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.