Rsaw r i m cpb n

SELECT for Retail Sales Associates

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 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 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 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 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