Advice for Employers and Recruiters
16 tips for employers hiring a large number of customer service candidates
When hiring dozens or even hundreds of candidates for customer service roles, including call center positions, employers need a robust and efficient recruitment strategy. These roles require strong communication skills, empathy, problem-solving abilities, and the capacity to handle high-pressure situations. Employers can start by creating clear and detailed job descriptions that highlight these essential skills and using applicant tracking systems (ATS) to filter candidates based on relevant experience. Pre-employment assessments that test typing speed, listening skills, and scenario-based problem-solving can help quickly identify top candidates. Utilizing job boards like College Recruiter, which specializes in connecting early career talent with opportunities, can broaden the pool of qualified candidates, particularly for entry-level roles.
For large-scale hiring, hosting virtual or in-person hiring events specifically targeting customer service and call center roles can be highly effective. Group interviews, role-playing exercises, and simulation assessments can evaluate candidates’ ability to handle real-world scenarios, such as managing customer inquiries, de-escalating difficult situations, or following scripts efficiently. Structured interviews with behavioral and situational questions can provide insights into how candidates approach common call center challenges, such as maintaining a positive attitude during back-to-back calls or navigating customer management software. Once candidates are hired, a well-structured onboarding process that includes training on systems, product knowledge, and customer interaction techniques ensures new hires are ready to deliver excellent service from day one.
We reached out to 16 hiring experts to get their suggestions for employers who are hiring a lot of students, recent graduates, and other candidates early in their careers for customer service roles.
- Never Conduct Back-To-Back Interviews Without Breaks
- Assess Recovery From Failure
- Leverage Data To Optimize Hiring Pipeline
- Streamline Onboarding Process
- Focus On Quality Over Speed
- Hire Based On Performance, Not Personality
- Don’t Overlook Cultural Fit And Soft Skills
- Prioritize Attitude And Train For Skill
- Conduct Group Interviews To Save Time
- Test For Learning Agility
- Focus On Cultural Fit And Attitude
- Test Candidates With Real-World Scenarios
- Avoid Unnecessary Steps In Hiring Process
- Prioritize Personality And Communication Skills
- Prioritize Clear And Fast Communication
- Look For Skills And Experience
Never Conduct Back-To-Back Interviews Without Breaks
When I was tasked with hiring 25 customer service representatives within a three-month window at our wedding gown preservation company, I learned one crucial lesson: never conduct back-to-back interviews without breaks.
In my eagerness to fill positions quickly, I initially scheduled interviews in 30-minute blocks throughout the day. By the fourth interview, I noticed my energy dropping and realized I was comparing candidates to each other instead of evaluating them against our company standards.
I immediately restructured our hiring process to include 15-minute breaks between each interview and limited interviews to four per day. This change led to a 40% improvement in our retention rate for new hires, as I was able to better assess each candidate’s genuine customer service capabilities.
The most successful hire from that period was Sarah, who might have been overlooked in our previous rapid-fire interview process. During our unhurried conversation, I noticed her natural ability to turn negative situations into positive ones – a skill that became invaluable when handling concerned brides about their preserved gowns.
My actionable advice: Schedule no more than 4-5 interviews per day, with mandatory 15-minute breaks between candidates. Use this time to make notes, reset your mindset, and approach each new interview with fresh energy and perspective.
This approach might seem like it slows down the hiring process, but it actually speeds up finding the right candidates and reduces costly turnover in the long run.
Joshua Jones, Director of Customer Experience, Trusted Wedding Gown Preservation
Assess Recovery From Failure
Assess how they recover from failure. Customer service agents are on the front lines when conflict and surprises happen at the worst time—when customers are emotional. No matter how perfect a candidate’s resume may be, they will face things they didn’t prepare for. It could be misquoting pricing on a call or handling an escalated situation where the customer is upset. Even the best hire will make a mistake and it’s important to know how they’ll respond when they do.
During the interview ask the candidate to tell you about a time they made a mistake and what they did afterward. Listen to their tone, attitude, and level of ownership to their mistake. Someone who takes responsibility, pivots quickly, and works towards a solution will do well in a high-pressure job.
Cassie Downing, Director of Customer Experience, 3 Men Movers
Leverage Data To Optimize Hiring Pipeline
If you are hiring for a high volume of customer service candidates one thing you should most definitely do is to LEVERAGE DATA to OPTIMIZE YOUR HIRING PIPELINE. This includes measuring important metrics along the way, like time-to-hire, cost-per-hire, and candidate satisfaction.
With this data, you can spot bottlenecks, optimize workflow, and enhance the overall candidate experience. So my tip is to identify the stage of the process with a high drop-off rate and check to understand why it is happening and revise it.
I’ve seen first-hand how data can make a world of difference. In our HR case, we were in a long hiring process that was losing us great candidates. If we zoom in on our data, we found out that the interview scheduling phase was the biggest bottleneck. Implementing automated scheduling allowed us to cut out 20% of our time to hire while also improving candidate satisfaction metrics drastically. It’s really just a matter of making smart decisions and iterating on your hiring process.
Matt Harrison, SVP of Product and Client Experience, Authority Builders
Streamline Onboarding Process
Optimizing operational efficiency has been crucial, especially when handling various client demands. In the context of hiring high-volume candidates for customer service roles, one key strategy is streamlining the onboarding process. This involves creating customizable training modules that can be easily adjusted to meet specific skill sets and roles, accelerating the training time and reducing costs.
Another effective approach is leveraging technology to manage and predict staffing needs better, ensuring that fluctuating demand in customer interactions doesn’t impact service quality. When managing operations at Red Logistics, data analytics played a crucial role in predicting peak periods and adjusting staffing accordingly. In a customer service setting, utilizing similar technology to forecast call volume or support requests can help allocate resources effectively and ensure adequate coverage, minimizing wait times and improving customer satisfaction.
Orestes Espinoza, Insurance Advisor, Allied Insurance Group
Focus On Quality Over Speed
I’ve seen firsthand how hiring at scale for customer service roles can make or break a company’s ability to deliver great experiences. One mistake I see too often? Focusing only on speed instead of quality.
Yes, high-volume hiring means moving fast, but skipping key steps—like proper screening for soft skills—can lead to high turnover and poor customer interactions. One thing we do is incorporate realistic job previews early in the process. Instead of just asking candidates about their experience, we give them a short, simulated customer scenario to see how they respond under pressure. This helps us find people who are not just technically qualified but who have the patience, empathy, and problem-solving skills needed to succeed.
Another key move? Automating where it makes sense—like using AI-driven pre-screening questions—while keeping human touchpoints in final interviews. A chatbot can assess basic qualifications, but it takes a real conversation to gauge cultural fit and emotional intelligence.
Bottom line: Don’t sacrifice quality for speed—a little extra effort upfront leads to better hires and lower attrition in the long run.
Hire Based On Performance, Not Personality
I’ve hired and managed dozens of customer service reps to handle thousands of new parents looking for product recommendations. High-volume hiring comes with a lot of challenges.
Hiring based on personality instead of real performance is a mistake. So many companies think a friendly attitude is enough. It’s not. Customer service is about patience, problem-solving, and efficiency. A rep who can handle 30 tickets per hour is more valuable than someone who’s charming but only clears 10. The best way to hire is to give candidates a real task, like responding to an actual customer issue. See who gets it done fast and correctly.
Retention matters more than quick hiring. Hiring 50 people means nothing if 30 quit in a month. A strong pay structure and a simple, repeatable process keep people around. Even a $2 hourly raise makes a difference in keeping trained employees. Less turnover means fewer headaches, better customer service, and lower hiring costs.
Zarina Bahadur, CEO and Founder, 123 Baby Box
Don’t Overlook Cultural Fit And Soft Skills
One thing employers should not do when hiring high-volume candidates for customer service jobs is overlook cultural fit and soft skills in favor of just filling seats quickly. While it’s tempting to focus on speed and basic qualifications during large-scale hiring, customer service roles demand patience, empathy, and effective communication—qualities that aren’t always evident on a résumé.
I’ve seen companies rush the process, only to face high turnover and poor customer interactions down the line. Instead, incorporating quick but thoughtful behavioral assessments or scenario-based interviews can reveal how candidates handle real-life customer challenges. Even in high-volume situations, taking the extra step to gauge a person’s emotional intelligence and adaptability pays off—leading to better service outcomes and longer-term retention.
Patric Edwards, Founder & Principal Software Architect, Cirrus Bridge
Prioritize Attitude And Train For Skill
We prioritize hiring for attitude and training for skill, especially by offering apprenticeship programs. Customer service reps in this field need to be patient, empathetic, and able to reassure customers dealing with stressful infestations. A candidate with strong communication skills and a problem-solving mindset can learn the technical aspects of pest control through structured on-the-job training and mentorship programs.
By implementing an apprentice program, companies can develop knowledgeable, skilled employees who understand both customer service and industry-specific solutions. Employers should avoid neglecting cultural fit in favor of speed. When hiring at scale, it’s tempting to prioritize filling positions quickly, but rushing the process can lead to high turnover and poor customer interactions.
Investing in apprenticeships not only builds a pipeline of well-trained employees but also improves retention by giving new hires a clear career path within the company. Taking the time to assess personality, problem-solving abilities, and long-term potential ensures a stronger, more reliable customer service team in the long run.
Jason Napolski, President & CEO, A-Tex Pest Management Inc.
Conduct Group Interviews To Save Time
Employers conducting high-volume hiring for customer service jobs must conduct group interviews to save time and evaluate interpersonal skills in a dynamic setting. Customer service requires strong communication, quick thinking, and the ability to work well under pressure. A group interview allows hiring managers to see how candidates interact, handle unexpected questions, and engage with others in a professional setting. It is one thing to look good on a resume, but in customer service, how someone speaks, listens, and responds matters just as much. Observing multiple candidates at once makes it easier to spot those who naturally take initiative, show patience, and adapt to different personalities. This process speeds up hiring and helps identify the right people who can handle actual customer interactions with confidence.
Daniel Roberts, Chief Executive Officer, Lava Roofing
Test For Learning Agility
Test for learning agility. Customer service roles demand quick adaptation to new tools, processes, and shifting customer needs. Instead of just reviewing past experience, design hiring tests that challenge candidates to solve problems or learn skills rapidly, revealing their potential to grow and perform well.
Learning agility is critical in high-volume customer service hiring because these positions require employees who quickly understand and apply new information. During interviews, evaluate learning skills through practical scenarios that mirror real customer service challenges. Present candidates with complex situations, such as handling an unfamiliar product complaint, and observe how they gather information, ask smart questions and develop effective solutions.
Top candidates process updates quickly, implement them effectively, and continuously improve their performance. By assessing this skill, employers can identify motivated team members who will reduce staff turnover and build a flexible support team. The hiring process should focus on professionals who excel in dynamic work environments, finding individuals who grasp new technologies, adapt to workflow changes, and manage diverse customer interactions with minimal additional training. The result is an efficient recruitment strategy that prioritizes potential and adaptability, creating a strong, responsive customer service workforce.
Joseph Passalacqua, Owner & CEO, Maid Sailors
Focus On Cultural Fit And Attitude
When I hire for customer service roles in my flower shop, I focus more on a candidate’s cultural fit and attitude than on their experience alone. In places where celebrations are a big deal—think weddings and birthdays—the way my team mixes with customers can make or break their experience.
Training someone to arrange flowers or manage a cash register is manageable, but what’s tougher is teaching someone to naturally radiate warmth or to genuinely prioritize the customer’s needs. During busy times like Valentine’s Day or Mother’s Day, who I choose to bring on board is a decision I take very seriously. Initially, I used to hire based mostly on speed and availability. Unfortunately, that usually led to a team that, even though being quick, just didn’t connect well with our customers. This oversight was something that didn’t just affect individual transactions; it hit our store’s reputation hard.
I start assessing a candidate’s attitude right from the get-go. I’ve found that letting them have a trial shift to use customers directly tells me more than any resume ever could. Plus, I make it clear to all new hires that their job is about more than transactions; it’s about improving the customer’s entire experience.
I’ve learned the hard way that rushing to fill positions is a bad move. Making a less-than-perfect hire can cost more in lost customer satisfaction than spending another day to find the perfect match. Being meticulous in picking who represents our store will make sure that each employee is a positive extension of our values.
David Mitchell, President, Mitchell’s Orland Park Florist
Test Candidates With Real-World Scenarios
One of the biggest mistakes employers make when hiring a high volume of customer service reps is rushing the process just to fill seats. It’s easy to think, “We need people now,” but bringing in the wrong hires costs more in the long run. A weak customer service team can sink your reputation fast. Instead of just screening for basic communication skills, test candidates with real-world scenarios. We give applicants mock customer issues—shipping delays, customs problems, upset clients—and watch how they react. Some crumble under pressure, others shine. It’s the best way to see who can handle the actual job. If someone struggles in an interview, they won’t last when a customer’s belongings are stuck at port, and emotions are running high.
Hugh Dixon, Marketing Manager, PSS International Removals
Avoid Unnecessary Steps In Hiring Process
Extensive application processes, rounds of interviews and prolonged decision-making frustrate candidates and cause them to jump ship to competitors with much speedier processes.
So my tip is to avoid unnecessary steps to get to the final offer. The key is to look for their FUNDAMENTAL SKILLS (communication, problem-solving, empathy), to get a sense of their personality and outlook, and then to get them going ASAP.
Instead of a traditional cover letter, for example, think of a short questionnaire that looks for relevant experience and behavioral questions. Three rounds of interviews may need to be cut down to one or two thorough interviews, particularly for experienced reps.
Their past performance should say a lot. Streamlining the process saves time and resources; it also demonstrates to candidates that you value their time and want to collect them the sooner the better.
Earlier in my career, we introduced a one-way video interview as an early screening step in our hiring process for customer service reps. This meant candidates could record their audio responses at their convenience and it freed up our hiring managers to focus on the strongest candidates. We made a 15% decrease in time-to-hire and a 10% increase in candidate satisfaction. Everyone involved comes up ahead, so it’s a win-win.
Marc Hardgrove, CEO, The Hoth
Prioritize Personality And Communication Skills
The single most important thing when hiring for this type of job is to prioritize personality and communication skills over any technical experience.
Most people who care and communicate clearly can be trained on most systems and products, but you can’t easily teach empathy or a customer-first mindset.
Now, one of the biggest challenges employers face, especially small business owners, is going from handling all customer service themselves to building a team for that.
If you’re worried about letting go of control, know that when you finally find the right person, they’ll not only maintain your service quality but improve it because they can dedicate full attention to customers while you focus on growing the business.
Make sure to document everything with clear SOPs and record videos with software like Loom to demonstrate workflows.
And ultimately, you’ll have to accept that no one will do things exactly as you, and that’s okay. Around 80% of action like how you do it is good enough in most cases. Perfection is the enemy, so don’t fall for it.
Rinea Blanchard, Owner, Superior Contract Cleaning
Prioritize Clear And Fast Communication
Employers hiring high-volume customer service candidates should prioritize clear and fast communication throughout the hiring process. Many candidates apply to multiple jobs at once, and delays in responses or unclear next steps can lead to lost talent. Sending quick follow-ups, offering instant interview scheduling, and providing a timeline for decisions keep candidates engaged and reduce the risk of drop-off.
One mistake to avoid is placing too much emphasis on prior experience instead of trainable skills. Some of the best customer service employees come from non-traditional backgrounds, but rigid experience requirements can unnecessarily shrink the talent pool. Instead, employers should focus on assessing qualities like patience, adaptability, and problem-solving through behavioral questions or real-life customer service simulations. A strong training program can teach product knowledge, but soft skills are much harder to instill.
Hamzah Khadim, CEO & Co-Founder, Patient Logik
Look For Skills And Experience
One tip I have is to look for skills and experience, rather than the caliber of education. Skills-based hiring leads to more high-potential employees because it cuts the onboarding time by at least half and lets people take initiative to grow and lead from the first day. Granted, every company has their own culture and customized working tools that recruits need to be trained on, but if they already have the basic and some advanced skills required to do the job they are hired for, there is less need for hand holding. In my company, interaction with clients is 90% of the job, so I looked for people who understood the tone and philosophy of the company for such engagement and I find this leads to more positive feedback and longer client relationships.
Manasvini Krishna, Founder, Boss as a Service
