StaffingCallCenterCombo r i cpb n

Staffing CallCenter Suite

Copyright © 1995, 1997, 1999, 2000, Bigby, Havis
& Associates, Inc. All rights reserved.

Survey Results for:

Justin Example

ID:

Test Date:

5/15/2001 4:16:44 PM

Organization:

BHA testing

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, Good or Better 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:

9

Avoid

Okay

Good

X

0-8

9-11

12-13

Performance Indicies:

Measures of traits associated with success in these jobs.

Score:

Avoid

Okay

Good

Inbound Service:

27

X

0-15

16-22

23-34

Inbound Sales:

16

X

0-14

15-16

17-28

Outbound Sales:

15

X

0-11

12-16

17-21

Help Desk:

51

X

0-33

34-39

40-57

Details

Performance Sub-scale Analysis:

The table below presents
the candidate's scores for each of the sub-scales of the Performance
Indices.

Flagged areas should be probed in the interview.

Subscale

Flags

InServ

InSale

OutSale

HelpDsk

Energy

(activity level; action orientation)

Positive Service Attitude

(appreciation of the service role)

X

(n/a)

(n/a)

(n/a)

Positive Sales Attitude

(positive attitude about the customer &
sales)

(n/a)

X

(n/a)

Accommodation to Others

(willingness to accommodate the desires of
others)

(n/a)

(n/a)

(n/a)

Collaboration

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

(n/a)

(n/a)

(n/a)

Social Comfort

(at ease with, enjoy social interaction)

(n/a)

(n/a)

Diplomacy

(interact cooperatively and smoothly)

(n/a)

(n/a)

(n/a)

Influence

(enjoy influencing the actions of others)

(n/a)

(n/a)

(n/a)

Assertiveness

(enjoy asserting influence over others)

(n/a)

(n/a)

Accountability

(accept personal responsibility for
performance)

(n/a)

Problem Solving

(enjoy solving problems and finding
solutions)

(n/a)

(n/a)

(n/a)

Multi-Tasking

(juggle many tasks)

(n/a)

(n/a)

X

X

Preference for Structure

(work within ordered processes &
procedures)

(n/a)

(n/a)

(n/a)

Frustration Tolerance

(remain emotionally positive in spite of
frustration)

Criticism Tolerance

(accept criticism constructively)

(n/a)

(n/a)

Acceptance of Diversity

(tolerance of others different from self)

*If flagged, see interview probe suggestion(s) in
later section.

Details

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 part-time (less than 30 hours per
week)?

X

Work weekdays?

X

Work holidays?

X

Adjust work schedule on short notice?

X

Work evenings or nights?

X

Work weekends?

X

Work overtime?

X

Commit to being on time, every time?

X

Listen to customers using headphones or an
earjack?

X

Convince others to buy things?

X

Make cold calls?

X

Closely follow a telephone script?

X

Meet daily performance goals?

X

Handle demanding people?

X

Work with computers?

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.

Counterproductive
Behaviors

In this section, undesirable responses by the
candidate to theft, job commitment, work ethic, resistance to direction,
safety, etc. questions are presented. The total number of survey questions
for each topic is given in parenthesis. The candidate selected an
undesirable response to the following:

JOB COMMITMENT (9 possible questions)

This job will probably be temporary until you find a better one. . .
Agree

How long have you worked at your current job or last job if not now
employed? . . Less than 3
months

How many employers have you had in the last three years? . .
Three

WORK ETHIC (8 possible questions)

In the long run, people who give their best effort at work are taken
advantage of by the company. . . Agree

In these times, just about everyone lies to take care of themselves.
. . Agree

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 Positive Service Attitude

Negative Sales Attitude

Low Multi-tasking

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. Have
you ever worked or volunteered in a position where you sold products or
provided services over the telephone? How did you like it? How successful
were you? (Probe for sales drive, positive competitiveness to be the
best.)

3. 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,
interpersonal skills, a willingness to influence others.)

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

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

6. In
previous jobs how was your performance measured? What do you think would
be a good measure of your performance in this job? (Listen for a focus
on measurable results.)

7.
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.)

8. 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.)

9. What
do you think is most important in helping a customer decide to buy your
product or service? (Listen for sales knowledge, values, the ability to
influence others.)

10.
What would you do if a customer did not want to buy your product or
service? (Listen for an ability to recover from rejection, flexibility
in approach.)

11.
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.)

12.
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.)

If you are still concerned about the Performance Flag areas, here
are some additional questions to ask:
Low Positive Service
Attitude: What do you see as the pluses and minuses of a customer
service job? What types of customers and co-workers do you like? Why? What
kind do you not like? Why? (Listen for defensiveness or a tendency to feel
demeaned by the service
role.)

Negative Sales
Attitude: Describe the pluses and minuses of a sales job. What do
you like about sales jobs? What do you not like? (Listen for suggestions
that the candidate may have a defensive or negative attitude, especially
about helping or doing things for customers or other
people.)

Low
Accountability: Have you worked in a job for which your output was
measured? Did you receive a performance appraisal from your supervisor?
How do you feel about being measured or rated? Were your ratings fair?
(Listen for a comfort or resistance to being evaluated against a
performance standard.)

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.)

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, 2000, Bigby, Havis
& Associates, Inc. All rights
reserved.