CS r i m cpb n

SELECT for Customer Service

Survey Results for:

 

Cathy Example

ID:
 
Test Date:
  6/6/2000 1:57:39 PM
Organization:
  Customer Service
   

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:
12
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:
23
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
 
*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
     
Serve or assist customers?
 
X
     
Work with people of all types?
 
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.

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:

 

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

     
  • It would bother you very much if you knew another employee was losing the company money by wasting time. . . Disagree

     

Interview


 

Preparation:

  • Review the application form
  • Review the test results
 

STEP 1: Open the Interview

Hello, my name is ____________ and Iím the _____________ (your position). Weíre 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, Iíll 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 Test Flags and Begin In-depth Questions

While asking the following interview questions, be sure to listen and probe in the following areas:

  • Low Energy Level


 

 1. Tell me about your responsibilities in your previous jobs. Which did you like most and why? Also, which did you like the least and why? (Listen for likes and dislikes that may or may not fit this job.)


 

 

 

 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. What attracts you to this job with our company? Why? (Listen for a desire to work and a desire to serve others as well as an interest in your organization.)


 

 

 

 4. How would you describe yourself as a worker? What are your strengths? What things do you think you might need to improve? (Listen for work ethic, willingness to serve others.)


 

 

 

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


 

 

 

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


 

 

 

 7. Think of a company that you feel provides good customer service. What is it about this company that makes you think of them? (Listen for service knowledge, values.)


 

 

 

 8. 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, values.)


 

 

 

 9. Sooner or later, we all have to deal with a person 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.)

 

 

 

 


If you are still concerned about the Performance Flag areas, here are some additional questions to ask:
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.) 

 

 

 

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 candidateís 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 Test Results
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