AdS r i n




SELECT for Administrative Support
Copyright © 1995, 1997, 1999, Bigby, Havis & Associates, Inc. All rights reserved.

Survey Results for:

  

Suzanne Example

ID:
  
Test Date:
   3/20/00 4:55:11 PM
Organization:
   Carols TV Rental, Inc.
Plano:
   Plano


 

 

 

 

 

 
   

This Report Is Confidential

   
  • Lock it up
  • Don't leave it out
  • Don't show it to the candidate
 
   

Use This Report To Make Good Decisions

   
  • Retest or avoid candidates with Invalid results
  • Avoid candidates with Avoid scores
  • Use interview probes and other report information to evaluate Okay and Good candidates
  • Combine information from all sources (test, interview, references, etc.) to make a final decision
 

Results




 

 
 

Random Response:

A check for random responding. If Invalid, the candidate could not or did not read the test well enough to avoid responding randomly, and these results should not be used.
Random Response:
Valid
Invalid
X



 

Integrity Index:

A measure of the candidate's attitudes about personal integrity and work ethic.

Score:
13
Avoid
Okay
Good
X
0-9
10-11
12-13

 

Performance Index:

A measure of the traits associated with successful performance in this job.
Score:
46
Avoid
Okay
Better
X
0-33
34-36
37-62


 

 

Details

Performance Sub-scale Analysis:



The table presents the candidate's scores for each sub-scale of the Performance Index.

Flagged areas should be probed in the interview.

Subscale
Okay
Flag*
Energy
(activity level; action orientation)
X
Multi-Tasking
(juggle many tasks)
X
Attention to Detail
(attend to the details)
X
Self Control
(restraint over words and actions)
X
Productive Attitude
(desire to be personally productive)
X
Criticism Tolerance
(accept criticism constructively)
X
Interpersonal Insight
(perceptiveness about people)
X
Self-Reliance
(work independently)
X
Task Focus
(not distracted by office socializing)
X
Acceptance of Diversity
(tolerance of others different from self)
X
*If flagged, see interview probe suggestion(s) in later section.

Job Task Responses:

How willing are you to . . .
Would do it
and enjoy it
Would do it
Would do it, but
not like it
Would not want
to do it
Would not
do it
Arrive early or stay late to complete a task?
X
Commit to being on time, every time?
X
Compile, copy, sort and file?
X
Proofread letters, reports, etc.?
X
Operate office machines?
X
Transcribe dictation?
X
Compose letters and other correspondence?
X
Type letters and other correspondence?
X
Work with computers?
X
Answer the phone, respond to requests & deliver messages?
X
Learn new computer software on your own?
X
Attend to detail and accuracy?
X
Change priorities quickly upon request?
X
Handle demanding people?
X
The table above reports the candidate's stated willingness to do tasks commonly required in jobs similar to this one. Indications of reluctance should be probed during the interview.




Interview


 

Preparation:

  • Review the application form
  • Review the SELECT test results

STEP 1: Open the Interview

Hello, my name is ____________ and I’m the _____________ (your position). We’re glad that you are interested in this position. The purpose of this interview is to learn more about you and your work experiences. I will be asking you some questions about your likes and dislikes, your goals, etc. You will probably see me jotting down some notes -- that's to help me remember better what you said after the interview is over. There are no correct or incorrect answers, what we want is to learn more about you. At the end, I’ll leave some time to answer any questions you might have. If you are ready, we can begin.

STEP 2: Review the Application and Investigate Potential Problem Areas

___All blanks completed?   ___Employment gaps?
___Application signed?   ___Extremely high or low earnings?
___Several jobs in the last 2 years?   ___Earnings show progress?
___Vague reasons for leaving job(s)?   ___Can complete all essential functions?

Example Questions:
I see that you were unemployed from _____to _____. Please tell me about this period of unemployment.

I see that you left your previous employer for personal reasons. Would you explain further?

I noticed that you have changed jobs frequently in the recent past. Why?


STEP 3: Review SELECT Flags and Begin In-depth Questions

While asking the following interview questions, be sure to listen and probe in the following areas highlighted by SELECT:

  • Low Multi-tasking
  • Low Self Reliance
  • Low Acceptance of Diversity


 

 1. Tell me about your responsibilities in your previous (or current) job. Which did you like most and why? Also, which did you like the least and why? (Listen for relevant work experience and likes and dislikes that may or may not fit this job.)


 

 

 

 2. Why are you considering leaving or why did you leave your current/last job? (Listen for reliability, job fit.)


 

 

 

 3. What attracts you to this job in our company? Why? (Listen for a desire to work and a desire to serve others as well as an interest in your organization.)


 

 

 

 4. How would you describe yourself as an employee? What are your strengths? What things do you think you might need to improve? (Listen for work ethic, willingness to serve others.)


 

 

 

 5. In terms of administrative skills, what are your strengths? In what areas do you think you might need to improve? How would you go about improving in these areas? (Listen for job fit and a willingness to learn)


 

 

 

 6. What type of people do you like best? And least? Why? (Listen for openness and a lack of prejudice.)


 

 

 

 7. What type of supervisor do you like best? Why? (Listen for a willingness to be supervised.)


 

 

 

 8. In your current (or most recent) job, tell me how you manage your time? Give me an example of when your schedule was interrupted suddenly. What did you do? How did you see that everything was still accomplished? (Listen for flexibility and multi-tas


 

 

 

 9. Tell me about a time when you were asked to do a task you knew nothing about or a time when you had to solve an extremely difficult problem. (Listen for self-reliance and personal responsibility for achieving results.)


 

 

 

 10. Sooner or later, we all have to work with someone who is unreasonable. What types of behavior would you find most frustrating? How would you respond under such a circumstance? (Listen for openness, tact and ability to handle difficult people.)


 

 

 

 11. From your understanding of the job, what aspects of the job will you like the most? What are some things you might dislike? (Listen for job knowledge and job fit responses.)

 

 

 

 
If you are still concerned about the Performance Flag areas, here are some additional questions to ask:
Low Multi-tasking: What type of work do you like? Do you like variety or consistency? Would you rather focus on one task or do several at the same time? (Listen for a dislike for or an inability to multi-task.)

 

 

Low Self Reliance: In your previous jobs, what types of decisions did you typically make? What issues were involved? How did you make your decisions? (Listen for a willingness to rely on self in making decisions versus a tendency to look to others to decide.) Please describe a recent situation for which you assumed personal responsibility for making a decision or taking an action. (Listen for indications of active pursuit of increased responsibility versus passive acceptance.)

 

 

Low Acceptance of Diversity: What types of co-workers do you like? What kind do you dislike? Describe situations in which you have provided service or done things for other people. What did you do? How did they respond? Are there some types of people you do not like to serve (help)? Why? (Listen for prejudices or biases that may influence how he would behave with co-workers and others on the job.) 

 

 

STEP 4: Conclude the Interview

Those are all the questions that I have for you. I appreciate the time that you have given to me. Is there anything that you would like to ask me?

 

 

STEP 5: Make the Hiring Decision


  • Resist the temptation to hire someone just because you need to fill the job. You are likely to pay for a hiring mistake both in money and time.

  • Focus on how well the candidate fits the demands of the job, not how much you like the candidate’s personality or how much you have in common with the candidate.

  • The selection process is designed as an aid to the well-reasoned judgment of a hiring manager, not a replacement for this judgment. In the end, every hiring decision is a judgment call. Use the tools provided in this process to inform your decision, not make it for you.


Use the following checklist to guide your decision. Please indicate your recommendation and write your comments in the appropriate Recommendation box. In addition, write your initials in the Initials column.

Actions

Recommendation

Initials

Review Application
Not Acceptable
Some Reservations
Consider Further
Prescreen (Optional)
Not Acceptable
Some Reservations
Consider Further
Test Candidate & Review the SELECT Report
Not Acceptable
Some Reservations
Consider Further
Behavioral Interview
Not Acceptable
Some Reservations
Acceptable
Reference Checks (Optional)
Not Acceptable
Some Reservations
Acceptable
Background Check (Optional)
Not Acceptable
Some Reservations
Acceptable
Decide
Do Not Make Offer
Eligible At Later Date
Make Offer
Drug/Medical Screen (Optional)
Fail
Pass
Copyright © 1995, 1997, 1999, Bigby, Havis & Associates, Inc. All rights reserved.