RetailCombo r i m cpb n

Staffing Retail Combo

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

Survey Results for:

Bradley Example

ID:

Test Date:

5/15/2001 4:43:06 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:

11

Avoid

Okay

Good

X

0-8

9-11

12-13

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

Score:

11

Needs Training

Okay

X

0-8

9-14

Performance Indicies:

Measures of traits associated with success in these jobs.

Score:

Avoid

Okay

Good

Clerk/Cashier:

25

X

0-15

16-22

23-34

Sales Associate:

12

X

0-15

16-19

20-25

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

Clerk/Cashier

Sales Associate

Energy

(activity level; action orientation)

Positive Service Attitude

(appreciation of the service role)

X

(n/a)

Accommodation to Others

(willingness to accommodate the desires of
others)

(n/a)

Positive Sales Attitude

(positive attitude about the customer &
sales)

(n/a)

X

Persuasiveness

(persuade, influence customers &
associates)

(n/a)

X

Initiative

(take personal responsibility)

(n/a)

X

Good Judgment

(factual, objective thinking)

(n/a)

Frustration Tolerance

(remain emotionally positive in spite of
frustration)

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

Make change & handle money?

X

Work alone?

X

Mop & sweep inside?

X

Pick up trash outside?

X

Clean the restroom?

X

Handle rude customers?

X

Stock merchandise?

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:

THEFT (7 possible questions)

Most employers expect employees to take home some items that are
really company property. . . Agree

WORK ETHIC (8 possible questions)

It would bother you very much if you knew another employee was
losing the company money because of rudeness to customers or vendors. .
. Disagree

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 Persuasiveness

Low Self Reliance

1. Tell me briefly about your last
job? Which aspects did you like most? Why? Also, which did you like the
least? Why?

2. Have
you ever worked or volunteered in a position where your primary
responsibility was to assist or serve people? How did you like it? How
successful were you? (Probe for willingness to serve the needs of
others.)

3. Have
you ever worked in a sales job? Did you have quotas? How were you paid?
Hourly? Commission? How well did you do?

4. What
type of boss do you prefer and why?

5. What
type of people do you like to work with? Why?

6. What
kinds of things frustrate or irritate you at work? How do you handle them?
Please give me an example.

7.
Think about the last time that you received negative feedback from
someone. What was the feedback and how did you respond?

8.
Describe for me how you would approach a customer at our store. What would
you say?

9. What
did/would you do if a customer did not want to buy your product or
service?

10.
Sooner or later we all have to deal with a customer who has unreasonable
demands. Think of a time when you had to deal with an unreasonable
request. What did you do?

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
Persuasiveness: Tell me about situations in which you were
required to influence the decisions or actions of others. When are you
convincing? When are you not? (Listen for an ability to persuade customers
and others to do
something.)

Low Self
Reliance: In your previous jobs, what types of decisions did you
typically make? What issues were involved? How did you make your
decisions? (Listen for a willingness to rely on self in making decisions
versus a tendency to look to others to decide.) Please describe a recent
situation for which you assumed personal responsibility for making a
decision or taking an action. (Listen for indications of active pursuit of
increased responsibility versus passive
acceptance.)

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.