Rsmw r i m cpb n

SELECT for Entry Level Retail Managers

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

Survey Results for:

Suzanne Example

ID:

387760089

Test Date:

4/10/00 4:19:31 PM

Organization:

Quick Stores

Corporate:

HR

Zone:

Zone One

District:

District I

Store:

Store_Mgr_I

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:

6

Avoid

Okay

Good

X

0-7

8-11

12-14

Retail Math Score:
A measure of retail math and basic numerical
reasoning skills.

Score:

30

Needs Training

Okay

X

0-21

22-30

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

Score:

53

Avoid

Okay

Good

Better

X

0-50

51-54

55-59

60-67

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*

Positive Sales Attitude

(positive attitude about the customer &
sales)

X

Leadership

(inclination to lead others)

X

Persuasiveness

(persuade, influence customers &
associates)

X

Energy

(activity level; action orientation)

X

Good Judgment

(factual, objective thinking)

X

Organization & Attention to Detail

(organize work & attend to the
details)

X

Frustration Tolerance

(remain emotionally positive in spite of
frustration)

X

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

Job Task Responses:

How much experience do you have . . .

None

Minimal

Moderate

Extensive

Hiring new associates?

X

Disciplining associates?

X

Firing associates?

X

Setting work schedules?

X

Implementing sales promotions?

X

Setting sales goals?

X

Shopping the competition?

X

Doing direct sales?

X

Coaching others to sell?

X

Managing inventory?

X

Handling customer complaints?

X

Maintaining store appearance?

X

Designing store displays?

X

The table above reports the candidate's stated
experience with a number of common retail management tasks. If
he/she has moderate or extensive experience in an area, you may want
to ask for more specific information during the interview.

Counterproductive
Behaviors

(This candidate had no undesirable responses
to any of the counterproductive questions.)

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:

Questionable Ethics/Integrity

Negative Sales Attitude

Low Leadership Inclination

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

2.
Have you ever worked in a sales job? How were you paid (e.g.,
hourly, commission, etc.)? How well did you do? (Probe for level
of success in sales and compensation experience.)

3.
Have you worked late hours or weekends in previous jobs? For how
long? How did (would) you feel about working these hours? (Listen
for willingness.)

4.
Have you ever trained others to sell? What did you emphasize?
(Listen for ability to train and sales knowledge.)

5.
Tell me about a time when you were working on something and
everything you tried seemed to be resisted or blocked. What things
blocked your way? How did you get around them? (Listen for
persistence and an ability to accomplish difficult things.)

6.
Describe an experience in the past when you found it appropriate to
ignore a company policy or procedure. What did you do and why?
(Did he show good judgment? Willingness to follow policy?)

7.
As a manager, what tasks should you delegate and what tasks should
you do yourself? (Listen for a balance between willingness to do
the work himself and an ability to ask others to do the work.)

8.
Have you been responsible for hiring new employees in your past
job(s)? What do you (would you) look for when hiring someone?
(Listen for a practical, sensible approach and good judgment
about people.)

9.
Have you ever been in a situation where you had to tell someone they
were performing poorly? What happened and what was the outcome?
(Listen for the courage to supervise and good judgment about
people.)

10.
What would be sufficient reason to fire an associate? What would you
say to him? How difficult would it be for you to do? (Listen for
good judgment.)

11.
Think about the last time that you received a customer complaint.
What was the feedback and how did you respond? (Listen for
openness, tact and the ability to handle the customer.)

If you are still concerned about the Performance Flag areas,
here are some additional questions to
ask:
Questionable Ethics/Integrity: Tell me
how you would deal with an employee who stole a small item or who
covered up a minor mistake. (Listen for an inclination to bend rules
or adjust the truth for himself/herself or to accept less than
honest behavior from others.) Describe what it was like working for
your previous employers. How did those companies treat their
employees? (Listen for a tendency to view companies as taking
advantage of
people.)

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
Leadership Inclination: Tell me about jobs or situations in
which you were placed in a position of leadership. What are your
strengths in these types of roles? Your weaknesses? (Listen for a
comfort with and willingness to lead a small
group.)

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.