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SELECT - Associate Screening System


Complete overview of the "SELECT" program

Sample Reports

RJP Realistic Job Preview

ISP Integrated Selection Process


Positive Results

  • Higher Customer Satisfaction

  • Better Hiring Decisions

  • Improved Sales

  • Stronger Work Ehtic

  • Increased Cutomer Loyalty

  • Greater Integrity

Service Impacts Customer Loyalty:

Service businesses today are facing increasingly stiffer competition. While advertising and promotions can bring potential customers to the business, survival depends on converting these "shoppers" into "buyers" and, more importantly, into repeat customers. Customer satisfaction and the decision to buy are critically influenced by how the customer is treated by the service provider. Sales and quality service go hand-in-hand. You want service providers who can create a positive experience for the customer and who can convert opportunities into sales.

Personality Makes a Difference: While many factors impact the ability to provide excellent customer service, a critical ingredient is the service provider's basic personality. Training can help applicants learn some key service behaviors, but it is difficult to change basic personality. Even with the best training, a poor customer service personality tends to seep out and have negative effects on customer interaction. Our research demonstrates there are identifiable personality characteristics that distinguish applicants better suited to dealing with customers, both in sales-oriented service and pure service roles. SELECT identifies positive service providers.

SELECT measures seven key dimensions of the service personality and helps you make a more informed hiring decision.


Service providers

Health Care Providers

C-Store managers

Convenience Store Associates

Personal Service Providers

Call Centers



Many other job categories

Sample Reports


Simple to use and administer

Internet-Based, immediate results

Easy to customize and validate for your organization

More Options

Math: a basic test for making change, counting inventory, and doing simple price markdowns

Expanded: includes items which indicate drug use, carelessness about safety, poor work attendance and theft potential.
Positive Service Attitude
Positive outlook on the customer and the service role.

Energy Level
Active; action-oriented.

Ethical and productive.

Accommodation to others
Willing to accommodate; aims to please.

Frustration Tolerance
Emotionally optimistic; resilient.

Acceptance of Diversity
Tolerates others different from self.

Social Comfort
Enjoys high level of social interaction (personal service version only)

Internet version includes specific components for each survey

Using the Interview as a part of an Integrated Selection Process

View Report (PC Version) (You will need a "FREE" Adobe Acrobat Reader to view)

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Most interviewers think they have good "instincts." While interviewing is the most commonly used selection procedure, in most cases it is considered to be the least valid. Why? Because in most hiring interviews, an untrained interviewer reaches his/her decision about the applicant during the first 3 to 5 minutes of the interview and spends the remainder of the time rationalizing his/her decision.

But they don't.
The good news for the applicant - first impressions make the difference.
The downside for the company - first impressions mean little in terms of predicting job success.
What do you really know about the candidate and their qualifications after only five short minutes? Very little. What you may know is whether you liked their choice of clothing, if they have a "firm handshake," or whether or not they appeared nervous. Are these the qualities that determine success in the job?

Unless they are well trained and use a behaviorally-based, structured process.
Generally, in-depth interviews are the last hurdle in the selection process. It is here that the interviewer (or the interview team) makes the final hiring decision. How do you give the interviewer the right tools to improve their chances of making the correct decision (and reduce the cost of making a bad hire)?

Most research indicates that the effectiveness of the interview will be greatly improved if you use a well-developed, structured, behavioral interview process which includes training for the interviewer(s).

A good interview process will:
  • Focus the interview on the relevant job competencies
  • Encourage the applicant to describe their typical behavior rather than providing rehearsed answers
  • Provide consistency (all applicants are asked the same questions)
  • Help you to avoid asking illegal or inappropriate questions
  • Allow you to objectively compare candidates
  • Improve your hiring decisions

Download SELCT Screen Show (PC Version)

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