LA r i m n

SELECT for Leasing Agents

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

Survey Results for:

Suzanne Example

ID:

Test Date:

3/17/00 12:00:24 PM

Organization:

four levels

Regional:

SouthEast

District:

South2

LA:

LA

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:

12

Avoid

Okay

Good

X

0-8

9-11

12-13

Leasing Agent Math Score:
A basic measure of the type of math and
numerical reasoning skills required in the typical leasing agent job.

Score:

14

Needs Training

Okay

X

0-10

11-15

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

Score:

13

Avoid

Okay

Better

X

0-11

12-17

18-25

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

Assertiveness

(enjoy asserting influence over others)

X

Positive Sales Attitude

(positive attitude about the customer &
sales)

X

Social Comfort

(at ease with, enjoy social interaction)

X

Accommodation to Others

(willingness to accommodate the desires of
others)

X

Frustration Tolerance

(remain emotionally positive in spite of
frustration)

X

Criticism Tolerance

(accept criticism constructively)

X

Self-Reliance

(work independently)

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 evenings or nights?

X

Work weekends?

X

Work holidays?

X

Commit to being on time, every time?

X

Walk around, climb stairs and go outside in any
weather?

X

Serve or assist a wide variety of
customers?

X

Influence others to make a decision?

X

Work cooperatively with others?

X

Do math (add, subtract, multiply & divide)
with a calculator?

X

Operate office machines?

X

Answer the phone, respond to requests &
provide information?

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 Energy Level

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 with our company? Why? (Listen for a desire to
work with people as well as an interest in your organization.)

4. How
do you (or would you) try to show each customer or client that he or she
is important? (Listen for positive attitude toward others.)

5. How
do you (or would you) influence someone who does not seem to be interested
in the apartments you have available? (Listen for ability to be
assertive and persuasive, to overcome objections in a respectful
manner.)

6. Tell
me about a time when you had to deal with a very difficult and demanding
person in your work. (Listen for maturity and an ability to handle
frustration without becoming upset or emotional.)

7. Give
me examples of how you handle work during hectic/busy times. How do you
keep track of the things that need to be done? (Listen for
responsibility and comfort with a demanding schedule.)

8. What
type of supervisor do you like best? What are the kinds of things you like
a supervisor to do for you? (Listen for both self-reliance and ability
to accept direction from others.)

9. What
would you like me to remember that will convince me (us) that you are the
right person for this job?

If you are still concerned about the Performance Flag areas, here
are some additional questions to ask:
Low Energy
Level: Describe your preferred pace. In what types of work
situations would you like to be more energetic? (Listen for answers that
suggest that the candidate can't handle the pace of the job, or can't
self-start to get the job
done.)

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.