Cstomer Service Manager Assessment Report 04/02/2012 www.resorceassociates.com To Improve Prodctivity Throgh People.
Cstomer Service Manager Assessment Report 04/02/2012 Prepared For: NAME Prepared by: John Lonsbry, Ph.D. & Lcy Gibson, Ph.D., Licensed Indstrial-Organizational Psychologists The following pages represent a report based on the reslts of a psychological assessment. The profile presented below smmarizes key reslts in each area compared against general poplation norms (indicated by the descriptors Low, Below Average, Average, Above Average, and High) and with norms for high performers in the type of job for which the candidate is applying (indicated by the shaded areas). The candidate's score is indicated by the diamond symbol : ALL RESULTS SHOULD REMAIN STRICTLY CONFIDENTIAL Agreeableness Low Below Average Average Above Average High Assertive Leadership Conscientiosness Cstomer Service Orientation Emotional Stability/Resilience Empathy Extroversion Impression Management Integrity Managerial Hman Relations Openness to Change Optimism / Enthsiasm Task Strctre Teamwork Orientation Work Drive Overall Cognitive Aptitde copyright 2012 resorce associates, inc. Page 2 of 11
Cstomer Service Manager Assessment Report Cognitive Aptitde Assessment Compared to general adlt norms sing standardized tests which were validated for a wide range of positions, we estimate Kyle's overall level of general intellectal aptitde to be in the 80-89 percentile range. His individal aptitde levels are: Abstract Reasoning Nmeric Reasoning Verbal Reasoning 80-89%ile 70-79%ile 80-89%ile Kyle has a high level of general cognitive aptitde. He can learn new information qickly, solve complex problems efficiently, and be able to handle a heavy information-processing load on this job. Explanation of Cognitive Aptitde Scores: The aptitde scores in this section reflect percentile rankings -- not percent correct on the test. With percentiles, the average is the 50%ile. Half of the people score below this score and half score above it. As another example, if a person scores 80-89%ile on a specific test in this report, it means that they scored as well as or better than 80-89% of the norm grop, bt not as high as 11-20% of the norm grop. The Overall Cognitive Aptitde is an average of the separate aptitde sections given to this candidate. The lower the Overall Cognitive Aptitde score, we predict that the candidate will have difficlty learning new information and making decisions. For example, if they are well experienced in their occpation, they may be able to contine to perform well practiced tasks adeqately, bt have difficlty learning new things. As sch, they will need additional training time and more spport from spervisors. People who prodce lower Overall Cognitive Aptitde scores generally prefer tasks that call for specific responses rather than ones reqiring insightfl soltions. They are also slower in processing information and are often easily overwhelmed by complex problems, especially ones they have not dealt with before. The higher the Overall Cognitive Aptitde score, the more we predict that the candidate will learn qickly, pick p a lot of new information on their own withot needing to be trained, handle a large information load easily, make decisions in an efficient manner, and show a great deal of insight abot how to solve new and complex problems. copyright 2012 resorce associates, inc. Page 3 of 11
Cstomer Service Manager Assessment Report Narrative Responses Provided by This Candidate In reading throgh the candidate s responses, yo shold look for general themes that reflect the person s attitdes, vales, and beliefs abot work. Insights can help yo generate probing interview qestions. From another perspective, the way in which candidate responses are constrcted demonstrate sophistication of commnication skills. Mr. Jarnigan's Responses Responsibility at work Working long hors every week It s hard to do good work when When my sggestions at work are trned down I Having to work on the weekend Overnight travel As a manager, my greatest satisfaction at work Effective leadership Mentoring employees who report to me When I have to make a decision qickly Giving performance feedback When I have to reprimand or discipline an employee Besides spervising other people, a manager shold The average employee An employee who brings personal problems to work The key to my sccess as a manager The biggest challenge to a manager in dealing with today s workforce The best way to motivate people is important for everybody to have a sense of responsibility for meeting cstomer needs. sally means we dont ahve enogh manpower. yo have too mch on yor plate and too many people asking yo qestions. I try to nderstand why they were trned down, then I look for other sggestions that might work in the ftre. is OK as long as it is not every weekend. I probabyl cannot handle overnight travel in this job nless it is very rare. is seeing or team deal with cstomers inqiries and achieve high levels of satisfaction. is being a good role model for employees, proving good training and oversight, and motivating people throgh positive comments. is something I really enjoy. I do so. is part of or reglar process every year. I get or materials in order, then meet with the person to review the sitation, and then I sally provide additional training, nless a more serios discipline is needed. make sre that people are well informed. is a good, hard-working person who needs to work to provide for their family. this is a typical sitation. Employees sometimes come to me to talk abot their problems at home, bt they still have to pt in their time dealing with cstomers and they have to maintain a positive attitde. is being consistent, fair, helpfl, and making sre that people meet or expectations. is dealing with trnover, and getting new people trained. is to show them that yo care abot them, show some interest in them as a person, and let them know that they are a valable part of the copmpany and that we appreciate them. copyright 2012 resorce associates, inc. Page 4 of 11
Cstomer Service Manager Assessment Report The way I get people to work together is I get people to participate in team discssions by Creating a strong team is not as important as Content of my team meeting typically consists of Team meetings are best sed for The kind of assignment I like best is I enjoy working with people who I wold trn down a job if The best way to get ahead in an organization The most flfilling job I had My greatest satisfaction in a job A boss deserves loyalty if What I want most from a job is The best type of spervisor for me wold be someone who... Working closely with other people My career goal for five years from now To better myself I Working with coworkers who do not know as mch as I do If I feel ndertilized in my job To get ahead in most companies yo have to I sometimes felt my career advancement was limited by My ideal job wold be What annoys most workers getting people together in team meetings every week and reviewing problems we have had so that we can agree on how to work together in a cooperative manner. I let them know that they are expected to be helpfl to one another, becase we are all part of seeing that or cstomers get served properly. asking for their inpt, especially if we have had conflict between different people. serving cstomers and making sre they are happy. getting people together to review assignments, sales figres, new prodcts, etc. sharing information and dealing with grop conflicts. a challenging one that calls for me to solve a lot of existing problems. are nice, kind, geninely helpfl with cstomers and who get along well with me and their peers too. it wold not allow for some flexibility in my schedle to deal with family obligations. is work hard, prodce the sales figres the company is hoping for, and be a good leader. was Cstomer Service Spervisor at ABC company. is seeing or employees do a good job serving or cstomers, be knoweldge abot or prodct line, enjoy their work, and enjoy being together at work. she is helpfl and has the best interests of employees at heart. job secrity, good income, flexible hors. An ideal manager for me wold be one who is competent as a leader, respects employees, tries to bild a strong team where everyone in the department coordinates well with each other, keeps or focs on the end cstomer, and we enjoy working together. is vital to providing good cstomer service. is to be a Store Manager. I try to learn as mch as I can everyday. give me a chance to help them leanr new things. go to my manager to ask how I cna be of more service to the company. work hard, show that yo are competent, and nderstand how other parts of the comapyn work besides jst yor department. a boss who felt that I was too valable in my crrent role to be reassigned. Cstomer Service Manager. not knowing what to do and not being provided enogh training to answer cstomer qestions competently. copyright 2012 resorce associates, inc. Page 5 of 11
Cstomer Service Manager Assessment Report I wold qit my job if At work I feel tense when I don t like to work with people who My work performance sffers when I wold really dislike a spervisor who I felt my pay was too low. people are not getting along well. are rde to cstomers, either by what they say or how they say it, or their bosy langage. I have to work too many hors. did not pay mch attention to the employees and who was not helpfl when they had qestions. copyright 2012 resorce associates, inc. Page 6 of 11
Cstomer Service Manager Assessment Report Personality Assessment Strengths: He tends to have smooth working relationships with most people on the job. Kyle is sally viewed as being corteos and agreeable, nless he has to work with someone who is very difficlt and demanding. Kyle has a non-aggressive leadership style. He makes reqests and offers sggestions rather than making demands and issing directives to the people who report to him. He is trstworthy and reliable in the way he performs his job. Kyle tends to flfill his work commitments in a reliable manner others can cont on. He is also sally methodical and organized in the way he approaches and carries ot tasks and assignments. He is very attned to other people s behavior and pays a lot of attention to their feelings and emotional states. Kyle is likely to be perceived by the people he works with as someone who is empathetic and considerate. When they have problems, he will make himself available to assist them. Kyle is fairly amiable and pleasant in his interactions with others at work. He can also concentrate his attention on the tasks at hand withot being socially distractible. Kyle is moderately adept at controlling the image he presents to others. He is not phony or insincere, bt he can adjst his actions and responses in order to create a fairly positive self-presentation. As a manager, Kyle is concerned with the feelings, attitdes, and sensitivities of the people who report to him. Their morale and emotional well-being are priorities for him. Kyle is empathetic and comfortable relating to sbordinates on a personal level. He tends to se praise and affirmation rather than criticism or reprimand to motivate them. He is very mch a creatre of habit who prefers to rely on what he already knows and his crrent level of skills. Kyle is spportive of cstom, convention, and established ways of doing things on his job. He takes many sitations and people at face vale, withot preconceptions or advance jdgments. While Kyle is sally optimistic abot most prospects and ftre contingencies, he is not gllible or nrealistic in his expectations. Kyle is concerned with setting p a sond organizational strctre where sbordinates know what is expected of them and how well they are performing. He sally clarifies expectations, keeps track of what employees are doing, and gives contingent performance feedback when needed. Kyle is sally grop-minded and teamwork-oriented. He typically cooperates with and helps other employees when needed. With an above-average work drive, Kyle works fairly energetically and persistently to flfill job responsibilities. He is sally willing to extend himself, when necessary, to meet heavy or irreglar job demands. copyright 2012 resorce associates, inc. Page 7 of 11
Cstomer Service Manager Assessment Report Developmental Concerns: He can sometimes be npleasant or difficlt to deal with when interacting with other people. Kyle may need some feedback abot being more consistently pleasant and congenial in his interactions with coworkers. Kyle may sometimes need to be more assertive in his leadership style. He cold be more directive and forcefl, especially in sitations involving challenges to his athority and when dealing with difficlt employees. He cold deepen his commitment to providing responsive, high-qality service to cstomers. Kyle cold place more emphasis on activities that lead to high levels of cstomer satisfaction and retention. Scoring below-average on emotional stability, Kyle may not always have good control over his emotions. He may have considerable difficlty handling heavy job pressre and frstration. Kyle cold be somewhat more sociable, gregarios, and otgoing on his job. He cold commnicate more freqently at times. Registering below-average on integrity, Kyle may occasionally act in ways that is ethically qestionable or inappropriate. He may violate or fail to phold some company rles and policies or professional standards. Accordingly, Kyle wold not be an appropriate role model for sbordinates or other employees. If he is hired, yo shold careflly review with him the company s expectations for proper behavior and the conseqences for violation of rles and ethical gidelines. He can be too set in his ways and nwilling to try new practices on his job. Kyle may be nreceptive to company-sponsored innovation and continos improvement efforts. He may not do enogh to personally acqire, or encorage sbordinates to develop, new job-related skills and abilities. copyright 2012 resorce associates, inc. Page 8 of 11
Cstomer Service Manager Assessment Report copyright 2012 resorce associates, inc. Page 9 of 11
Cstomer Service Manager Assessment Report INTERVIEW QUESTIONS After reviewing the assessment reslts for this candidate, yo may want to condct a strctred interview to frther explore and clarify some specific concerns. The interview qestions listed below reflect areas of concern raised by the assessment reslts. Yo shold keep asking qestions ntil yo have gained confidence in yor assessment of the candidate. Yo can se some or all of these qestions when interviewing the candidate. Yo will probably want to cstomize these qestions to best fit yor style and what yo already know abot the candidate as well as the job for which s/he is being considered. Most of these are behavioral description items which ask the candidate to describe specific behavior on the job. Some additional probes which yo might want to se with individal qestions are: * When did this take place? * What factors led p to it? * What were the otcomes? * What did others in the organization say abot this? * How often has this type of sitation arisen? CUSTOMER SERVICE No matter how hard yo try, some cstomers are rde, annoying, or impossible to please. Describe the most difficlt cstomer yo have had to deal with and what efforts yo made to accommodate him or her. Describe a sitation where yo went above and beyond yor job description to make a cstomer satisfied. [Probes: What did yo do? What was the otcome? How often has this type of thing happened in the last year?] Tell me abot a time when yo had to reconcile competing demands from the cstomer with company demands or needs. Tell me abot a time when a cstomer gave yo a difficlt problem to solve. There are limits to how far an employee shold go to try to satisfy cstomer demands and reqests. Describe the criteria yo se to decide when that limit has been reached. EMOTIONAL STABILITY/RESILIENCE Tell me abot a time when yo had to keep on working despite having some problem or concern weighing on yor mind. [Probes: How long did it go on? How was it resolved? How often has this kind of thing happened in the last six months?] Stress is a natral part of most work environments these days. Describe a sitation where some significant form of stress has impacted yo on yor job and how yo dealt with it. Describe a sitation where yo learned to live with something stressfl at work. copyright 2012 resorce associates, inc. Page 10 of 11
Cstomer Service Manager Assessment Report EMPATHY Tell me abot a time when yo were dealing with a difficlt person. What made them hard to take? What was going on that made this person act or feel that way? (Listen for a broad nderstanding of that person's personality and an nderstanding of the context that might have contribted to the sitation.) Tell me abot a time when yo conseled an employee (or peer) who was going throgh a difficlt time. What was the problem? What did yo do? What was the reslt? Describe a time when someone at work responded emotionally to something yo said or did. How did yo respond? What was the reslt? (Listen for awareness of body langage, voice tone, etc. as well as an ability to see the person in distress, not necessarily someone who is jst offensive.) INTEGRITY What wold yo do if yo discovered that a coworker had been taking home office spplies withot permission and withot telling anyone? Under what conditions wold it be acceptable to ignore or bend a company rle or policy? Describe what yo wold do if yor boss asked yo to keep qiet abot some data he or she was falsifying for the annal company report. Under what circmstances wold it be OK to claim a sick day (even thogh yo were not sick) to deal with a personal problem at home? OPENNESS Describe the most recent new job-related method, procedre, or techniqe yo learned and how yo felt abot learning it. [Probe for when and how often this occrred.] Tell me abot a time when yo recommended or implemented a better way of doing things at work. Describe a sitation where yo felt that contining demands to do new things on yor job lowered yor overall prodctivity or efficiency. Describe yor plans (if any) for contined edcation, job-related training, or professional development yo have for the coming year. STRUCTURED VERSUS PARTICIPATIVE MANAGERIAL STYLE Describe yor approach as a manager of setting goals and objectives for the people who report to yo. As a manager, tell me abot yor approach for monitoring the performance and accomplishments of the people who report to yo. Describe whether yo empower the people who report to yo to fnction independently, and if so, how. The information contained in this report is Resorce Associates, Inc. bsiness information intended only for the se of the individal or entities named above. If the reader of this report is not the intended recipient yo are hereby notified that any dissemination, distribtion or copying of this report is strictly prohibited. If yo have received this report in error, please notify s immediately at (800) 840-4749 or by sending E-mail to info@resorceassociates.com. copyright 2012 resorce associates, inc. Page 11 of 11