Right attitude matters most at DTAC

The interviews sought updated information on job availability and requirements for individuals, particularly those seeking mid-ranking to lower-level positions. This is the third instalment in the series.

Below are excerpts from an interview by Jiwamol Kanoksilp with Patraporn Sirodom, chief personnel officer at Total Access Communication (DTAC), which employs about 6,100 people, 2,200 of them as operators at its call centre.

  Doing things the DTAC way

How many people does DTAC plan to recruit this year, and in what areas?

We don't want to recruit a lot of staff this year. Currently, we are hiring around 200 to 300 operators for our call centre, which is a job that has quite a high turnover rate. We're also recruiting about 30 to 40 IT [information technology], engineering, marketing and human resources staff. The numbers keep changing and will be re-evaluated over the next two to three months. We're also replacing staff who leave, but our turnover rate, excluding operators, is lower than an average of 6 per cent.

We're also recruiting temporary staff for short-term projects, and this is evaluated on a monthly basis.

If the 3G project takes off, how many more employees will DTAC need?

This is difficult to answer. It depends on the project, which is still unclear. We need to evaluate our policy on this, and it will depend on how aggressive a plan we have. But the first task is to see how much our current workforce can handle. Then we will see whether we need more employees.

At a time of reduced revenue, we have launched a campaign to encourage staff to increase efficiency and not just focus on cutting costs. So, overall, we are focused on replacing vacant positions. We need to keep an eye on job demand over the next two years. We're not freezing hiring, but recruitment numbers won't be as high as in earlier years. Last year we recruited 1,500 people, mostly operators for the call centre, and some resigned. So, net new recruitment last year was around 200 to 300.

What are the most valued qualifications in job applicants?

The key qualification is the right attitude. Applicants' attitude must be in line with our organisational culture. Attitudes are very hard to change, while expertise and skills can be developed. When we interview candidates, they must have something we call "the DTAC Way", which consists of four elements. First, they must have passion with an aim to succeed, be organised and want to improve things. Second, they must be friendly, humble and polite, which are key characteristics in service-sector jobs and a key personality trait of Thai people. Third, they must be simple in their approach to solving problems. Can they find simple solutions for customers, or do they make things complicated? Finally, when they make a promise, they must keep their word.

How do you assess whether a job applicant's personality complies with the DTAC Way?

During the interview, we ask them for examples of how they solved tough problems in the past. The answer will reflect whether they have strong aims, how fast they can identify problems, and whether they solve problems with simple or complicated approaches. We also observe them while they're talking to get an idea of their personality: whether they're stressed or relaxed. We even observe their appearance as they walk in for the interview. Our interview rooms, unlike those of many other companies, are relaxed - more like living rooms. So, candidates would then be allowed to show their personalities. Usually, job applicants are surprised at the way we interview them, as it's so casual and personal. What is unacceptable to us is anything that is in conflict with the DTAC Way.

What are some of the other criteria that the company focuses on?

For the call-centre operators, who are a key element of our human resources, we apply a very intensive strategy for recruitment. It's like a reality-show contest. When we get their CVs, we start observing them, even down to how they answer our phone calls. Their attitude shows from their voices. At the desk of each operator, we provide a mirror for them to observe their own facial expressions. Their expressions are reflected in their voices. So, mirrors help them to be mindful. Then, when the candidates come for an interview they are grouped into seven-person groups and asked to do seven or eight activities. These activities involve letting them express opinions, engaging in teamwork, using their voices, and other skills. They are closely observed by two HR staff.

For example, we have them get to know each other and let each of them describe a characteristic of a person, unnamed, in their group. Then, the others try to guess who it is. From each activity, their attitude shows. Some activities assess whether they are service-oriented.

The entire session takes two hours and 20 minutes. It's really intensive: only 20-30 per cent of them, or about or two people, will be picked. We only hire them if both HR staffers agree that they're qualified.

Then, the short-listed candidates are asked to attend a four-week camp for additional evaluation. There they are not only tested but also trained. They are tested on their attitudes along with basic skills, systematic thinking, call-centre operations and solving simulated problems. About 80 to 90 per cent of them are hired.

What has changed in terms of both demand and supply of skilled workers?

In terms of demand, two years ago we started focusing on people's attitudes prior to their skills and experience, because people's attitudes create a strong organisational culture. I think other organisations are also headed in this direction. The industry has changed. In the past, we focused on function, but now we want a "can-do" attitude. The job description changes every day. Staff must be able to create value-added for themselves and challenge their teams and themselves all the time. So, expect changes here. Rotation is constant at DTAC.

What is the pay situation?

DTAC won't reduce staff numbers or workload. In 2009, we raised wages slightly. Our wages are still competitive.