencies with other business functions
● Establish an internship program to cultivate and recruit talent
● Establish an entry level/contingency program for new employees
● Give tours of the company building(s) as part of job interviews, when possible
● Implement processes that ensure employees feel comfortable enough to voice opinions and give
feedback to fellow employees and managers
Identifying Top Talent
Before top talent can be recruited, the company must define what type of talent it wants to hire, and the
techniques it wants to use to hire this talent. Through interview and survey results, we have attempted to
articulate the skills and characteristics that constitute “top talent” for inContact. In addition, we have
attempted to articulate the characteristics and skill weaknesses that lead to failure at inContact.
Important Skills for inContact Employees
Top 4 Skills of Successful Employees
Based on results from the data, the top four skills that an employee needs to have at inContact are:
● The ability to communicate effectively and simplify complex concepts
● Technical aptitude/ability
● Learning agility The ability to apply data and learned concepts across a breadth of
circumstances
● The ability to work in a team
Other Important Skills of Successful Employees
● Problem solving when there are not necessarily defined steps for the solution
● Software skills
● Ability to address customers’ needs
● Ability to learn quickly
Top 4 Characteristics of Successful Employees
Based on results from the data, the top four characteristics that an employee needs to have at inContact
are:
● Be open to, and be able to adapt to change
● Independent thinker, and be able to thrive on independence
● Selfmotivated
● Persistence to reach a solution
Other Important Characteristics of Successful Employees
● Personable in order to address customers’ needs
● Creative
● Always working to improve
● Not afraid to voice opinions
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Additionally, below is a graph that quantifies the results of interview answers to the question, “If you
were to hire someone to fill a position within your department, how would you describe the perfect
candidate?”
Skill Weaknesses and Characteristics that Lead to Failure at inContact
Skill Weaknesses
● Ineffective communication
● Inability to learn new things quickly
● Not able to coordinate across departments
● Unable to resolve problems quickly and
efficiently
Characteristics that Lead to Failure at
inContact
● Not personable
● Not taking ownership of problems
● Not being accountable for work
● Unwilling to learn new concepts and
procedures
● Not advocating for yourself and your customers
*Note on a Characteristic that Leads to Failure in
International Offices: A characteristic for
international offices that may cause more problems
than it would at domestic offices, is not being
accountable for work. Employees in international
offices are farther removed from company
headquarters and may feel that they are less
accountable for their work.
Additionally, there are less managers in international
offices that deal with disciplinary issues, and this may
be impeding possible accountability problems from
being addressed in a more timely manner.
Educational Background and Experience
Other factors that must be taken into account when identifying top talent are education and previous
experience. Based on interview and survey results, candidates with Information Technology
backgrounds and experience working for phone carriers were the best candidates for inContact.
However, to highlight the importance of experience above all else, one interviewee said, “Experience
outweighs pretty much everything else.”
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Suggested Action: In addition to the university recruiting, focus on recruiting individuals who
already have experience in cloud software solutions.
International Talent Educational Background and Experience
While interviewing a member of an international inContact office, the interviewee highlighted an
important point that may be preventing inContact from hiring the top employees in the international
markets where the offices are located: potential employees need to know English. The interviewee felt
that making it a requirement to know English may be preventing some very qualified employees from
applying to work at inContact. However, if employees that do not know English were hired, translation
services would need to be provided, and this would create an entirely new internal process that the
company would need to address.
Attracting Top Talent
In order to attract top talent that complements inContact’s vision of growth, the company must look at the
brand through the eyes of the brand champions: employees that love working at inContact. The company
must then transmit this excitement to company job descriptions and recruiting materials. Based on the
interview and survey results, there were common reasons as to why employees decided to apply and work
at inContact.
Top Reasons to Work at inContact
● Be part of a rapid growth software
technology company that has great
potential
● Superior technology
● Excitement about being part of a company
with a great future
● Have the opportunity to have a more
direct influence on the success of the
company
● Employeedriven growth
Possibility of Not Attracting Talent due to Compensation and Benefits Issues
Overall, employees were very satisfied to work at inContact. However, a possible reason that inContact
may not be attracting top talent has to do with compensation and benefits. One interviewee highlighted
that the company may be missing out on hiring certain engineers because their salary desires are higher
than what the company offers. This interviewee later suggested that it may be possible to attract better
engineers by providing better medical and retirement benefits, instead of paying a higher salary.
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Job Descriptions
Throughout the course of our research, we focused on the job descriptions as a vital part of the talent
acquisition process. Overall employee response to the effectiveness and clarity of the job descriptions was
very negative, and all of the individuals we interviewed believed that they could definitely be clarified
and improved.
Job Description Weaknesses
● Unnecessarily long
● Some potential applicants are deterred from applying due to feeling unqualified after reading the
job descriptions
● Inconsistency One interviewee highlighted that the title of a position changed three times over
the past three years
● Many applicants are unclear as to the actual job role, and come to their interviews with a long list
of questions
● Superfluous at times because sometimes they include job duties that do not happen on a
daytoday basis
The job descriptions, however, cannot just be clarified and improved in general terms. They must be
improved relative to a specific metric. As was previously discussed, top talent that possesses the skills and
characteristics for successful inContact employees needs to be identified. Following this, the job
descriptions need to be improved and clarified in order to attract this top talent. At their core, job
descriptions should be the first step in sifting out the talent that could truly add value to the company. For
this reason, the job descriptions need to be based off of the behavioral fit profiles of the business units,
among other things, and of course the core vision that the firm has established. In order to improve the job
descriptions, two questions need to be addressed:
1. Do these job descriptions attract top talent for inContact?
2. What is it that makes employees excited to work at the company and how is this excitement for
the brand of inContact articulated in the job descriptions?
Suggestions to Improve Job Descriptions
● Have managers over specific positions write the job descriptions, and then submit these
descriptions to the HR Department
● Make job descriptions broader and less specific since job roles are constantly being adjusted
● Include ideal characteristics for the job
● Focus on the technical aspects and soft skills required to complete the job
● Implement a defined process to ensure job descriptions have better quality, represent
expectations, and provide a better description of dependencies with other business functions
● Interview a focus group of new employees after they have been working for the company for
three months to get their feedback as to whether or not the job descriptions accurately described
their duties
● Include information about a job’s department and functions of the department in addition to the
actual job description
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● Produce videos that specify what someone would do in a specific team or department on the
“Careers” page on the inContact website
● For international descriptions, think about removing the requirement to speak English because
this may be excluding excellent talent that could add value to the company
Managerial Competencies
Managers play a vital role in hiring, training, and helping new employees to fully transition into the new
company. Although there are many expectations on new employees as they begin a new job, there are also
certain managerial competencies that managers must have to effectively manage new employees and
experienced employees alike. Based on results from the data, the following have been identified as key
managerial competencies:
● Be willing to hear new ideas
● Actively reach out to employees within their department and from other departments to cultivate
an environment for input
● Set clear expectations
● Sound people management skills
● Know what is expected from employees in order to not overload them
● Help maintain an employeedriven work environment
● Maintain monthly events, team building events, and monthly oneonones with each employee
that is centered on their growth
Possible Internal Operation Weaknesses that may be Detracting from the Brand
Lack of Alignment
When a company goes through rapid growth, change, adaptability, and innovation need to be embraced. If
not, the company will not be successful. This growth and innovation, however, must be accompanied with
transparent communication to fully communicate to employees what changes need to take place. Change
is good, but only if it is the right type of change and all of the employees know the types of changes they
are working towards.
In order to be flexible and adapt to change, employees need to accurately understand the changes that are
taking place at inContact. According to one interviewee, “Sometimes those bringing about the change
have limited coordination and are not as organized as they could be.” When changes are properly
communicated and the different departments are aligned and clearly understand their purposes in the
context of changes, teamwork within work teams and between departments is more fluid. This is because
everyone has the same understanding of what needs to be done. Talking about the level of teamwork and
alignment within the company, one interviewee said, “On a scale of 110, with 10 being the best, I would
give a rating of 6 for the level of teamwork and alignment.”
Throughout the interview process, employees repeatedly expressed that there exists goal confusion
between the leadership of the company and frontline employees. Part of this goal confusion stems from
constant changes within the company in addition to general breakdowns in communication of changes.
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One interviewee expressed the sentiment that there is goal confusion “from corporate culture to the
daytoday activities in my department.”
Causes of Goal Confusion (lack of alignment)
● Lack of clear expectations for frontline employees
● Constantly changing expectations
● Breakdown in communication of changes between leadership, managers, and frontline employees
Suggestions to Mitigate Goal Confusion
● Set clear expectations for employees
● Have a communication specialist for each department, or each section of each department, that
receives changes from the executive leadership of the company and communicates these changes
to frontline employees
Ineffective Communication within and between Departments
Many interviewed employees also expressed the sentiment that there exists a lack of effective
communication within and between departments at inContact. They expressed that each department has
such specialized jargon that sometimes members of other departments are unable to understand this
jargon. A quote from one of the interviewed employees sums up this idea perfectly: “I talked to a guy
yesterday about how this man that he knows is working on his ability to communicate to others in a
foreign language, and how it’s about more than just knowing the words, but being able to use them in a
way that they mean to the person the same thing that they mean to you.”
In addition, some expressed that new employees do not have enough training resources to properly learn
their job duties. Sometimes they do not know where to go for help when presented with problems. In
many cases, one employee or a select few of the employees within a department know how to solve a
particular problem, and as a result, are bombarded with questions from new employees. Consequently,
they spend their time answering questions and communicating procedures to new employees, rather than
adding value to the company in more tangible ways. However, with the absence of a standardized way to
compile knowledge and procedures, if these employees with high amounts of knowledge leave the
company, their problemsolving knowledge and knowledge of proper procedures goes with them as well.
There needs to be a standardized way to compile this information.
Causes of Ineffective Communication between Departments
● Terms that one department may understand but another may not
● Not being able to coordinate across different departments
● Lack of collaboration between departments
Causes Ineffective Communication within Departments
● Lack of resources for new employees to go to for help
● Not understanding dependency procedures between different departments
● Lack of standardized manner to compile training and procedural information
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Suggestions to Improve Communication between Departments
● Produce an inContact dictionary for the entire company that encompasses the different terms
found in each department
● Produce a companywide database that includes information about each department’s functions
and how to complete known procedures
● Encourage an increased focus on communicating complex ideas in a simple manner when
communicating with members from other departments
● Provide a better description of dependencies (possibly in a database or in online modules) with
other business functions that answers the question, “Which departments perform which functions
and what departments do I need to be familiar with to do my job?”
Suggestions to Improve Communication within Departments
● Produce an inContact dictionary for the entire company that encompasses the different terms
found in each department
● Produce a companywide database that includes information about each department’s functions
and how to complete known procedures
● Produce standardized training materials for new employees that are modified to their new job
duties
High Levels of Customization for Customers
inContact prides itself on its ability to provide software customization to its customers. However, a
possible weakness in this approach is that as inContact gets larger, it may overextend itself in providing
customized solutions to each customer. Will it be profitable to provide high levels of customization for
customers despite the level of service required to maintain these solutions? inContact is at a fork in the
road as it transitions from a smaller company to a larger company, with one path being to continue its
customization for customers and the other being to offer a specific set of products with minimal
customization.
In one interview, an interviewee expressed concern that if inContact continues to customize at such a high
level for each client, it will need to hire much more employees. Another employee said, “Every time we
do something nonstandard for the customer it’s a new product, which makes it hard to support that
oneoff customer.” Customization is favorable to a certain extent; however, too much of a focus on
customization can be detrimental to the company as it continues to grow. The questions that must be
posed with respect to customization are:
1. Is our number of employees commensurate with the level of customization that we provide to our
clients?
2. Are we following and staying true to our product line as we provide customized software
solutions to clients?
3. Does too much customization mitigate our growth because it is so hard at times to service
customized solutions?
4. What are our strengths and does our growth maximize these strengths?
14. 14
With these most important suggested leadership behaviors for each department, hiring managers can then
use job interview questions from the document “Employment Competency Interview Questions” in their
interviews with candidates. In this document, five interview questions were formulated for each of the
nine suggested leadership behaviors, as outlined in the Leadership Assessment.
CompetencyBased Job Interview Questions
Question Formulation
In order to formulate the competencybased interview questions, we used the nine suggested leadership
behaviors outlined in the Leadership Assessment as the foundation, and supplemented this with our Phase
1 interview and survey results. The nine suggested leadership behaviors outlined in the Leadership
Assessment are outlined below.
Nine Suggested Leadership Behaviors from the Leadership Assessment
● Builds trusting, collaborative relationships
● Hires and develops the best talent
● Bias for action
● Leads purposeful change
● Operates with discipline
● Innovates to simplify
● Walks the talk
● Big picture perspective
● Is customer centric
After reading about these suggested leadership behaviors, we then formulated five questions for each
behavior in order to assess that behavior in candidates during job interviews. Five questions were
formulated for each of the nine behaviors, resulting in a total of fortyfive questions. These questions can
be found in the appendix under the title “Employment Competency Interview Questions.”
Instructions for Use
These fortyfive questions are to be used in the job interviews of potential employees. They are meant to
assess whether or not a candidate possesses one or multiple suggested leadership behaviors. This
information will then be used to help make a hiring decision.
Accountability Form
Accountability Form Overview
The accountability form is a onepage form that will be filled out by the interviewer after the interview is
complete. The interviewer will have the opportunity to reflect on his or her own effectiveness during the
interview, and on the suitability of the candidate for the job position. The purpose of this form is to ensure
that those conducting job interviews are following the standardized procedure for job interviews, and are
held accountable for their effectiveness during these interviews.
15. 15
Instructions for Use
The accountability form is to be filled out by the interviewer after each interview is completed. After
being filled out, the interviewer will then send this form to the Human Resources Department where a
department member will sign the form to certify that the interviewer properly conducted the interview.
Additionally, this form will be kept to analyze patterns and characteristics of hired employees that are
successful at inContact, and to analyze patterns and characteristics of those that leave the company.
Instructions for Use of PreEmployment Questions, Job Interview Questions, and Accountability
Form
1) The ten general preemployment questions are meant to be used as screening questions on the
online applications for every candidate in order to assess whether or not they should be contacted
for an interview.
2) The fortyfive interview questions based on the suggested leadership behaviors are meant to be
used in the job interview to assess to what extent candidates possess these behaviors. Interviewers
in each department can better know which questions to ask in order to assess specific suggested
leadership behaviors based on the document titled “Department Competencies.” This document
outlines what we have identified as the most important suggested leadership behaviors for
DevOps, Sales, Finance, and Services. After identifying the suggested leadership behavior to be
assessed, the interviewer can then ask specific questions from the document titled “Employment
Competency Interview Questions” to assess this suggested leadership behavior.
3) The accountability form is to be filled out by the interviewer after each interview is completed.
The interviewer will have the opportunity to reflect on his or her own effectiveness during the
interview and on the suitability of the candidate for the job position. After being filled out, the
interviewer will then send this form to the Human Resources Department where a department
member will sign the form to certify that the interviewer properly conducted the interview.
Additionally, this form will be kept to analyze patterns and characteristics of hired employees that
are successful at inContact, and to analyze patterns and characteristics of those that leave the
company. The purpose of this form is to ensure that those conducting job interviews are following
the standardized procedure for job interviews, being accountable for their effectiveness during
these interviews, and are providing final feedback for candidate suitability for a job position.
Conclusion
inContact has made great strides since its establishment in 1997 by first offering telecommunication
services, and then expanding its services by offering a cloudbased platform. As an everchanging
company experiencing explosive growth, inContact needs to ensure that it has an effective talent
acquisition process in place to sustain this growth.
Our team composed datasupported recommendations to revitalize inContact’s current talent acquisition
process by seeking to understand, from an employee perspective, how this process can be improved. Our
recommendations included different methods that can be used to communicate and attract top talent, and
also managerial competencies needed to hire jobfit candidates. Additionally, our recommendations
included suggestions to strengthen internal alignment, such as clarifying goals, and also included methods
21. 21
Interview Results
Interview 1
1. Do you think the behavior your manager expects from you correlates with what behavior you
need to actually be successful in your job?
Answer: My manager was never engaged so much that they actually knew the day to day tasks required
of me. This resulted in my manager expecting different things, and they drastically underestimated the
time it took for me to manage my team. I had 13 direct reports at one time, and the time is took to have
daily oneonones was very time consuming, which was something my manager did not consider. I also
am part of a customer facing team, so there are lots of projects, and the time they expect us to spend on
Wigs (a methodology used to focus on goals) was quite excessive given my time restraints.
2. Why did you choose to work at inContact?
Answer: I was excited about being apart of the software industry. The role and the way that it was
presented made me feel like I would be a good fit, given my extensive customer service experience.
inContact seemed like it had great potential, that it would be a great place to work, and I was excited for
the rapid growth.
3. What knowledge, skills, and abilities do you think are essential to be successful at inContact?
Answer:
● Technical aptitude knowledge/ability is important above all else
● Effectiveness communicator with other needs
● A lot of people will tell you the growth is stressful, so teamwork is important to help each other
through the growth we are experiencing
4. If you were to hire someone to fill a position within your department, how would you describe the
perfect candidate?
Answer: They would have experience in the software industry with technical and top management, and
they would have excellent communication. They would work well within a team, but be an independent
thinker. They would have some sort of technical experience/aptitude, and be a selfmotivated, quick
learner.
5. How have you been able to adapt to your job’s changing needs?
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Answer: There is a constant stream of changing needs. Flexibility and adaptability is key to adapt to
these changes. I think I had to be very proactive in terms of communication to understand what those
changes are and how to effectively communicate those to our team. I had to be very mindful of my
communication approach in speaking to my audience, and tailor that message to my audience. Sometimes
those bringing about the change have limited coordination, and are not as organized as they could be.
Also, there tends to be limited communication and information, and some changes don’t take the
customer into consideration. For example, in the retail space, we are doing a number of endoflife
projects right now in the middle of the retail season.
6. What sets your team apart from other teams at inContact?
Answer: Diversity in the experience and skill set are very broad. There are very few customerfacing
teams within inContact. Customer service or customer account management experience is somewhat
unique to our team. While a lot of people at inContact have deep technical knowledge, our team has
broad technical knowledge of full product sets, and different people have deep knowledge in a couple of
areas. We reach out and collaborate with resources across inContact. For example, we work with the
network operations center, product center, voice engineering team, and the marketing team, and other
teams. We can’t solve problems on our own for our customers, so we have to reach out to other areas.
7. If you could add clarity to your job description or jobs you often hire for, what would you add to
ensure a new hire has a clear picture of the role?
Answer: I would change our job descriptions. They are longer than any job description I have ever seen,
and in the case of our department, we have changed titles three different times in three years. Rarely does
it give the candidate a glimpse of what the employee will actually do. There is ambiguous jargon in the
job description as well. Candidates have complained about the job description, and they have a laundry
list of questions they bring to the interview because of their lack of clarity. Our job descriptions also
deter a lot of people from applying because they look at it and think they are not qualified, even though
there are things that we don’t do that are often described in the job description. They are honestly terrible.
8. If you were to describe the culture and atmosphere at inContact in a few short sentences, what
would you say? Is there anything you wish you could change about the culture you just described?
Answer: The atmosphere and culture at inContact is perceived very differently by most departments,
because the perception is that there are people that have been here a long time and are very rigid in how
they think and make decisions, and then there are new people who either love it or really struggle. A lot
of it depends on their management, because some managers do not set clear expectations. Incontact tries
to do great things for employees and we appreciate that. They are trying to do the right things, but the
fundamentals of the job are not set. A lot of people feel like they’re on their own in terms of training
themselves, and are expected to be gogetters to understand how to do their job effectively. We are
getting better, but the problem with this is that since there are a lot of strategic changes happening
constantly, employees don’t follow an object to its conclusion (this is something I have heard from a lot
of people). Employees either love it or they really struggle.
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9. What are the most common characteristics or traits that lead to failure here at inContact?
Answer: I would say lack of, or changing direction, and also, a lack of clear expectations being set for the
frontline employee level. Constantly changing expectations and lack of collaboration between teams or
departments is another, and a lack of knowledgeable resources willing to help. Without that last one
means that we don’t get issues resolved which impacts everyone. Not getting issues resolved quickly.
Make changes quickly but those changes are really improving processes for our customers.
Interview 2
1. Do you think the behavior your manager expects from you correlates with what behavior you
need to actually be successful in your job? What are some of the similarities and differences?
Answer: I would say so for the most part. As a manager, I have expectations of high performance.
Leadership should be very motivational and not present things negatively. For example, “here are some
areas we can improve…” Always have a positive delivery and a cando attitude.
2. Why did you choose to work at inContact?
Answer: Honestly, I was looking for any gig to get me out of my last job. I would say now that I have
drank the orange KoolAid, and I look back on my whole career history, and no place I have worked
equates to inContact. The only thing that truly frustrates me is the medical benefits. I don’t know if it has
been a result of Obamacare or what, but I always had way better benefits at all of my previous jobs.
3. What knowledge, skills, and abilities do you think are essential to be successful at inContact?
Answer: Communication and being able to clearly focus. Another important skill is to clearly come up
with resolutions. For my team, specifically, we focus on problem solving. We have some basic roles and
problems our team solves with voice services. When I say problemsolve, I mean people shouldn’t need
to be fed stepbystep instructions, but they should take action to resolve that issue independently.
4. If you were to hire someone to fill a position within your department, how would you describe the
perfect candidate?
Answer: You kind of pick up new things to interview for, or look at each time you interview someone.
One of the newer things I am looking for now is someone with a carrier background. We are seeing that
applicants who already come in with carrier knowledge are easier to uptrain and integrate into the
inContact way of life. We look for a general skillset in technology, but look for previous realworld
experience in the carrier world. Have skill set in technology but looking for real work experience in the
carrier world for my team. It also seems that those with previous carrier experience also have better
communication skills, and are able to apply their communication skills in the vast settings they are
required to.
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5. How have you been able to adapt to your job’s changing needs?
Answer: I have always been an advocate for trying new things, and am always open to see if that new
thing improves or makes things worse. Looking to departmentalize more of the specific roles to make
things work smoother is an example of something we have tried, and I try to have a positive attitude
toward trying new things with my team. I also work with other managers to help integrate new functions.
6. What sets your team apart from other teams at inContact?
Answer: We are different than almost all departments because we give voice to the software we are
selling. Voice has been always looked at as an addon, and has always been an addon for our customers.
It is very specialized, and we are very carrier oriented, so having someone with that carrier background is
much more effective than having just basic carrier knowledge.
7. If you could add clarity to your job description or jobs you often hire for, what would you add to
ensure a new hire has a clear picture of the role?
Answer: The job description was not clear on what the actual role was. I thought I was going to be way
over my head because of the job description. The job description was intimidating and almost intimidated
me not to apply. I would try and make it broader, and less specific, so they are flexible with their
expectations since job roles are constantly being adjusted.
8. If you were to describe the culture and atmosphere at inContact in a few short sentences, what would
you say? Is there anything you wish you could change about the culture you just described?
Answer: We have the attitude of a small business, or tailoring things toward customers like a small
business, but in reality we are getting to the point where we are so big that unless we start ramping up our
staff to what we are customizing we are going to fall behind. We are very flexible, but some of that
flexibility needs to be reeled in, and we need to follow our product line. Every time we do something
nonstandard for the customer it’s a new product, which makes it hard to support that oneoff customer.
9. What are the most common characteristics or traits that lead to failure here at inContact?
Answer: Not being personable. You don’t have to know the answer to everything, but you should have a
great way of saying I don’t know that, but let me find out. I look for how they deliver that message.
They are going to be talking to the customer on the job, and I don’t need someone who is going to bring
down an irritated customer who is calling in. When a frustrated customer calls in, we need someone who
is personable. When an employee is lowenergy and doesn’t seem interested on the call, I try to rap the
call up really quickly. The employee needs to already be excited to be talking to me, rather than me get
them excited. They also need to know about the company’s history, and just generally about the
company. Side Note: A lot of applicant’s salary desires are a lot higher than the pay range we can give
them. What I think would help more is better benefits to real in those that want higher salaries. I think
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that we can hire a better engineer by offering such things as education reimbursements (its poor that we
don’t have this to even offer), medical benefits, or overall benefits and better retirement plans so we can
reel in those that would like better salaries. Basically, we would compensate those that want higher
salaries, by offering better benefits or other incentives.
Interview 3
1. Do you think the behavior your manager expects from you correlates with what behavior you
need to actually be successful in your job? What are some of the similarities and differences?
Answer: I would say so. He believes from the leadership down. Yeah absolutely.
2. Why did you choose to work at inContact?
Answer: I was one of the original employees at a smaller company that was obtained by inContact. I
wanted to work at my first company because of the fast growth and I have found inContact to be the same
way. The growth is employee driven from within and I like that.
3. What knowledge, skills, and abilities do you think are essential to be successful at inContact?
Answer: A lot of different skills. Being able easily adapt to constant change and growth. It’s important to
be open to that change.
4. If you were to hire someone to fill a position within your department, how would you describe the
perfect candidate?
Answer: The perfect candidate cannot be a specialist. They would have skills and knowledge in the
following areas: technology resources, troubleshooting, programming, sequencing, scripting, understand
data basis, networking, hardware knowledge servers, well rounded with people, and be frank and can
handle customers.
5. How have you been able to adapt to your job’s changing needs?
Answer: I learn about the new products we are selling and position my team in a place that can grow my
technology. Coming from a different company we do things differently. I have been trying to create one
process by merging the way we do things and the way inContact does things.
6. What sets your team apart at inContact?
Answer: We are a bit of a higher level technical group. There is a lot of technology we touch that others
do not because our typical platform is cloud and we deal with a wider array of environments or
environmental variables. For example we deal with different phone system platforms, different window’s
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servers, and deal with certain security settings we have to work around. Our employees need to have
backgrounds in each of those areas.
We also set expectations with our customers and properly document what platforms and technology they
have so we know what we are dealing with.
7. If you could add clarity to your job description or jobs you often hire for, what would you add to
ensure a new hire has a clear picture of the role?
Answer: I don’t know if there is anything. They just recently redid their job descriptions. It’s hard to say
what needs to change or what would make it better. I’d be interested in paneling some new employees
once they have been here for 3 months. Ask the people who are coming in and ask them for feedback and
do a good job during the interview process.
8. If you were to describe the culture and atmosphere at inContact in a few short sentences, what
would you say? Is there anything you wish you could change about the culture you just described?
Answer: The culture is something very close to me. It’s a very employeedriven and fun work
environment I enjoy coming to work, interacting with employees, and know what the main goals of the
leadership are. We get to directly impact the company.
We have monthly events, team building events, and monthly oneonones with each employee that centers
on their growth. We give feedback to our employees. For me, I feel appreciated and cared about.
9. What are the most common characteristics or traits that lead to failure here at inContact?
Answer: Employees that have a hard time grasping new knowledge. They need to use proper time
management skills and have their projects scheduled out. Usually an employee will get behind and his
workload will pile up, which he doesn’t recover from. Employees also need to be task oriented. An
employee that has a hard time picking up new things and being proactive will suffer. The best employees
come from ITT institutions.
Interview 4
1. Do you think the behavior your manager expects from you correlates with what behavior you
need to actually be successful in your job? What are some of the similarities and differences?
Answer: Yeah definitely, I think they do.
2. Why did you choose to work at inContact?
Answer: The job came about serendipitously. inContact came to my college first and I reached out. I had
a follow up interview and landed the job.
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3. What knowledge, skills, and abilities do you think are essential to be successful at inContact?
Answer: We need people who can work across apartments and coordinate with other teams. A big one is
being able to communicate complex changes in simple business terms. There is another language others
do not understand and communication is so broad. Understanding and be able to communicate complex
problems and issues into what needs to happen is critical. Along with clearly and simply communicating
changes to the technology and understanding those changes. The whole cloud base platform is more
complex than other software and what people are used to.
4. If you were to hire someone to fill a position within your department, how would you describe the
perfect candidate?
Answer: I would hire someone with the following abilities and experiences: technical proficiency, willing
to learn, and a big mindset. Employees have to be able to adapt quickly to a fast past and changing
environment and see how these changes fit into the big picture. Having a background in other software
also helps. An employee need to be able to handle the unexpected. What was their experience with past
projects and how did they handle the expected? How do those experiences apply now?
5. How have you been able to adapt to your job’s changing needs?
Answer: Working across departments. I might not know the answer to a problem and someone else might
know what to do. New employees who know the right people to ask for help and consult with are able to
adapt.
A big problem is our younger employees have no idea how to help the customer and no idea where to
learn how. We are all going through a painful learning process.
What happens is employees spend their time jumping around the department. They find more experienced
employee who can help them figure out how to help a customer. Our information feels like it is tribal.
There is a small group of experienced employees who know how to solve these problems, yet none of it is
written down. What happens is these experienced employees, who could be spending their time on more
complex problems and creating better value, spend their time helping younger employees learn the
software (It makes relationships tense between younger and older employees). When these experienced
employees leave so does their knowledge and we go through the same painful learning process again.
Our employees need answers on demand and they do not have the time to research it. The learning
process is too big in the beginning. What also makes adapting hard is a large amount of our employees are
in their first six months and not everyone is on the same page or has the same information background.
When we communicate changes in the technology some are lost.
We have tried different teaching models to show what has changed with the software and it has been
okay, not a roaring success. We have tried writing a manual. I also wonder if each department had a
training module if that would help or small training videos.
I think it could help if each department set up a person to communication or have a point. Not a new
position, but a responsibility assigned to someone. They could filter other employee’s questions and help
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Interview 5
1. Do you think the behavior your manager expects from you correlates with what behavior you
need to actually be successful in your job? What are some of the similarities and differences?
Answer: Interesting question. In some ways yes, in some no. At inContact we put a heavy emphasis on
technical skills, which is great for first level entry job, but I am a manager, and I have seen that there
seems to be major lack of people management skills. I work with another manager, as a partner and then
we report to the same boss.
2. Why did you choose to work at inContact?
Answer: I had a couple of friends that work here and they said it was great a great place to work and the
technology was really excellent. I think that is the part I was the most excited about. I have worked here
three years now.
The friends really like the culture, you know they said that the people are really nice, and that it was a
“real” company, with lot of cool progressive elements. We had come from a company with technology
that was really outdated, and we could tell that the company we came from wasn’t really going to go
places, unlike inContact.
3. What knowledge, skills, and abilities do you think are essential to be successful at inContact?
Answer: I think to be successful at inContact you have to be really really selfmotivated. We are growing
so fast and everyone is new and so we don’t necessarily have great detailed descriptions and explanations
for what you need to do each day, mostly probably because we’ve never experienced that problem or
situation before. Every day new things come up. Being able to motivate yourself to get out and get a
solution is a great instrument for success. You just have to be brave and you have to really go for it.
An example the group I manage as a tech success manager is half customer service half account
management those who are motivated by self are able to get up speed quicker and have the ability to start
really performing well here.
4. If you were to hire someone to fill a position within your department, how would you describe the
perfect candidate?
Answer: Someone who came from an account management background, but at a technical company like
a software company where the product they provide is extremely technical. Someone who is motivated.
Honestly, experience outweighs pretty much everything else.
5. How have you been able to adapt to your job’s changing needs?
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Answer: The biggest adaptation would be that you have to get really comfortable with ambiguity. I’m on
my third boss in two years, and so of course, the transition isn’t always smooth, and since I’m a manager,
you have to kind of just go with it. And go with it, because procedure doesn’t really change, it’s almost
like we have have to create and build on what we already have once the personnel changes. Everyone
handles change differently; some people handle people change well but not procedure, or vice versa.
Depends on your personality.
6. What sets your team apart from other teams at inContact?
Answer: My department has to be jackofalltrades; we are one of only departments that has to be that.
We have to be able to do all kind of stuff. billing, invoices, technical things, proactive account
management. I think that people really underestimate what we have to do in my department. I think
there’s always different schools of thought with this, some people like generalization, or specialization, I
think there’s a balance of the two that needs to happen. But in our case right now in my department, I
think some more specialization would be really good.
7. If you could add clarity to your job description or jobs you often hire for, what would you add to
ensure a new hire has a clear picture of the role?
Answer: Thinking of somebody who is outside of inContact and applying for the job, I think the job
descriptions are very lengthy, and we add in a lot of things that have the potential to happen but don’t
happen on a day to day basis with the job. I think we need to just cut a lot of this stuff out and cut down to
more technical aspect and focus.
8. If you were to describe the culture and atmosphere at inContact in a few short sentences, what
would you say? Is there anything you wish you could change about the culture you just described?
Answer: I would say right now today the culture is right now two things: great people, everyone would
say that we’ve definitely got great people, and second, goal confusion. I would say there is major goal
confusion over all. From corporate culture to the daytoday activities in my department. We are sitting
vagueness.
9. What are the most common characteristics or traits that lead to failure here at inContact?
Answer: I would say what leads to failure mainly in my department is not advocating for yourself and
your customers. You cannot just sit there and hope it works out, you have to be a squeaky wheel, and
make sure it actually gets done.
InContact overall needs just needs more transparency from the top to the bottom. We need that bridge.
And we need it to be more clear. We are sitting in a weird place right now with our culture and I think
that really attributes to it in a big way— the fact that we lack transparency.
32. 32
and hearing their ideas, otherwise they will be shy and the managers lose that opportunity to hear new
ideas.
Understanding that, yes, we’ve made a lot of good progress but we’ve got a long way to go, we’ve got
competitors that we need to beat and we need to stay competitive in our market space. We have to
continue working hard to keep our competitive edge.
6. What sets your team apart from other teams at inContact?
Answer: Younger, less experience, willingness to listen do their part, meet expectations, focus and try
new things. Would love to recruit from company’s in a similar space because we have great technology
here. Currently we recruit from universities in the area.
Problems: Sense of entitlement. They don’t want to do it if it’s not fun, but work is work and they really
need to recognize that.
For example: the difference like with working at google, sure google looks really cool, but they expect
you to be working 15 hours a day and for it to be your life, that’s why they can do that
Things need to get done whether or not it’s your favorite thing.
7. If you could add clarity to your job description or jobs you often hire for, what would you add to
ensure a new hire has a clear picture of the role?
Answer: Active problem solvers. Not accepting excuse, finds ways around problems, to make our
product better. It’s bad if they kind of throw their hands up. Engage others, but don’t shirk the
responsibility. Pull others in, but don’t leave it. Find the root cause. Not just putting a bandaid on a
problem, but really getting into the heart of the problem and actually fixing it.
8. If you were to describe the culture and atmosphere at inContact in a few short sentences, what
would you say? Is there anything you wish you could change about the culture you just described?
Answer: There is a funloving culture with incredible technology and tons to learn. Lots of good people
but some improvements like a stronger recognition that we’re in an competitive environment, and we
need to stay competitive because we have got to be profitable.
9. What are the most common characteristics or traits that lead to failure here at inContact?
Answer: Lack of accountability, expecting someone else to solve the problems. Lack of focus not
focusing on accomplishment, we need to remember that it’s not effort, but accomplishment that counts.
Pride unwillingness to listen as a team
Hard work trumps intelligence.
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We need to ask the right questions.
I talked to a guy yesterday.
Story: about how this man that he knows is working on his ability to communicate to others in a foreign
language, and how it’s about more than just knowing the words, but being able to use them in a way that
they mean to the person the same thing that they mean to you.
He believes it’s the same at inContact.
communication: say it in a way that they understand it. Often times here at inContact, two people aren’t
understanding each other. We have all this jargon and difficult speech that really makes it difficult for us
to communicate clearly with each other.
We really need to figure out the exact set of desired skills and behaviors we want as a company, and I
hope that we can ask those questions to that they can hire those specific people.
Interview 7
1. Do you think the behavior your manager expects from you correlates with what behavior you
need to actually be successful in your job? What are some of the similarities and differences?
Answer: The Manager is open. He realizes that the processes are different between countries.
2. Why did you choose to work at inContact?
Answer: There is room to grow. There are lots of things to work on and promotion opportunities to grow
in my career. For a QA Engineer, there are different levels in the company with different types of
technology and we have the opportunity to use the latest technology and learn about new technologies.
We have opportunity to be the most up to date when it comes to technology. I decided to be a manager.
Also, the managers at inContact care about people.
3. What knowledge, skills, and abilities do you think are essential to be successful at inContact?
Answer: We work in a technical area. People need lots of technical knowledge. They develop software
and need technical knowledge with this. Communication is very important since it is a remote office.
They need to work with (the home office) to solve issues. Also, the culture here is different. Employees
here need to speak the language (English) because there are video conference calls with the Salt Lake
office.
4. If you were to hire someone to fill a position within your department, how would you describe the
perfect candidate?
Answer: A good fit for the team, has technical knowledge, and needs to know English.
Also, the candidate should have soft skills, technical skills, and know English especially for senior
positions. Also, potential employees take a technical test.
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Answer: Supervisor and employee behavior needs to be aligned. As an individual contributor, I need to
have the opportunity to present and deliver, offer feedback, and feel confident that disagreeing with
managers’ viewpoints is not held against my performance. For me, I feel like it is like this 100%.
Employees that I manage expect a strong sense of leadership which goes beyond day to day management.
I need to formulate and present a clear path to success.
2. Why did you choose to work at inContact?
Answer: So that I can have the opportunity to have a more direct influence on the success of the company
and for myself.
With inContact being a smaller company, I am excited about being a part of a company with a great
future and I looked at the market and inContact plays a major role in its market.
I have a vision of what needs to happen at inContact. However, for other employees, I have seen mixed
results with a vision of what direction the company is moving towards or wants to move towards. A
significant amount of people are feeling overwhelmed by keeping up with the amount of growth.
3. What knowledge, skills, and abilities do you think are essential to be successful at inContact?
Answer: In no specific order: balance between technical skills, how one handles and reacts to change,
and being selfdriven.
4. If you were to hire someone to fill a position within your department, how would you describe the
perfect candidate?
Answer: Flexibility for employees: They need to create the process or environment to support innovation
and flexibility. At individual level, they have the capacity, but this needs to be better supported by
processes.
5. How have you been able to adapt to your job’s changing needs?
Answer:
1. Have flexibility and latitude to make changes
2. Feels that has the power to integrate these changes and is in right position to integrate these changes.
My position is meant to provide leadership and better align business delivery with best practices. I need to
identify the applicable best practices from the industry and then add personal experience to determine the
best way to integrate the best practices into the organization.
6. What sets your team apart from other teams at inContact?
36. 36
Answer: We are in charge of operations. As such, we have a reputation or understanding of high level of
execution. We are known for getting things done. Also, we are customeroriented and we have a high
degree of technical expertise
7. If you could add clarity to your job description or jobs you often hire for, what would you add to
ensure a new hire has a clear picture of the role?
Answer:
1. There is room for improvement. Processes need to be in place to ensure job description has better
quality and represents expectations.
2. A better description of dependencies with other business functions. In other words: in order to be
successful, who do I depend on or what are the functions needed to do my job?
8. If you were to describe the culture and atmosphere at inContact in a few short sentences, what
would you say? Is there anything you wish you could change about the culture you just described?
Answer: A culture centered around innovation, change, and to some extent teamwork. However,
teamwork needs to be improved.
9. What are the most common characteristics or traits that lead to failure here at inContact?
Answer:
1. This is a company growing so quickly and so much that it needs to have the ability to stay close to core
principles and strengths. If we fail in doing in this, there will be a significant impact.
2. Lack of teamwork and alignment Going back to the concept of lack of teamwork and alignment, we
need to ensure that relevant groups are after the same goals and that there is common understanding of
what we want to achieve. It’s there, but insufficient. On a scale of 110, with 10 being the best, I would
give a rating of 6 for the level of teamwork and alignment.
Interview 9
1. Do you think the behavior your manager expects from you correlates with what behavior you
need to actually be successful in your job? What are some of the similarities and differences?
Answer: Yes, we are doing fits of what we need to be doing so he has high expectations for me to get my
teams on track and having them deliver. My manager expects me to lead more than I do.
2. Why did you choose to work at inContact?
Answer: I cannot remember why I chose to work at inContact since it is been a while. However, the
reason I still work at inContact is because of the team.
37. 37
3. What knowledge, skills, and abilities do you think are essential to be successful at inContact?
Answer: I think it depends on the department, but if you want to get it from an overall aspect from the
whole company, it would be:
Being a team player
Driver
Selfstarter
Kinds of general skill set you need to have in this environment.
4. If you were to hire someone to fill a position within your department, how would you describe the
perfect candidate?
Answer: Being detail orientated, selfstarter and team player.
5. How have you been able to adapt to your job’s changing needs?
Answer: I guess just being flexible, listening to leaders about needs, opinions and life experiences and
kind of holding what we do to what we need currently.
6. What sets your team apart from other teams at inContact?
Answer: I think they are a really fun team, who really like to help each other out. Even if they are not part
of the team, no matter what if someone else needs help, they are willing to do that, I think that causes a lot
of people do want to be part of the team.
7. If you could add clarity to your job description or jobs you often hire for, what would you add to
ensure a new hire has a clear picture of the role?
Answer: I think I would add more details about what the teams are liking and what they are working on
because right now they are just kind of flat, looking for the technical skills, there is not much excitement
or description on what theme they might be actually doing. Essentially, it kind of has like a generic what
inContact works on and then a risking of the skills.
8. If you were to describe the culture and atmosphere at inContact in a few short sentences, what
would you say? Is there anything you wish you could change about the culture you just described?
Answer: I really like what we have here right now. As I said I feel like it is a very fun workplace and
teaming type of environment.
9. What are the most common characteristics or traits that lead to failure here at inContact?
Answer: When someone makes judgment as decisions that have already been made, that seems to really
set away people from the group, if they do not listen and if they have a hard time rapping up on the
technical side. So those things seem to slow people down or not make them successful.
38. 38
Survey Results
1. What top three skills are necessary for you to be successful in your job (i.e., manage change,
navigate ambiguity, etc.)?
Prioritize project future data needs analytical decomposition
Manage, Guide, Adapt
Creativity, Collaboration, Planning.
Adaptability Time management Technical aptitude Ute fandom
adapting to change, time management, problem solving
ability to remain calm despite pressure, thrive in fastpaced environment, ability to communicate
technical issues effectively to all levels of the organization
Forecast Closing Developing People
Interpersonal skills, change management, technical competency
Active listening, effective delegation, and coaching.
Communication, Problem Solving, Perseverance and motivation
Desire to contribute and impact results, drive to overcome obstacles and work through to completion,
ability to work with others through differences to align efforts
39. 39
MultiTask/Prioritize Issues Persistance in asking for the sale Thorough in detail and in uncovering
opportunities
Communications, problem solving, motivation
Sell, project manage, and follow through.
time management, leadership, able to make fast decisions
manage expectations above and below with tact, willing to fight for team members, be able to work on
multiple things at once
1) Critical thinking skills 2) Ability to work independently as well as part of a team 3) Emotional
intelligence
Innovative, manage change and be updated always of the new trends related to my profession
2. What top three personality traits are necessary for you to be successful?
Active Listener Objectivity Logical analytical thinker
Cooperative, Intelligent, Logical
Creativity, Integrity,
Confidence Clarity in communication Detailed planning
Innovative, adaptable, systematic
positive attitude, real desire to make a difference, real investment in being successful
Motivated Dominate Personality Teacher
Positive outlook, willingness to communicate directly, curiosity
Empathy, selfmotivation, organized
lively, responsive and sociable
Positive attitude, work effort focused on results rather than effort, listening skills
DetailOriented Driven StrongWilled
Lively, responsive and sociable. (would also consider adaptable as a 4th option)
Driven, organized, and coachable.
40. 40
personable, strong, direct
Independent, dedicated, observant
1) Dependable/Reliable 2) Precise 3) Confident
Flexibility, partnership, diligence
3.What would you say effective employees do that ineffective employees do not?
Have a personal interest and sense of responsibility towards work RThirst for knowledge and
improvement recognizes contribution and feels a sense of accomplishment
They are able to present material in a way that is both intelligent and clear.
Plan and execute
Adapt well Effectively manage their time Cheer for the Utes
I think effective employees have the ability to block out distractions to focus on the task at hand. If
interrupted, they have the ability to see the quickest path to resolution in order to get back on task.
get things done despite challenges get to know the people and platform, figure things out on their own
Don't take no for an answer...
Remaining curious and always learning about everything in the business
Time Management and Prioritization
Effective employees are able to adapt to the situation or day to day activities. As inContact has grown
in leaps and bounds, we have a handful of employee's that have help excel the growth. Ineffective
employees hate changes, they fight changes or resist.
Own issues and drive them to completion, accept no excuses, work hard to accomplish rather than
work to the clock, get along well with others and accept differences of opinion.
If a sale doesn't come through or someone isn't hitting numbers, it's not a time to mope, it's a time to
figure out what you're doing wrong and take aim in correcting what went wrong. Don't be afraid to get
back up again.
Effective employee's are able to adapt to the situation or day to day activities. As inContact has grown
in leaps and bounds, we have a handful of employee's that have help excel the growth. Ineffective
employee's hate changes, they fight changes or resist.
project manage and proactive in communication.
effective employees are able to manage their time and better prioritize tasks. Effective employees can
adapt to change.