PS r i n

SELECT for Personal Service

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

Survey Results for:

Suzanne Example

ID:

Test Date:

3/17/00 12:27:30 PM

Organization:

Beauty, Inc.

Region:

Northeast

District:

A

Store:

75

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

0-8

9-11

12-13

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

Score:

27

Avoid

Okay

Better

X

0-15

16-22

23-34

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

Frustration Tolerance

(remain emotionally positive in spite of
frustration)

X

Accommodation to Others

(willingness to accommodate the desires of
others)

X

Acceptance of Diversity

(tolerance of others different from self)

X

Positive Service Attitude

(appreciation of the service role)

X

Socially Outgoing

(enjoy interacting with people)

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

Adjust work schedule on short notice?

X

Work cooperatively with others?

X

Handle demanding people?

X

Handle rude customers?

X

Make change & handle money?

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

Low Frustration Tolerance

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? 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? (Listen for a desire to work
and to provide high quality service to your clientele.)

4. How
would you describe yourself as an employee? What are your strengths?
Weaknesses? (Listen for strong interpersonal skills, work ethic and a
willingness to build customer relationships.)

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

6. What
do you think excellent customer service would be in our business?
(Listen for service knowledge, values)

7. 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 and values.)

8. What
do you think is most important in building long term, repeat customer
business? (Listen for work ethic, service values, willingness to
serve.)

9. Why
would a customer refer business to you? (Listen for willingness to
serve and accommodate customers.)

10.
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.)

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 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.)

Low Frustration
Tolerance: Describe those aspects of previous jobs which have
frustrated or irritated you. How does stress on the job affect you?
(Listen for responses that suggest a tendency to be easily affected by the
ups and downs of the job or by personal
circumstances.)

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.