CCout r i n

SELECT for Call Centers-Outbound Sales

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

Survey Results for:

Suzanne Sample

ID:

Test Date:

3/20/00 11:10:39 AM

Organization:

Telemarketing, Inc

Region:

North

Area:

PA

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

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

Score:

17

Avoid

Okay

Good

Better

X

0-11

12-16

17-19

20-21

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

Accountability

(accept personal responsibility for
performance)

X

Productive Attitude

(desire to be personally productive)

X

Assertiveness

(enjoy asserting influence over others)

X

Social Comfort

(at ease with, enjoy social interaction)

X

Diplomacy

(interact cooperatively and smoothly)

X

Acceptance of Diversity

(tolerance of others different from self)

X

Frustration Tolerance

(remain emotionally positive in spite of
frustration)

X

Criticism Tolerance

(accept criticism constructively)

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

Convince others to buy things?

X

Make cold calls?

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
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 Assertiveness

Low Social Comfort

1. Tell me about your
responsibilities in you 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 had a sales job? What did you sell? Did you like the job? How
successful were you? (Listen for sales experience, desire to sell and a
willingness to influence others.)

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

6. 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,
sales drive, assertiveness, a willingness to influence others.)

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

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

9. 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)

10.
Tell me about a time that someone did a good job of selling something to
you over the telephone. Give me examples of what the salesperson did well.
(Listen for sales knowledge, values)

11.
Tell me about a time that someone did a poor job of selling something to
you over the telephone. Give me examples of what the salesperson did
poorly. How could he/she have improved? (Listen for sales knowledge,
values)

12.
What do you think is most important in helping a customer decide to buy
your product or service? (Listen for sales knowledge, values, and an
ability to influence others)

13.
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)

14.
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.)

15.
Eventually, you will call a customer who feels that your call is an
intrusion. How would you respond under such a circumstance? (Listen for
diplomacy, tact, frustration tolerance)

16.
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
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 is able to control the
conversation with a customer. Also, observe his ability to be persuasive
with you during the
interview.)

Low Social
Comfort: In your previous jobs, were you required to work with the
general public? Have you had any other experience in being social with
strangers or casual acquaintances? What do you like and dislike about
these situations? (Listen for an interest in and an ability to interact
with people in casual
encounters.)

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.