That's because most sales/support processes, at some point, still involve some kind of human interaction with your staff, and even the most reasonable customers expect a certain standard of assistance.
So, if your people will always be your greatest resource, how do you find, and keep, quality employees?
Veteran entrepreneur Alan Hall has honed his own selection criteria over four decades into positive attributes he likes to call “the seven Cs” – competent, capable, compatible, commitment, character, culture and compensation.
“Does the potential employee have the necessary skills... to successfully complete the tasks you need performed?” he asks in an article on the Forbes website.
“Will this person complete not only the easy tasks but will he or she also find ways to deliver on the functions that require more effort and creativity?”
“Can this person get along with colleagues, and... can he or she get along with existing and potential clients and partners?” he continues.
“Is the candidate serious about working for the long term? Does the person have values that align with yours?”
According to Hall, every business has a unique culture, and warns that workers who don’t reflect this “tend to be disruptive and difficult”.
He also advises that, as the employer, you should ensure the person hired “is satisfied (in monetary terms) with what is offered”.
Robert Bradford, president and CEO of Michigan's Centre for Simplified Strategic Planning (CSSP), has a simplified approach towards finding people with the prized septuplet of Cs.
“People want to feel that they are special and that their jobs are special,” he says on the CSSP website. “This is the single most important point any company should consider when deciding how to attract, develop and retain employees.”
“Rewards – whether monetary or not – for performance that is consistent with your strategies are extremely powerful tools for creating alignment between your employees’ motivations and the strategic direction of the company.”
“In addition, failing to reward performance can be a serious demotivator for the best employees, and can contribute to a feeling of dissatisfaction.”
Psychologist and entrepreneur Eve Ash, on the other hand, says a common mistake is to solely focus on the skills required for a role, which she calls “a shortcut to failure”.
“When there is a disconnect between the skills and the attitude required, cracks start to appear,” she says in an article on the Smart Company website.
“In my experience, the companies that consider their staff its biggest asset, and make hiring great people a core component of their business, become great companies.”
“The realisation is now sinking in that a positive and energetic workplace is as important as a great product or service.”