Director Customer Service Interview Questions


Director Customer Service interview questions shared by candidates

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Henry Schein
Director, Customer Services & Technical Support Call Center Operations (Software) was asked...12 March 2016

“What’s the difference between a manager and a leader?”

2 Answers

A manager gives orders, tells you what needs to be done and manages your progress where as a leader inspires, nurtures your strengths, and assist you in improving your weaknesses Less

A manager gives orders, tells you what needs to be done and manages your progress where as a leader inspires, nurtures your strengths, and assist you in improving your weaknesses Less


Tell me about yourself?

1 Answers

How would you cope with the pace of the company?

Langoor Digital

About past experience, how will i contribute to this company

1 Answers

Gave examples and spoke about my ambitions

U.S. General Services Administration

What do you find as the most difficult challenge facing a Government Manager today?

1 Answers

As a mid-level manager, I recognize there is more teleworking occurring which increases the difficulty of holding individuals accountable. As more virtual employment occurs the more difficult management will have to keep employees engaged and motivated. Even more, as budget are shrinking it becomes that much harder for managers to regularly engage with there staff. Less


What would your boss say are your weaknesses?

1 Answers

The in-person interviewer grossly misinterpreted my answer and proceeded to grill me about my 'weakness' (I said I struggle not taking criticism personally which he took as 'you take criticism personally and you're an emotional woman'), outlining all the reasons I wasn't a good fit for the job because of this one answer. Less

Egger Group

Provide examples of blending cultures in a global work environment

1 Answers

This company recently opened the first US location and has struggled to blend the European work model and the US work culture. They told me they wanted someone that could work to blend the European culture with the US culture and I gave them multiple examples of doing so in my work history. In the end, they do not appear to want this quality. They appear to be looking for a clone of what they have now in a US citizen. I do not fully believe this company knows what it wants or that they have much (if any) respect for the US workers. This is noted in multiple reviews I have read on Egger and it will continue to be a problem until they are ready to integrate the US culture into Egger. All of the upper management I met with, outside of local HR, were non-US citizens managing from other countries. Less

Le Tote

What do you think customer support is, bro?

1 Answers

I think customer support is doing the heavy lifting for the customer, proactively eliminating pain points, funneling customer feedback to the company, and presenting a friendly personality to customers. Less


Führungsverantwortung und Prozessoptimierung im Bereich B2C und B2B Kundenservice sowie lokalen und zentralisiertem Support.

1 Answers

Ausführung zu meiner Erfahrung und wie ich dem Unternehmen helfen könnte.


Asked what my salary requirements were. Told them, and they said I was in range. This was followed with a panel interview for 1.5 hours...With many of the standard questions answered.

1 Answers

In my opinion, the HR dept is VERY unprofessional. After all those phone interviews, on site interview, follow up thank you letters etc...They never even reached out to say they "might" have gone in another direction. I even followed up with a polite voice mail. These voice mails were never returned! Do not really care that I didn't get the job, but I note this review to warn others. It is extremely unprofessional to never follow up with a finalist candidate. Very negative insight to their practices. Run, don't walk away! Less


Part A: Please identify the OKR you would define for each sub-function and justify why you believe it’s the most impactful on the customer experience. Sub sections are: Customer Service Execution Customer Service Operations Support Performance Management Support Customer Service Strategic Initiatives Part B: Your first 90 days will be critical in setting your agenda and getting to know IPSY and the IPSY Care team. Assuming that your key initial priorities are: improving CSAT, growing partnerships across IPSY, and team morale, how would you go about structuring your first 90 days and how would you tackle these challenges? Part C: IPSY Care leadership wants to set a more aggressive email time to first response (TFR) SLA this year and reduce our published TFR by 8 hours. Given the attached supplemental data, how would you optimize staffing? What would be the biggest barriers or challenges you expect to encounter in transitioning to the new optimal staffing model and how would you address them?

1 Answers

Part A: I supplied four pages of details OKRs by team and proposed customer experience impact. Part B: Built and documented a 90 day plan. Focuses included 30 Day - Learning the business 60 Day - Building relationships 90 Day - Developing a plan of action Part C: Important to Note: ● There is some information missing from this data set to make this exercise clear; current TFR in hours, current agent headcount and current agent solve rate. ● These pieces would have allowed for a complete view into the current state and a clearer output for a staffing model. Staffing Optimization ● The way I reviewed the data provided is that the capacity columns (AVG, MAX, MIN) are Service Levels achieved. Example: Week 1 will hit AVG 70% SLA, but on a certain day within that week the team will hit 99% and on another the team will hit 45% SLA. ● Volume peaks at the beginning of the month, we would need to adjust staffing on those days based on the daily arrival patterns. Assuming day 1 is a Monday, we see the volume coming in high for the first two days of the week and then tapering off to Saturday and Sunday with lower volumes. ● We would need to staff less on those days and more on Monday and Tuesday. ● However, by week 4/5 we will need to slide the shifts to overlap at peak intervals to make up the headcount required for those peaks. ● Alternatively, if there are part-timers they can be positioned in those peaks. ● Another possibility would be staffing efficiency performers on the peak intervals and less efficient agents in lower volume intervals. Challenges I outlined were; Personnel (aka agents), Customer facing messaging, and Vendor changes, with a detailed explanation and plan to overcome each. Less

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