1. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 1
Phillip Hash
University of Baltimore
APPL 645 – PAP Project
Clerical Focused Selection Battery for a Program Associate II
Dr. Thomas Mitchell

2. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 2
Executive Summary
The purpose of thisreport isto provide managementwithaviable selectionprocedure forthe
positionof ProgramAssociate IIthatwill ensure thatthe bestapplicantsare hired.The selectiontools
recommendedare the EmployeeAptitude Survey(EAS) andthe PSIBasicSkillsTest(BST).Subtests
withineachtool will be usedaspredictorstofocuson whenselectingcandidatestofill the positionof
Program Associate IIincludingVerbal Reasoning, Visual SpeedandAccuracy, Numerical Ability,
FollowingOral Directions,FollowingWrittenDirections,andFormsChecking.A review of these selection
toolsalongwiththe six subtestswithinthe selection toolswere reviewed usingacriterion-related
validitystudytoassess howwell eachsubtest predictedjobperformance inclerical jobs.Aninterview
protocol wasalso providedtomanagementasasupplementtothe selectiontool. The interview will also
serve asa predictor. A performance appraisal methodthatcan be usedforadministrative and/or
developmentpurposeswill alsobe provided tomanagement.

3. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 3
Introduction
Valid,evidence basedselectionproceduresare essential inefficienthiringpractices.If poor
hiringchoicesare made,itcan cost the organizationsignificantamountsof moneyintraining,recruiting
for anothercandidates,compensationforthe unqualifiedhiredemployee while theyare employed,etc.
Poorselectionprocedurescanalsoleadto legal problemswiththe Equal EmploymentOpportunity
Commission(EEOC). Inordertoknow the knowledge,skills,andabilities of aqualifiedcandidate,ajob
analysismustbe completed. A jobanalysisis neededtogainenoughunderstandingof the jobtoknow
howthe job isperformedeffectivelyandwhatapplicantcharacteristicsare neededtodoso (Guion&
Highhouse,2006). Afteranunderstandingof the minimumqualifications, roles,responsibilities,and
dutiesof thispositionare gained,aselectionprocedure canbe utilizedtohelpensure qualified
candidatesare selectedforemployment.Withinthe chosenselection tools,sixpredictorswill be
highlightedusingsoundmethodology. A validity studyishighlyrecommended forselectionprocedures
accordingto the UniformGuidelinesonEmployee SelectionProcedures(EEOC,1978). In thiscase,a
criterion-relatedvaliditystudy wasreviewed toshow thatthe predictorsinthe selectiontoolsare valid
predictorsof a vital criterion,jobperformance. The selection toolsthatwill be usedtobestselect the
positionof ProgramAssociate II,will be the EmploymentAptitude Survey(EAS) andthe PSIBasicSkills
Test(BST). The selectiontoolsfocusongeneral cognitive ability(GCA).Subtestswithineachselection
tool will allowexamineestodemonstrate fluidintelligence,the abilitytosolve new problemsthrough
reasoning,andcrystallizedintelligence,relyingonpriorknowledgeandexperience tosolve problems
(Spearman,C.,1904). SchmidtandHunter(1998) offereda.51 validitycoefficientbetweenGCA andjob
performance.
Three subtestswithineach selectiontool willserve as the predictors,aswell asastructured
interview.The six subtestsare VerbalReasoning,Visual SpeedandAccuracy, Numerical Ability (EAS),
FollowingOral Directions,FollowingWrittenDirections,andFormsChecking(BST).The jobfamilythat

4. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 4
thispositionismostcloselyrelatedtois Clerical. Thus,a criterion-relatedvaliditystudywillbe focused
on the proposedselection toolsandjobswithinthe Clerical family,accordingtopreviousstudies
conductedonthe proposedselection tools.Pearlman,Schmidt,&Hunter(1980) foundthatin most
cases,validitycanbe generalizedtosimilarclerical jobsandthatit wasjustified.
If the selectionprocedure isusedeffectivelyandthe six predictorsare focusedon, plusthe
structuredinterview, managementwillsave moneybyhiringqualifiedcandidatesand byreducingthe
amountof candidatestointerviewwhichwill alsosave time. Properuse of the selectionbatterywill also
reduce turnover,engage employees,andincrease productivity. Accordingtothe roles,responsibilities
and dutiesof thisposition,beingable toreadreportseffectively,quicklyandefficientlycreate binders
and reports,andabilityto comprehend numerical involvedissuessuchasreimbursementclaimsare all
effectiveskills requiredtoeffectively performthisjob.Focusingonthe six subtestswithinthe EAS and
BST will allowmanagementtoselectthe bestcandidate.
The EAS and BST has beenprofessionallyreviewedfortestuse,validationandlegal guidelinesin
the UniformGuidelinesonEmployeeSelection(Ruch,etal.,1994; Ruch,et al.,2001). If setup properly,
adverse impactcan be proactivelyavoidedasmuchas possible. Allcandidateswill be consideredforthis
positionandselectionprocedure regardlessof theirrace,sex,national origin,sexual preference,orage.
Thiswill aidavoidinganylegal challengesduringselection.
A performance appraisal method,inwhichratingscaleswillbe utilized, will alsobe providedso
that managementcaneffectivelyassesseachProgramAssociate IIaccordingtospecificoutcomes
highlightedbysupervisorsandmanagement.
Methodology

5. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 5
The developed jobdescription wascreatedbyviewingolderjobdescriptionsaswell as
interviewingone incumbentof the job.Fromthose twomeansof information,acollectionof minimum
qualifications, roles,responsibilities,anddutieswere developed.Fromthere,the focusbecame, what
are the essential attributesandpossible predictors of jobperformanceinthisposition? The interviewee
indicatedthatfrequentandessential jobdutiesincluded,“Compile anduse programbudgets,”“Produce
workshopbinder,handouts,andevaluations,”“Coordinate all binderproductionandassemblyforall
typesof meetings,”“Translation –English/Spanish,”and“Travel,hotel andcar rental coordination
includinginitial contact,optionsprovision,confirmationof contactinformation,booking,forwardingof
reservation confirmations,andanyquestionsforall Program, ManagementandBoardmeetingsfor
CEO.” From thisinformation, six predictors were selected.Beingable toaccuratelyvisuallyscanthe
contentsof a documentor a binderforprogram materialsisakeycomponentof thisposition.Two
othervital attributestohave inthispositionisfollowingoral andwrittendirections.Thispositionisvery
close to the SeniorVice President(SVP) of the organization.Thus,effectivelyfollowingdirectionsfrom
the SVPis essential. The selection toolschosentobestencompassthese sixpredictorswasthe
Employee Aptitude Survey(EAS) (Rush,etal.,1994) and the PSI BasicSkillsTest(BST) (Ruch,etal.,
2001).
The EAS is a testbattery that iseasyto administerandscannable testformsformachine scoring
are available forall eightsubtests withinthe selectiontool (Rush,etal.,1994). Asmentionedbefore,the
three subtestsof Verbal Reasoning,Visual SpeedandAccuracy,andNumerical Ability.Grouptestingis
preferredfromacost standpointandnospecial trainingisneededtoadministerthe test. Thistest
overall ischeaperthanmostpersonalityassessments. Administersshouldbe somewhatsavvyin
respectstounderstandingpercentilesandmeans,asnormtablesare available toassistinscore
interpretation(Ruch,etal.,1994).Individual resultsof the testshouldbe comparedtothe Clerical Job
Familynormtablesas well asto otherindividuals thatare beingtestedforthe position.Guilfordand

6. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 6
Fruchter(1978) recommendthatto maximize validity,keepthe time limitsshort. The three subtests
withinthistool have specificdescriptions.
In the Verbal Reasoningsubtest,aseriesof factsare presentedtothe candidate andfive
conclusionsare presentedtothemaftereachseriesof facts.Candidatesare toselectwhetherornotthe
conclusionistrue,false,oruncertain. Scoringisthe numberof rightanswersminus½the wrong
answers. Inthe Visual SpeedandAccuracysubtest, the candidates’abilitytosee detailsquicklyand
accuratelyisassessed. There are 150 itemsconsistingof pairsof numberseriesare presentedtothe
candidate,inwhichtheyhave five minutestoreviewasmanypairsas possible andtoindicate if each
pair isthe same or different.Inthe subtestof numerical ability,the abilitytoadd,subtract,multiply,and
divide wholenumbers,decimals,andfractionsare assessed.Theywillbe givenfournumerical optionsas
well asan optionof “X” indicatingthatthe correct answerisnot given.Theyhave atotal of tenminutes
across three parts(Ruch,et al.,1994).
The BST have subteststhatare brief andeasyto administerwithmostsubtestshaving5-minute
time limits.Webformatsandcomputerscoringisavailable andnormsbasedonthousandsof clerical
employeeresultsare alsoavailable toassistininterpretingtestscores.The dimensionswithinthistest
have identifiedvital skillsandabilitiesimportantforclerical jobsandsuccessful jobperformance have
beenmeasuredusinganationwide taskanalysis.Accordingtoresearch,ithasbeenconcludedthatthe
BST is notunfairto minorities.(Ruch,etal.,2001). The three subtestswithinthistool have specific
descriptions.
In the FollowingOral Directionssubtest,anexaminee istolisten toa6.5 minute recordingof a
typical conversationone wouldexpecttohearinan employmentsetting.Questionsare thenpresented
to examineesbasedonthe informationinthe recordingandare to selectthe correctanswerfromfive
alternatives.Note takingisallowedandthere are 24 itemswitha time limitof 5 minutes.Inthe

7. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 7
FollowingWrittenDirectionssubtest,anexaminee ispresentedwithasetof rulesand thenare to
determine whatactiontotake whenpresentedwithvarioussituationsinvolvingthe setof rules.
Examineesare toselectthe correctanswerfromthree or four alternativesandhave 5 minutesto
complete apossible 36items.Finally,inthe FormsCheckingsubtest,examineesare toread a paragraph.
Then,are presentedwithacorrespondingformandaskedif ithas beencompletedcorrectlyonthe basis
of informationpresentedinthe paragraph.There are 42 itemsinthissubtestandexamineeshave 5
minutestocomplete asmanyas possible (Ruch,etal.,2001).
Each candidate that scoresinthe top 3 of a composite six subtestresults,willbe broughtinfor
an interview withmanagement. The top3 wasselected because the positionbeingsoughttofill typically
onlyrequiresone employee. Toavoidnegligenthiring,reference checkswill be made aboutall
candidates whopassthishurdle. The five questionsrecommendedtoaskare, “How doesyour work
experience equipyouforthisjob?”“What typesof correspondence were youresponsible for?”“What
typesof data were youresponsibleforinyourworkexperience?”“Whatinformationwere you
responsible forprocessing?”and“Tell me aboutsome projectsorassignmentsinwhichyouhadto pay
great attentiontodetail.”Otherquestionscanbe usedatthe discretionof management. Focusingon
the interviewee’scommunicationsskillsshouldserveasanotherpredictor.Thisskillwillbe rated
subjectivelybythe interviewer. Answersshouldbe ratedona 1-5 basis(1 beingthe lowestrating
[Marginal],5 beingthe highestrating[Outstanding]) withnotes recorded inthe processtodocument.
The selectionof acandidate ismanagement’sdecision. The selectedcandidatewill be assessedontheir
performance bythe SVP,the supervisorof thisposition.
Aftera sufficientamountof time onthe job,eachProgram Associate IIwill be assessedontheir
performance.UsingaLikertScale,supervisorswill rate each ProgramAssociate II ona 1-5 scale (1 being
the lowestrating[Failstomeetgoals],5beingthe highestrating[Significantlyexceededgoals])
accordingto how well theymetthe goals beingassessed.Supervisorswill rate eachemployeeon

8. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 8
specificoutcomesdesignatedasbeingrepresentativeof jobperformance. Outcomeswill include:
Finishesplannedtasksontime andwithintime allocated;efficientmanagementof tasksforexistingand
newprogramsaccording towork plans;Up-to-date budgetstatusreportstrackingmostcurrent
expendituresispreparedonamonthlybasis;collectsprogram-relatedinvoiceswithinone monthafter
activity;opencommunicationwiththe SeniorVice PresidentandFinance Department;Makesnecessary
follow-upcallsandlogistical arrangementtoensure timelyreceiptandanalysisof evaluations;Produces
high-qualityworkshop/program/meetingandon-site consultingsessionmaterials;communicationswell
withand managesrelationshipswithparticipants,funders,partners,consultants,andnew contacts;and
maintainsaprofessional workingrelationshipandcommunicateswell with all staff,boardmembers,and
LMSC facilitators. The supervisorwill have the opportunity torecordcommentsoneachoutcome rated
for managementtoread.All informationwill be documented.
Results
A criterion-relatedvaliditystudyonthe selectiontoolsisrecommended.Previousresearchhas
beenconductedonthe EAS inthe form of a meta-analysis.A total of 725 validitycoefficientsfrom160
studieswere collected.Amongthese, predictivecriterion-relatedvaliditystudieswerereviewedtosee
whichapplicantswhotookthe EASdemonstratedstronglevelsof jobperformance afterbeingonthe
jobfor a sufficienttime(Ruch,etal.,1994). Scoresfrom the three subtestsof Verbal Reasoning,Visual
SpeedandAccuracy,and Numerical Reasoningwere comparedtothe generalizedmeantrue validityof
Clerical jobsinthe study. Relativelystrongvaliditieswere foundamongthe subtests(Ruch,etal.,1994).
The generalizedmeantrue validityscoresforClerical jobsandVerbal Reasoningwas.46;Clerical jobs
and Visual SpeedandAccuracywas.46; and Clerical jobsandNumerical Abilitywas.46.The reliability

9. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 9
scoresof subtests showedhighreliability; Verbal Reasoning,.82;Visual SpeedandAccuracy,.91; and
Numerical Ability,.87(Ruch,et al.,1994).
For an entrylevel jobsuchasthis,Huffcuttand Arthur(1994) showed meanvalidity of
interviews generallyincreaseswithincreasinglevelsof structure.
PSI’sBasicSkillsTest hasbeenvalidatedinaccordance tothe UniformGuidelines(EEOC,1978).
Each subtestfocusedonforthisselectiontool hasshowngoodvalidityandreliability. Validity
coefficientswere gatheredfromaconcurrentstudyinvolvingclerical jobs(Ruch,etal.,2001). The
validityforClerical jobsandFollowingOral Directionswas.39;Clerical jobsandFollowingWritten
Directionswas.36; and Clerical jobsandFormsCheckingwas.34. The reliabilityscoresof subtests
showedstrongreliability;FollowingOral Directions,.66;FollowingWrittenDirections,.75;andForms
Checking,.72 (Ruch,etal.,2001).
Resultsof the performance appraisal fromthe supervisortothe subordinate shouldbe
beneficial tothe subordinate. Becker&Klimoski (1989) foundthatfeedbackfromsupervisorsto
subordinatesonjobperformance ismore highlyrelatedtoperformance thanthatfromany other
source.
Discussion
Afterreviewingcriterion-relatedstudiesonthe EAS and BST, itis recommendedthat
managementuse the six subtestsidentified tohighlightthree candidatesthatwill be broughtinfor a
structured interview.Fromthere,itismanagement’sdecisiontohire the desiredcandidate.Thisis
recommendedbecauseof the strongpredictivevalidityscoresof the three EASsubteststojob
performance inthe jobfamilyof Clerical,aswell the strongvaliditycoefficientsof the three subtests
withinthe BST.Thisimpliesthatthere isa strongrelationbetween the subtestsandjobperformance in
Clerical jobs.Since the validityscores inthe EAS were generalizedmeantrue validityscores,one can feel

10. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 10
more assuredthat the findingscanbe generalizedtootherClerical positionssuchasthe positionof
Program Associate II. The predictorsinvolvedamongthe subtestsfocusedonhave showntobe valid
predictorsof jobperformance forclerical jobsinparticular(Pearlman,1979; Ghiselli,1966).
Managementcan alsoestimate the proportionof employeeswhowill be superiorperformers
because of the validityof the selection tools.Becausethe selectiontool validityis.46across the three
subtestsof the EAS,if 1/10 that applywill be selectedtobe employed,TaylorRusselltablesindicates
that there will be a62% increase insuperiorworkers[(.81 - .50) / .50]. In the BST, the TaylorRussell
tablesindicatesthatthere willbe a48% increase insuperiorworkers[(.74- .50) / .50] (Taylorand
Russell,1939).
The proposedselectionprocedure will be usedasamultiple hurdle.First,the candidateshave to
pass the minimumqualificationshurdle.Next,acandidate mustscore inthe top3 of a composite tests
scoresfor the six subtests betweenthe EASandBST. Then,those candidateswill be broughtinfora
structuredinterview.Atnopointwill aquestioninthe structuredinterview be askedregardinga
candidate’srace,sex,national origin,sexual preference,orage.Thiswill avoidanylegal challenges
duringselection.
The positiondescription(attachedasappendix A) istobe usedfor recruitmentof candidates.It
will include apurpose statement,minimumqualifications,rolesandresponsibilities,anddutiesof
successful incumbents.Inthe future,thispositiondescriptionshouldbe updatedif anyrelevant
technologyadvancescome aboutorif rolesor responsibilities have changed. The EASandBST protocol
on howto use it isattachedas Appendix Bandwill include the specificsubteststoassesscandidate.Itis
recommendedinthe future thatselectedcandidates’testscoresonthe EAS and BST be comparedto
jobperformance aftera sufficientamount of time onthe job,forrevalidationpurposes.

11. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 11
Ratingsscalesforthe performance appraisal waschosenbecauseitiseasyformanagementto
craft to theirdiscretion,easytouse,hasa verylow cost attachedto it,and notrainingisrequiredto
conduct thisperformance appraisal.One thingtobe waryof isthe ideaof rater’sbias.A supervisor
couldbe biasedinthe rating of a subordinate butbecause of the closenessbetweenthe supervisor
(SVP) andsubordinate (ProgramAssociate II),itis recommendedthatthisperformance appraisal
methodforthisposition.The biggestadvantagestomanagementisthe ease of use andlow cost
associatedwithratingscales. Inaddition,becauseof the factthat the Program Associate IIisworkingso
closelywiththeirsupervisor,performance goalsthatthe supervisorpreferswill likelybe set.Research
has shownthatsupervisorratingsmayreflectwhetherornotthe employee iscontributingtogoals
valuedbythe supervisors(Hogan&Shelton,1998). It can be usedbymanagementforincreasesof pay
decisionsaswell asdisciplinarydecisionsif needbe.The performance appraisalwill give managementa
goodideaif the employee’sperformance isincongruence withorganizational outcomes andif theyare
performingupto the standardsof the organization.
Because of the validityof the selectiontools,aswell ashow well itpredictsjobperformance in
clerical jobs,itisrecommendedthatthisselectionsbatterybe utilizedbymanagementforthe selection
of the position ProgramAssociate II.Ratherthanutilizingapersonalitymeasure,itisrecommendedthat
managementuse cognitivetestssuchasthe onesrecommendedinthe selectionbattery.The selection
toolsinthe selectionbatteryfocusesinonthe knowledge,skills,andabilitiesneededtoeffectively
performthisposition.The selectionbatteryhasthe abilitytoincrease productivityinsuperiorworkers,
predictexcellentjobperformance,andreduce turnoverbyhiringcompetentemployeesthatwill
effectivelyperformthe job.The performance appraisal suggestedwill assessemployeesonthese
knowledge,skills,andabilitiesneededtoeffectivelyperformthe jobaswell ashow consistentlytheyare
meetingthe goalssetbythe supervisor.

12. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 12
References
Becker,T.E., & Klimoski,R.J.(1989).A fieldstudyof the relationshipbetweenthe organizational
feedbackenvironmentandperformance. PersonnelPsychology,42,343-358.
Equal EmploymentOpportunityCommission,Civil Service Commission,Departmentof Labor,and
Departmentof Justice (1978). Uniformguidelineson employeeselection procedures.
Ghiselli,E.E.(1966). The validity of occupationalaptitudetests. New York,NY:JohnWiley& Sons.
Guilford,J.P.,&Fruchter,B.(1978). Fundamentalstatisticsin psychology and education. (6th
ed.) New
York, NY: McGraw-Hill.
Guion,R.G.,& Highhouse,S.(2006). Essentials of personnelassessmentand selection. Mahwah,NJ:
Lawrence ErlbaumAssociates,Publishers.
Hogan, R.,& Shelton,D.(1998). A socioanalyticperspectiveonjobperformance. Human Performance,
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Huffcutt,A.I.,&Arthur,W. (1994). Hunterand Hunter(1984) revisited:Interview validityforentry-level
jobs. Journalof Applied Pyschology,79(2),184-190.
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jobproficiencyandtrainingsuccessinclerical occupation. Journalof Applied Psychology,65(4),
373-406.
Pearlman,K.(1979). The validity of tests used to select clerical personnel:A comprehensivesummary and
evaluation. (TS-79-1) Washington,DC:Personnel ResearchandDevelopmentCenter,U.S.Off of
Personnel Management.
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and government.LosAngeles,CA:PsychologicalServices,Inc.
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(2nd
ed.) Glendale,CA:Psychological Services,Inc.
Schmidt,F.L., & Hunter,J.E. (1998). The validityandutilityof selectionmethodinpersonnel psychology:
Practical and theoretical implicationsof 85years of researchfindings. PsychologicalBulletin,
124, 262-274.
Spearman,C.(1904). ”General intelligence,”objectivelydeterminedandmeasured. American Journalof
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Taylor,H.C.,& Russell,J.T.(1939).The relationshipof validitycoefficientstothe practical effectiveness
of testsinselection. Journalof Applied Psychology,23, 565-578.

13. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 13
Appendix A
Official Job Title: PROJECT ASSOCIATE II
Working Title (if different)
Supervisor’s Name:
Supervisor’s Title: SENIOR VICE PRESIDENT
JOB DESCRIPTION
PositionPurpose:
The purpose of the position of Program AssociateII is to provideadministrativeand programmatic
assistance& supportto the Senior Vice President; to all existingand new Latino, Native American, African
American, and Senior Women of Color Academies; to Bank of America’s Neighborhood Builder Leadership Program
(NBLP) and Neighborhood Excellence Initiative(NEI); to Board Members; and to the office in general.
MinimumQualifications:
1. High School Diploma
2. 3 years of administrative/clerical work or a Bachelor’s Degree to replace.
Roles& Responsibilities:
1. Administrative support to Senior Vice President when on the field, i.e. timesheets, faxes, etc.
2. Participate in the design, management, logistical planning and coordination, delivery, evaluation and
administration of TCLI’s new and existing Academy programs.
3. Plan and coordinateall Academy meetings, includingFunder Orientations,Advisory Committees, Selection
Teams, Trainer, Faculty meetings, etc.
4. Coordinateworkshops and on-siteconsultingschedules - performrequisiteresearch,planning,production,
administrative, logistic and communication functions.
5. Produce high quality training materials and other products.
6. Coordinate on-site workshop arrangements and audiovisuals.
7. Set up and maintain online communications with participants, partners, consultants, funders, facility
managers, new contacts.
8. Coordinate, monitor, and schedule maintenance and supply of office technologies (hardware/software,
office equipment, computers, telephones etc.)
9. Monitor, maintain and order program-related items.
10. Monitor, maintain and order books, videos, reports and handouts for workshops and on-site consulting
sessions.
11. Participate in program teams, all staff activities and carry out other tasks as assigned by Supervisor.
12. Spanish/English translation.
13. Coordination and management of portfolio of new programs.
Duties:
1. Planning and Budgeting:
a. Compile and use program work plans.
b. Compile and use program budgets.

14. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 14
c. Collectinvoices to process for Finance.
d. Compile, maintain and usefunder report grid.
e. Create and maintain database(Outlook & Salesforce).
f. Compile and use weekly "to do" lists of priority tasks.
2. Logistics for New and Existing Programs:
a. Coordinatecalls and meetings with participants,funders,partners,consultants ,facility managers,
new contacts.
b. Plan and coordinateassorted meetings by program.
c. Academy invites,selection process and orientation call coordination.
d. Research workshop facilities.
e. Negotiate workshop facility contracts.
f. Create on-siteconsultingschedules.
g. Coordinatestaff/consultanttravel and hotel reservations.
h. Compile workshop and on-siteconsultingconsultantcontracts.
i. Research workshop curriculumand handouts.
j. Produce workshop programs, binders,handouts and evaluations.
k. Coordinateall binder production and assembly for all types of meetings.
l. Meeting room set-up and on-sitecoordination and problemsolving.
m. On-sitecoordination atworkshops,meetings and special events.
n. Coordinateworkshop and on-site consultingschedulelogistics.
o. Conduct research for funder proposals and assistwith proposal submissions.
p. Assemble and mail informational follow-up packets to participants,funders,partners,consultants,
facility managers,new contacts.
q. Assistwith travel advancerequests.
r. Translation –English/Spanish.
s. Interaction with interns on programmatic assignments.
t. Trainingto administrativeperson on Co-TrainingPartner staff on all logistics.
3. Communications:
a. Participatein staff,board and team meetings and all staff events.
b. Participatein database/tech meetings and discussions.
c. Coordinatecalls/e-mailswith Board members for Board meetings.
d. Create and maintain database (Outlook & Salesforce).
e. Cybergrants backup, trainings and evaluations for Senior Vice President and self
f. Order officesupplies.
g. Troubleshoot and problem solvewith TechServe.
h. Set up and manage phone system and communication with TechServe to maintain current.
i. Open/Distributemail.
4. Management:
a. Communicate directly with program participants, partners, consultants, funders, facility managers,
new contacts.
b. Board members’ travel and occasional hotel and car rental coordination including initial contact,
options provision, confirmation of contact information, booking, forwarding of reservation
confirmations, and any questions for meetings.
c. Receive and process Board reimbursement invoices and requests for Finance.

15. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 15
d. LMSC members’ travel and hotel coordination including initial contact, options provision,
confirmation of contact information, booking, forwarding of reservation confirmations, and any
questions for NEI Program Phase 2.
e. ProvideNEI manager an expense sheet of LMSC members’ costs with confirmations for NEI Program
Phase 2.
f. Preparation of Travel Advance Requests for CEO.
g. Travel, hotel and car rental coordination includinginitial contact,options provision,confirmation of
contact information, booking, forwarding of reservation confirmations, and any questions for all
Program, Management and Board meetings for CEO.

16. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 16
Appendix B
Employee Aptitude Survey (EAS)
Type of Subtest Description
EAS 2 – Numerical Ability Test is designedto measure abilityinaddition, subtraction,
multiplication, and division ofwhole numbers, decimals, and
fractions. Examinee will be askedto complete one ofthese
functions and be presentedwithfour numerical options and
an optionto indicate that the correct answer was not listed.
EAS 4 – Visual Speed and Accuracy Assessescandidate’s abilityto see details quicklyand
accuratelybypresenting 150 items to the candidate that
consist of pairs of number series that mayinclude decimals,
letters, or other symbols. Candidate then has 5 minutes to
review as manypairs as possible andindicate whether each
pair is the same or different.
EAS 7 – Verbal Reasoning A series of facts are presented to the candidate to review.
Each series is followed byfive conclusions in whichthe
candidate has to indicate, basedon the factual information
give, whether the conclusion is true, false, or uncertain.
Ruch, etal. (1994).
PSI Basic Skills Test (BST)
Type of Subtest Description
BST 7 – Following Oral Directions The examinee listens to a 6.5 minute tape recording of
conversations that take place inan employment setting.
Taking notes is allowed. The examinee the reads questions
basedonthe informationcontained inthe tape recording,
selectingthe correct answer fromfive alternatives. Number
of items:24;time limit:5 minutes
BST 8 – Following Written Directions The examinee reads a set of rulesandthen determines what
actionto take invarious situations byapplying the rules. The
examinee thenselects the correct answer from three or four
alternatives. Number of items:36;time lime:5 minutes
BST 9 – Forms Checking The examinee reads a paragraphandthen checks to see if a
correspondingform hasbeen completed correctlyon the
basisof information presentedinthe paragraph. The
examinee thenindicateswhether the form is correct or
incorrect. Number of items: 42;time limit:5 minutes.
Ruch, et al. (2001).
Multiple HurdlesinSelectionProcess
1st
Hurdle
If candidate doesnotmeetminimumqualifications,donotbringtheminfor EAS and BST
assessment.
2nd
Hurdle
Candidateswhopassthe firsthurdle will be broughtinfortesting.Amongthe scorescollected,
the top three composite scoresamongthe six subtestswill passthishurdle.
3rd
Hurdle
Candidateswhopassthe firsttwohurdleswill be broughtinfora structuredinterview with
management.InterviewProtocol isbelow.Afterthe interviewsare finished,itisrecommendedthat
managementselectthe highestratedinterviewee tobe employed.

17. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 17
Interview Protocol
It isrecommendedthateachcandidate broughtinforan interview withmanagementbe askedthe same
questionsinthe same manner. Communicationskillsshouldbe subjectivelyassessedbyinterviewer.
Aftereachresponsesisgiven,the interviewermustsubjectivelyrate eachanswerona 1-5 scale:
1 – Marginal
2 – BelowAverage
3 – Average
4 – Above Average
5 – Outstanding
Five recommendedinterview questionsare:
 How doesyourworkexperienceequipyouforthisjob?
 What typesof correspondence were youresponsiblefor?
 What typesof data were youresponsibleforinyourworkexperience?
 What informationwere youresponsibleforprocessing?
 Tell me aboutsome projectsor assignmentsinwhichyouhadtopay great attentiontodetail.

18. CLERICAL FOCUSED SELECTION BATTERY FOR A PROGRAMASSOCIATEII 18
Appendix C
Performance Appraisal
RatingScale Protocol:
For eachoutcome to be rated,the supervisorwill subjectivelyrate the level of performance of the
ProgramsAssociate IIon a 1-5 scale:
1 – Failsto meetgoals
2 – Less thanconsistentlymetgoals
3 – Consistentlymetgoals
4 – More than consistentlymetgoals
5 – Significantlyexceededgoals
Employee will be ratedonthe followingoutcomes:
 Finishesplannedtaskson time andwithintime allocated.
 Efficientmanagementof tasksforexistingandnew programsaccordingto workplans.
 Up-to-date budgetstatusreportstrackingmostcurrent expenditures ispreparedonamonthly
basis.
 Collectsprogram-relatedinvoices withinone monthafteractivity.
 Opencommunicationwiththe SeniorVice PresidentandFinance Department.
 Makes necessaryfollow-upcallsandlogistical arrangementtoensure timelyreceiptandanalysis
of evaluations.
 Produceshigh-qualityworkshop/program/meetingandon-siteconsultingsessionmaterials;
 Communicationswell withandmanagesrelationshipswithparticipants,funders,partners,
consultants,andnewcontacts.
 Maintains a professionalworkingrelationshipandcommunicateswellwithall staff,board
members,andLMSC facilitators.