CC-hd r i n

SELECT for Help Desk Agents

Copyright © 1995, 1997, 1999, Bigby, Havis &
Associates, Inc. All rights reserved.

Survey Results for:

Susanne Example

ID:

123-45-6789

Test Date:

6/8/00 10:51:06 AM

Organization:

Software Company, Inc

Region:

South

Area:

Texas

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 (survey, 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:

6

Avoid

Okay

Good

X

0-3

4-6

7-8

Performance Index:
A measure of the traits associated with
successful performance in this job.

Score:

36

Avoid

Okay

Good

Better

X

0-33

34-39

40-46

47-57

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

Problem Solving

(enjoy solving problems and finding
solutions)

X

Multi-Tasking

(juggle many tasks)

X

Accountability

(accept personal responsibility for
performance)

X

Assertiveness

(enjoy asserting influence over others)

X

Collaboration

(team-oriented, enjoy working with others to find
solutions)

X

Frustration Tolerance

(remain emotionally positive in spite of
frustration)

X

Criticism Tolerance

(accept criticism constructively)

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

Work weekdays?

X

Work evenings or nights?

X

Work weekends?

X

Work holidays?

X

Work overtime?

X

Commit to being on time, every time?

X

Serve or assist customers?

X

Work cooperatively with others?

X

Handle demanding people?

X

Handle rude customers?

X

Listen to customers using headphones or an
earjack?

X

Closely follow a telephone script?

X

Meet daily performance goals?

X

Have your customer calls monitored?

X

Work with computers?

X

Sit for long periods of time?

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
previous experience, how you approach certain things, 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 Problem Solving

Low Assertiveness

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, 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 with our company? (Listen for a desire to work
and a desire to serve others as well as an interest in your organization.)

4. Have
you ever worked or volunteered in a position where you primarily assisted
people over telephone? How did you like it? How successful were you?
(Probe for willingness to serve the needs of others.)

5. 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.)

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.
Think of a company that you feel provides good customer service. What is
it about this company that makes you think of them? (Listen for service
knowledge, values.)

9. Tell
me about a time when someone failed to provide good service to you. Give
me examples of what the person did poorly. How could he/she have improved?
(Listen for service knowledge, values.)

10.
Sooner or later, we all have to work with a customer 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 Problem
Solving: Tell me about a time when you were unable to solve a
customer's problem. What did you tell the customer? What did you do to try
to resolve the problem? Tell me, step by step, the process you take when
trying to solve a problem. What kinds of problems are you good at solving?
Which kinds of problems are more difficult? What do you do when you cannot
find a solution? (Listen for his/her enjoyment of problem solving; does
he/she see them as challenges or as
frustrations?)

Low
Assertiveness: In previous sales jobs, how did you overcome
customer objections to influence them to buy your product? Please give
several specific examples. If you have not had a sales job in the past,
please describe other situations in which you persuaded people to do what
you wanted them to do. (Listen for how well he/she is able to control the
conversation with a customer. Also, observe his/her ability to be
persuasive with you during the
interview.)

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.