19 tips for employers hiring business and consumer services workers

One of the most popular occupational fields for college and university students and recent graduates is business and consumer services. There are many jobs that fall under this broad category, including customer service jobs such as guest service workers in hotels and call center workers.

In some ways, the hiring of these workers has changed massively over the past few years such as the rapid increase in the percentage of employers using pre-employment and even pre-application, online assessments. But, in other ways, little has changed in decades. To help employers better hire these employees, we contacted 19 hiring experts to get their tips for identifying and nurturing talent, including focusing on skills and competencies over mere qualifications.

• Focus on Skills and Competencies
• Provide Clear Career Paths
• Offer Structured Mentorship Programs
• Prioritize Communication Over Technical Skills
• Implement Robust Onboarding Programs
• Value Willingness to Learn
• Highlight Growth Opportunities
• Seek Diverse Skill Sets
• Have Candidates Teach You Something
• Host Day-in-the-Life Experiences
• Assess Problem-Solving Abilities
• Partner with Universities and Schools
• Offer Flexible Work Arrangements
• Prioritize Curiosity in Recruitment
• Focus on Potential, Not Experience
• Showcase Mission and Growth Opportunities
• Emphasize Inclusivity in Hiring Practices
• Use Role-Playing in Interviews
• Prioritize Soft Skills Assessments

Focus on Skills and Competencies

To find the best team players in early career hiring, let go of rigid job requirements like 2-4 years of experience. Instead, focus on the skills, competencies, and unique perspectives candidates bring. Train hiring managers to recognize and address unconscious bias, ensuring you hire the best talent rather than creating groupthink. Don’t search for a “perfect match”—look for diverse experiences that add innovation and uniqueness to your team. Ask what challenges candidates have overcome and what they’ve achieved beyond traditional markers like grades and organizations.

Michelle Jolivet, CEO and Founder, DEI Recruiting and Consulting

Provide Clear Career Paths

Before you hire, ensure you have a path for these folks to follow. Many who are early in their careers want to see the journey they can walk toward growth. Be clear during the process what the expectations are for the role upon hire, what success looks like, and where they can go once they are knocking it out of the park. They may never get there, but most young people want to know there’s an option if they want to go after it.

Kerri Roberts, Founder & CEO, Salt & Light Advisors

Offer Structured Mentorship Programs

From my experience building PR teams, I’ve noticed that offering structured mentorship programs really attracts promising business service candidates early in their careers. When we launched our 6-month shadowing program where new hires work directly with senior team members, our entry-level retention jumped from 60 to 85 percent. I recommend creating formal learning opportunities rather than just throwing new hires into the deep end—it takes more time up front but pays off hugely in finding and keeping great talent.

Justin Mauldin, Founder, Salient PR

Prioritize Communication Over Technical Skills

Too many companies make their early-career hiring decisions based solely on technical skills. After running client services teams for over a decade, we’ve found that communication abilities matter far more than technical prowess for entry-level roles. Our best performers often started with limited business knowledge but excelled at breaking down complex topics for clients.

We revamped our hiring process to focus heavily on communication screening. During interviews, candidates explain a challenging concept from their field to someone outside the industry. For customer service roles, we present them with difficult client scenarios and evaluate their response approach. One candidate with a psychology degree and retail experience outshone business graduates by showing remarkable empathy and clear communication in these exercises.

This shift in priorities has improved our client satisfaction scores significantly. Our newer hires now receive positive client feedback within their first month, compared to the previous three-month average.

We’ve also noticed that team members hired for their communication strengths pick up technical skills more quickly because they’re not afraid to ask questions and seek guidance. While technical skills can be taught, the ability to build rapport and explain complex ideas clearly is much harder to develop.

Marc Hardgrove, CEO, The Hoth

Implement Robust Onboarding Programs

To improve early career hiring in business/consumer services, my top suggestion would be to institute a robust onboarding and continuous professional development program. In my experience, a strong start and consistent growth opportunities significantly influence a new recruit’s effectiveness and job satisfaction. For instance, we have a system prioritizing comprehensive role-specific training from day one, coupled with ongoing workshops to enhance sales, customer service, and product knowledge. Furthermore, offering early exposure to customer interaction builds their confidence, understanding of consumer behavior, and industry-specific nuances from the get-go. Regular feedback sessions, acknowledging their efforts, and clarity in growth paths are other game-changers that have worked phenomenally well for us.

Linda Moore, Head of HR, Slipintosoft

Value Willingness to Learn

To improve early career hiring in business or consumer services, create a nurturing culture where willingness to learn is as highly valued as experience. I found that hiring for attitude and aptitude can often be more beneficial than hiring solely based on resume prowess. For example, we once hired a recent graduate for a key position, who initially seemed under-qualified.

However, her drive for knowledge and adaptability made her an asset as she quickly grasped the business insights, bringing in creative solutions for e-commerce challenges. Companies, especially in the rapidly evolving business services sector, would greatly benefit from looking past conventional hiring practices. This allows them to tap into raw potential and mold early-career professionals into future industry leaders, paving the way for dynamic, innovative, and resilient teams.

Mark Agnew, CEO and Founder, Eyeglasses.com

Highlight Growth Opportunities

I think employers looking to improve early-career hiring for business/consumer services should focus on highlighting growth opportunities and transferable skills during the recruitment process.

Early-career candidates often prioritize roles where they can learn and grow, even if they don’t have extensive experience in the field yet.

For example, when I was hiring for a customer service associate position, I revamped the job description to emphasize the potential for career advancement within the company. I included real examples of employees who had started in similar roles and moved into leadership or specialized positions.

During interviews, I asked open-ended questions about their long-term career goals and shared how the role could align with their aspirations.

This approach helped us attract ambitious candidates who were eager to invest in their own development while contributing to the team. It also improved retention, as those hired felt more connected to the company’s vision and their future within it. Focusing on growth makes a huge difference!

Timothy Lamb, Executive Director, TISOH

Seek Diverse Skill Sets

I’ve learned that looking beyond traditional business degrees and focusing on candidates with diverse skill sets, especially those with both technical and people skills, has transformed our customer service team. Recently, we hired someone with a psychology background who had taught themselves data analytics, and they’ve brought fresh perspectives to how we handle customer interactions while also improving our service metrics.

John Cheng, CEO, PlayAbly.AI

Have Candidates Teach You Something

Have them teach you something.

When I was a professor, I learned that teaching is the fastest way to reveal someone’s depth of understanding and their ability to communicate clearly.

Most hiring processes are stuck in a tired cycle: employers ask, candidates answer, and everyone walks away having learned nothing. If you want to hire early-career candidates who can handle real-world challenges, stop asking generic questions and make them show you what they know.

In every first interview, I ask candidates to walk me through a project they’ve completed and are proud of—step by step, like I’m the client. For example: “You worked on a team to launch a new product? Great. Tell me exactly what you did, what role you played, and how you knew it worked.” I want to hear the details: challenges, decisions, results. If they can explain it clearly, it’s a sign they’ll be just as effective with clients and teammates.

A hire who can own and articulate their ideas is a hire who will drive your business forward.

Peter Lewis, Chief Marketing Officer, Strategic Pete

Host Day-in-the-Life Experiences

I recommend hosting “Day-in-the-Life” immersive experiences where candidates spend a day observing your business/consumer services operations. This gives them a better understanding of the role and allows you to see how they interact with teams and adapt to dynamic environments. For instance, you can have them shadow a customer service representative, participate in team meetings, and observe interactions with clients.

This approach helps candidates get a real sense of the job duties and culture within your company. It also allows you to evaluate their skills and potential for growth. As per LinkedIn’s Global Talent Trends report, 96% of professionals say that learning and career development are key factors when considering a job offer.

This experience also allows candidates to ask questions and gain insights from current employees, helping them make an informed decision about their career path. It creates a positive and engaging hiring process that reflects your company’s values and commitment to employee development. As a result, this approach can lead to more successful hires who are motivated and aligned with your organization’s goals.

Max Avery, Chief Business Development Officer, Digital Family Office

Assess Problem-Solving Abilities

To enhance early-career recruitment in business or consumer services, reduce dependence on resumes, and concentrate on candidates’ thought processes and problem-solving abilities. Some of the top candidates might lack extensive experience, yet they offer curiosity, innovative ideas, and a readiness to engage and acquire knowledge. Consider implementing task-oriented interviews or cooperative activities that replicate the challenges of the position; it’s a more effective method to evaluate their potential contributions. 

Early-career candidates also want to know they’re joining a company where they can grow, so make it clear how you’ll support their development and give them room to make an impact. It’s about attracting the right mindset, not just checking boxes on a job description.

Cody Jensen, CEO & Founder, Searchbloom

Partner with Universities and Schools

Employers can suggest and improve their hiring of early-career business and consumer services employees to establish stronger partnerships with regional universities and vocational schools. Since these colleges have many promising, able-bodied candidates eager to begin a career, insight into the specific needs in the industry may be lacking. Employers can reach these schools through internships, job shadowing, and even collaborative projects that offer practical exposure to students while evaluating their potential in upcoming positions.

For example, a company might offer a tailored internship program where students gain practical experience in customer service or business management. By working directly with students, employers can evaluate their skills, work ethic, and cultural fit before extending full-time job offers. This helps fill positions in a relatively short period and also smooths out the transition from education to full-time employment.

Employers should also focus on providing mentorship programs for early-career candidates. This will pair new hires with experienced employees to accelerate their learning curve, improve retention, and build loyalty. Through such initiatives, employers can develop a pipeline of skilled, committed talent for the future.

Rich Fox, President & CEO, Ardent Learning

Offer Flexible Work Arrangements

Flexible work arrangements hold significant appeal for early-career candidates, especially in the business and consumer services fields. An interesting angle is to offer “Results-Only Work Environments” (ROWE). This approach doesn’t just focus on allowing remote work or flexible hours; it emphasizes outcomes over time spent on tasks. Employees have the autonomy to manage their schedules as long as they meet their performance goals and deadlines. This framework is not only attractive to young professionals looking for work-life balance but also enhances productivity and accountability, as team members are clear about what is expected of them.

Implement weekly progress check-ins instead of rigid daily reports. This encourages ownership of tasks and gives new hires the confidence to innovate within their roles. It also demonstrates trust, a crucial factor for onboarding young talent. Pair this with a robust digital communication platform to facilitate seamless collaboration, ensuring team members can engage and coordinate effectively regardless of where they are working. Investing in the technology to support this flexibility isn’t just about convenience; it’s a strategic move to foster a modern, dynamic work culture that resonates with early-career candidates seeking meaningful and adaptable job experiences.

Jean Chen, COO & CHRO, Mondressy

Prioritize Curiosity in Recruitment

One vital strategy I would recommend for employers in business/consumer services aiming to improve their early career hiring is to prioritize “curiosity” as a key trait in the recruitment process. I have found that early-career individuals, who demonstrate a strong inquisitiveness, tend to experiment, learn and adapt faster than their counterparts. They’re the ones willing to explore and implement innovative ideas, proving to be significant assets to the company. 

For example, when hiring for my platform, I’ve seen curious team members challenge traditional processes, leading to the creation of more efficient systems, elevating customer satisfaction levels. Hence, fostering an environment that encourages and rewards curiosity may substantially expedite an organization’s growth in the competitive business/consumer service industry.

Nick Drewe, Founder & CEO, Wethrift

Focus on Potential, Not Experience

We’ve transformed our early-career hiring by focusing on potential rather than experience. The standard approach of seeking candidates with years of experience means overlooking sharp, adaptable talent who could excel with the right training.

We replaced traditional interviews with hands-on project assessments that reflect actual client work. When hiring junior account managers, candidates work through a sample SEO campaign scenario. One recent hire with no agency background showed exceptional problem-solving skills during this assessment and now manages our highest-revenue client portfolio.

After implementing this approach, our early career retention rate increased from 60% to 85%. We’ve also found that pairing new hires with experienced team members for their first 30 days has cut our typical ramp-up time in half. This structured mentorship gives new talent the foundation to contribute meaningfully from the start.

While many candidates might stumble through traditional interviews, giving them real problems to solve reveals their true capabilities.

Matt Harrison, Vice President of Global Operations, Authority Builders

Showcase Mission and Growth Opportunities

You know, as the workforce evolves and we see that “Silver Tsunami” of retiring boomers across industries, employers are realizing just how critical it is to build a strong pipeline of early career talent. And when you’re talking about business and consumer services roles, you’re dealing with a candidate pool that has some unique expectations and priorities.

What we’ve found, both in our work with government agencies and in conversations with our expansive network of HR leaders, is that these early career candidates are looking for more than just a paycheck. They want to work for organizations that have a clear mission and purpose, that value their contributions from day one, and that offer real opportunities for growth and development. Employers who can authentically showcase those attributes are the ones winning the war for talent.

A great example is what we’ve seen with some of our public sector clients who are hiring for citizen-facing roles. Instead of just posting a generic job description, they’re creating compelling content that highlights the impact of the work, the innovative projects team members get to take on, and the collaborative culture. They’re leveraging social media and digital platforms to meet candidates where they are. And they’re backing it up with robust onboarding, mentorship programs, and clear career pathways.

So my advice to employers looking to attract top early career talent in business and consumer services? First, get crystal clear on your employee value proposition. What sets you apart and why should candidates choose you? Then, infuse that message into every touchpoint of your candidate experience, from your job postings to your interviews to your offer process. Showcase your current employees’ stories and successes. And most importantly, make sure you’re walking the talk by investing in your people and your culture. That’s how you’ll build a sustainable talent pipeline for the long haul.

Michael Hurwitz, President/Co-Founder, Careers in Government

Emphasize Inclusivity in Hiring Practices

Employers should actively work to attract diverse candidates by emphasizing inclusivity in their job postings and hiring practices. A diverse team brings fresh perspectives that are particularly valuable in consumer-focused industries, where understanding and meeting the needs of a broad customer base is essential. To improve early career hiring, employers can take specific steps to make their hiring processes more inclusive and appealing to a wider range of candidates.

One effective approach is to use inclusive language in job descriptions. Phrases that welcome candidates from all backgrounds, emphasize a commitment to diversity, and avoid unnecessary jargon or overly rigid qualifications can make postings more approachable for a broader audience. Additionally, highlighting company initiatives that support diversity, such as employee resource groups or mentorship programs, can demonstrate a tangible commitment to inclusivity.

Employers should also broaden their recruitment channels to reach underrepresented groups. Partnering with universities, community organizations, or diversity-focused job boards ensures access to a wider pool of talent. Using blind resume reviews or structured interviews can help minimize unconscious bias and ensure candidates are evaluated based on their skills and potential.

Inclusivity in early career hiring benefits both employers and employees. Diverse teams are better equipped to solve problems creatively and connect with diverse customer bases, driving success in business and consumer services. Employers who prioritize inclusivity will not only build stronger teams but also position themselves as leaders in fostering innovation and equity.

Sean Smith, CEO & ex-Head of HR, Alpas Wellness

Use Role-Playing in Interviews

I’m a big believer in role-playing. If you want to know how your future employees will perform, simulate a real-world situation during the interview process. Present a scenario and act it out with your team. While role-playing isn’t for everyone, it’s a powerful skill that helps identify candidates who truly stand out and are ready for the challenges of the role.

Brianna Rooney, CEO, The Millionaire Recruiter

Prioritize Soft Skills Assessments

In my experience, employers often overlook the most valuable asset in early career hires for business/consumer services: their uncanny ability to decipher the most intricate office coffee machine settings. Seriously though, beyond that crucial skill, I’d suggest employers prioritize soft skills assessments. Can they articulate their thoughts clearly? Do they possess the emotional intelligence to navigate challenging customer interactions? Can they sell ice to Eskimos (metaphorically, of course)? These intangible qualities are often more predictive of success in this field than a perfect GPA or a laundry list of irrelevant extracurriculars.

Khrystyna Franchuk, Head of Growth, Generative AI Expert, Elai