Rsaw r i m cpb n

SELECT for Retail Sales Associates

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

Survey Results for:

Christine Example

ID:

Test Date:

6/6/00 2:36:51 PM

Organization:

Retail Stores

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:

13

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

Score:

10

Avoid

Okay

Good

X

0-15

16-19

20-25

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*

Positive Sales Attitude

(positive attitude about the customer &
sales)

X

Persuasiveness

(persuade, influence customers &
associates)

X

Energy

(activity level; action orientation)

X

Initiative

(take personal responsibility)

X

Good Judgment

(factual, objective thinking)

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 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

Clean the store?

X

Work the cash register?

X

Make change & handle money?

X

Stock merchandise?

X

Create store displays?

X

Work cooperatively with others?

X

Serve or assist customers?

X

Handle rude customers?

X

Make recommendations to customers?

X

Be required to meet sales quotas?

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 drug use, 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:

SAFETY (4 possible questions)

Most safety rules are more trouble than they are worth. . . Agree

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 Persuasiveness

Low Energy Level

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 in a sales job? Did you have quotas? How were you paid?
Hourly? Commission? How well did you do?

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

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

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

6.
Think about the last time that you received negative feedback from
someone. What was the feedback and how did you respond?

7.
Describe for me how you would approach a customer at our store. What would
you say?

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

9.
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
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 Energy
Level: Describe your preferred work 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 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.