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SELECT for Convenience Store Associates
Questions? Call Employee Selection & Development Inc. at (800) 947-5678.
 


 
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Survey Results for Susan Sample
 
ID:  
Test Date: 12/4/2009 3:43:09 PM
Organization:  Standard Reports
 

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.
 
Susan Sample 12/4/2009 3:43:09 PM
SELECT for Convenience Store Associates 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.		  
Valid Invalid
X
  
 

Integrity Index:

A measure of the candidate's attitudes about personal integrity and work ethic.

 
Score:
8
 Avoid
Okay
Good
 
X
  
0-6
7-8
9-11
 

C-Store Math Score:

A measure of basic convenience store math skills.		  
Score:
13
 Needs Training
Okay
 
X
0-8
9-14
 

Performance Index:

A measure of the traits associated with successful performance in this job.		  
Score:
16
 Avoid
Okay
Better
   
X
0-11
12-13
14-20

 

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
  
Self Control
(restraint over words and actions)
X
  
*If flagged, see interview probe suggestion(s) in later section.

 
 
Susan Sample 12/4/2009 3:43:09 PM
SELECT for Convenience Store Associates 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 weekdays?
X
        
Work evenings or nights?
 
X
      
Work weekends?
 
X
      
Work holidays?
   
X
    
Work overtime?
 
X
      
Commit to being on time, every time?
 
X
      
Work the cash register?
 
X
      
Make change & handle money?
 
X
      
Serve food?
 
X
      
Stock merchandise?
   
X
    
Mop & sweep inside?
   
X
    
Pick up trash outside?
     
X
  
Clean equipment?
 
X
      
Sweep outside the store?
     
X
  
Clean the restroom?
     
X
  
Work cooperatively with others?
X
        
Serve or assist customers?
X
        
Handle rude customers?
 
X
      
The table above reports the candidate's stated willingness to do tasks commonly required in a convenience store. Indications of reluctance should be probed during the interview.

 
 
Susan Sample 12/4/2009 3:43:09 PM
SELECT for Convenience Store Associates 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:


JOB COMMITMENT (10 possible questions)
  • In the past, you sometimes did not show up for work (or school). . . Agree

 
 
 
Susan Sample 12/4/2009 3:43:09 PM
SELECT for Convenience Store Associates Interview
 

Preparation:

  • Review the application form
  • Review the test results

STEP 1: Open the Interview

Hello, my name is ____________ and I'm the _____________ (your position). We're pleased 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 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. What is your convenience store experience? What have you liked best about your experience? What have you liked least? Or, you indicated that you have no convenience store experience. What do you think you will like best about it? Like least about it?


 
 
 
 3. 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.)


 
 
 
 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. How do you think your current or former employers would rate your attendance and ability to get to work on time? Explain. (Listen for work ethic, attendance and timeliness.)


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


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


 
 
 
 8. 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.)


 
 
 
 9. 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.)


 
 
 
 10. 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.) 

 
Susan Sample 12/4/2009 3:43:09 PM
SELECT for Convenience Store Associates Interview
 

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 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

 		  
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