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Section
CONTENTS AT A GLANCE
Staffing Organization & Structure ................................................. 1.1
Building Company Culture on Core Values .................................. 1.2
Recruiting & Retaining Staff ......................................................... 1.3
Qualities of a Successful Manager ............................................... 1.4
Business Principles &
Management Roles
B U S I N E S S
Section 1
P R I N C I P L E S
&
M A N A G E M E N T
R O L E S
2
S T A F F I N G
O R G A N I Z A T I O N
&
S T R U C T U R E
Section
1.1
Staffing Organization &
Structure
Objectives
I C O N
K E Y

To design a staff that maximizes the application of human resources
available.

To design and build a staff appropriate to the sales volume of the business.

To design and build a staff that will maintain accountability for each and
every phase of the repair process.
Overview
Valuable Information
Exercise Caution
Corrective Actions
It is unlikely that any single staffing design will work effectively for every
bodyshop even if they are similar in size. Each shop has a unique variety of
characteristics that distinguishes it from the others. Even bodyshops with
multiple locations find that a staff design that works great at one location may
prove deficient at another. This is largely due to the unique skill sets of the
people. In addition, market areas vary both in standard business practices and
the human resource pool. Ultimately it is the differences in people that will
drive each bodyshop to design and structure its staff slightly different than the
next.
In spite of the inherent differences from one employee to the next, there are
many basic principles and truths that can be applied in order to appreciate the
full potential of employees. The following material serves to illustrate many
of the choices available, and influences to consider, when building your staff.
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Section 1.1
B U S I N E S S
P R I N C I P L E S
&
M A N A G E M E N T
R O L E S
Determining Administrative Staff
Potential
Many shop owners and managers are perplexed when obliged to decide how
many administrative staff are needed to operate the business smoothly. Once
again, there is no absolute answer due to the many differences from one shop
to the next. In a dealership scenario, for example, many of the administrative
tasks are conducted by the main office of the dealership, while an independent
shop may manage the same tasks internally. Another example would be a
shop that has their payroll processed by an outside firm while another does
their payroll internally. In spite of the inconsistencies there are some general
guidelines worth considering:

Independent shops conducting all administrative tasks internally can
expect to spend approximately 5 ½ hours of administrative labor for every
$1,000 in sales. This translates to approximately $30,000 in monthly sales
for every administrative employee.

A well-run dealership bodyshop can expect to spend approximately 3 ½ to
4 hours of administrative labor for every $1,000 in sales. This translates to
roughly $42,000 - $48,000 in monthly sales for every administrative
employee.
Note
Remember that these examples are used purely for illustration.
Many shops fall above or below these guidelines.
Section 1.1
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S T A F F I N G
O R G A N I Z A T I O N
&
S T R U C T U R E
Shop Staffing Requirements
The following chart depicts some of the common positions that exist in
every bodyshop regardless of size. Each individual shop may or may not
have a staff member for each of the positions listed because quite often
people assume the responsibilities of more than one position. In other
words they “wear many hats.” Keep this in mind as you assign
responsibility in your organization.
Owner
Manager
Customer
Service
Sales
Manager
Production
Manager
Parts
Manager
Metal
Technician
Paint
Technician
Metal
Technician
Paint
Technician
Metal
Technician
Paint
Technician
Metal
Technician
Paint
Technician
Maintenance
Person
Detail
Technician
Administration
Manager
Most experts agree that an employee should answer to only one person.
Fielding instructions from several different people can become confusing and
unproductive. Create an organizational structure where each staff member
answers to only one person, and create work habits that prevent one person
from doing another person's job, except as a backup. The boundaries of a job
description should be clear-cut and no overlap should exist except in a
secondary or backup situation. Much like a pit crew at the race track, each
person has a job to do individually, in order to be competitive as a team.
Vertical Management
The organizational chart above represents a vertical management design. This
approach has been in use for many years and has proven effective in many
environments. In spite of its successes, vertical management has experienced
some drawbacks that continue today. One of the most common complaints is
the inefficiencies that take place within the stiff vertical hierarchy. The
decision-making process often becomes so bogged down in bureaucratic red
tape that the workers become disinterested and/or disenchanted with the goals
and objectives of company management.
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Section 1.1
B U S I N E S S
P R I N C I P L E S
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M A N A G E M E N T
R O L E S
Team Management
Customer
Core Principles
Owner
Manager
Customer
Service
Production
Manager
Office
Manager
Sales
Manager
Production
Technicians
Lateral Design
An appealing alternative to the vertical design is a team management style
governed by core principles. Well run organizations recognize the superior
performance capabilities of a mature staff who have flexibility and teamwork
built into their organizational structure. This concept of team management
within an organization provides numerous benefits, not the least of which is a
reduction in supervision. By training and cross training your staff, you provide
an environment conducive to employees taking initiative and making
confident decisions. You help to build team spirit. This sort of organizational
structure frees up time at all levels, allowing managers to focus on high
leverage activities like planning, sales and marketing, or research. It also
relieves an organization of the burden of a complicated and rigid system of
administration. Have you ever experienced the frustration of telephoning a
company when you were in need of service, only to be juggled endlessly by an
automated phone switchboard? You may have had the simplest request but
were unable to talk to a real person and eventually you were left with a bad
impression of the company you were trying to do business with. This is not to
say that electronic switchboards are all bad, but that inflexibility within a
company can result in poor performance, or even worse, unhappy customers
and lost revenues.
When a staff is built around the team management concept, the responsibilities
of running the business are evenly distributed among each of the staff, and
each decision is governed by the core principles in place.
When the staff design is structured around accountability, training, freedom,
systems, initiative and flexibility, you are creating a great opportunity to
develop a strong team of leaders within the company. The benefits of
developing this type of teamwork will ultimately translate to a better-run
company.
Section 1.1
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O R G A N I Z A T I O N
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Recommended Procedures

Identify the contribution of each employee and be certain that each person
is adding value to the effectiveness of the team.

Implement a solid group of systems, policies, procedures and guidelines to
provide a foundation to work from. As the team becomes more mature
and confident, the policies become less necessary.

Involve the employees in the design of the plan. Implement tools like the
“Administration Accountability Checklist” found in Section 7, Bodyshop
Forms.

Encourage and reward initiative and sound judgment.

Provide a secure environment where employees are free to take risks.

Continually work at developing your own leadership abilities and the
leadership abilities of those around you.

Post your company’s organizational chart for all employees to see. Be
certain that everyone understands how the company is managed.

Design your staff by analyzing your shop’s particular needs. Don’t worry
about what the guy down the street is doing.
Additional Information
Principle-Centered Leadership, by Stephen R. Covey
New York: Simon & Schuster, Summit Books, 1991
Developing The Leaders Around You, by John C. Maxwell,
Nashville, Tennessee: Thomas Nelson Publishers, 1995
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Section 1.1
B U S I N E S S
P R I N C I P L E S
Section 1.2
&
M A N A G E M E N T
R O L E S
8
B U I L D I N G
C O M P A N Y
C U L T U R E
O N
C O R E
V A L U E S
Section
1.2
Building Company Culture on
Core Values
Objectives
I C O N
K E Y

To complement policies and procedures with a solid foundation of core
company principles and values.

To develop the decision-making and leadership abilities of the entire staff
by providing meaningful and practical guidelines.
Traditional Management Techniques
Valuable Information
Exercise Caution
Corrective Actions
9
While many companies experience a natural growth transition, some undergo
growing pains as they develop from an “owner-driven” design to a more
“mechanized” approach. The term “owner-driven” is used to describe the
company that runs primarily from the decisions and influences of one person.
It’s not unusual to find a smaller bodyshop with this type of management in
place. It becomes increasingly difficult for one person to handle all the
decisions as the company grows and adds employees. To combat the
situation, the management style often develops into a more mechanized
approach with an increasing number of policies, systems and procedures. This
mechanized approach can prove very beneficial to a company; however,
sometimes the policies and procedures can become strained. Too many
policies or inflexibility often stifles the creativity and initiative of the staff
members, which ultimately hampers the performance of the company.
Ultimately, when the benefits of the mechanized approach are exhausted, it’s
often advantageous to develop a company culture based on core values.
Section 1.2
B U S I N E S S
P R I N C I P L E S
&
M A N A G E M E N T
R O L E S
Understanding Core Values
Even a substantial collection of systems, procedures and policies will achieve
only mediocre results if the other essential ingredients of a company based on
core values are lacking. It’s necessary to have principles based on core values
which can be used in the decision-making process in order to achieve the
desired results. These principles should not be considered interchangeable
when applied to fluctuating circumstances or differing personalities within the
organization. For example, you can’t expect to correct a metal man for using a
shortcut procedure if management is conducting itself in a similar manner,
such as taking a shortcut with the insurance company.
Putting core values in place is not always the most convenient route as
immediate objectives may sometimes be obtained using an easier method.
However, in so doing you are destroying the inherent value system that you are
building between yourself and your employees. Making arbitrary decisions
without principles will never provide sturdy guidelines to refer to. Therefore,
the resulting decisions made by your employees will be different since they are
not all working with the same goals in mind. To get your whole team working
toward the same goals you need to clarify everyone’s understanding of the
company principles. Establishing company core values is the answer.
Section 1.2
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B U I L D I N G
C O M P A N Y
C U L T U R E
O N
C O R E
V A L U E S
Developing Core Values
When developing a set of core values for your company, be certain to include
your entire staff in the process. If management merely “assigns” values, they
are no longer values, but instead become “rules.” Remember the expression
No involvement, no commitment. This is especially true of company policy.
The following is a list of sample core values intended to provoke your
individual thought process when developing your company’s core values.

Service

Quality

Honesty

Efficiency

Appearance

Profit
We will always provide excellent service at every point of
contact with customers and prospects. This includes courtesy
and professionalism in all areas, from reception, to our proactive follow-up with customers whose vehicles are being
repaired.
We will always deliver a quality repair with a fit and finish
either equal to or superior to the original manufacturer’s fit
and finish. The end result will always be an invisible repair.
We will always be honest in our dealings with customers,
insurance companies, employees, and each other.
We will continually strive to improve efficiency in everything
we do in order to provide better value and service to our
customers and to improve our profit potential.
Our facility and staff will look good to prospects and
customers 100% of the time. This includes exterior,
reception, workshop, uniforms, grooming, etc.
We will always strive to earn a reasonable profit on every
function we perform.
Remember that culture, by definition, assumes shared vision and values and is
understood and implemented by all levels of the organization. By assembling
the right collection of core values for your company, and gaining the
commitment from your staff, you are guaranteed positive results.
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Section 1.2
B U S I N E S S
P R I N C I P L E S
Section 1.2
&
M A N A G E M E N T
R O L E S
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R E C R U I T I N G
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R E T A I N I N G
S T A F F
Section
1.3
Recruiting & Retaining Staff
Objectives

To promote the growth and profitability of your organization by acquiring,
developing and retaining a committed and effective team of players, and
keeping them at their full potential.
Staff Recruiting
I C O N
K E Y
Valuable Information
Exercise Caution
Corrective Actions
Each year more information and material becomes available on the process of
recruiting, hiring, and retaining employees. If you expect your organization to
shine, you must keep alert to new information and management skills.
Business owners and managers must accept the fact that recruiting is an
ongoing process in a well-run organization. The first step in the recruiting
process is to attract only those individuals who share your company’s core
values (Section 1.2).
You will find that as your team develops and matures, a pattern of “peeraudited” supervision begins to take place which provokes employees into
“policing” their own team members. The importance of recruiting and hiring
the right staff cannot be overstated. It should be considered one of
management’s highest level activities, since an organization made up of the
right people is one of the single most powerful ingredients of a successful
business.
It is normally the general manager’s responsibility to recruit new employees.
The following methods are the most typical routes for recruitment in the body
shop business, and are often used in conjunction with each other.
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Section 1.3
B U S I N E S S
P R I N C I P L E S
&
M A N A G E M E N T
R O L E S
Recruiting Suggestions
Some of the more traditional methods include newspaper ads and employment
agencies. Either method can often be ineffective, time consuming and costly.
Consider these less common methods:
Develop a Recruiting Brochure
Put the time and effort into this piece to make it worthwhile. Make sure the
message sells the right image about your shop and tells why an employee
would want to work there.
Recruit Trade School Students
Although this method is not foolproof, careful scrutiny can often reveal some
valuable recruits.
Target Competitor’s People
Aggressively pursuing the best people can give your company the edge.
Develop from within Your Own Staff
This “grow your own” approach can often provide the most effective results.
Hiring staff at the apprentice level can be very time consuming and requires a
long-term commitment to training. Nevertheless, the rewards can sometimes
be well worth the effort.
Word of Mouth
This is probably the most common method of all, but don’t underestimate its
ability to produce results. By putting the word out to vendors, suppliers,
technicians, friends, associates, etc., you may find the response is significant.
Section 1.3
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S T A F F
Interviewing the Applicant
Whenever you conduct an interview, there are a few key points to follow:
1. Have all applicants fill out the supplied Employment Application Form,
found in Section 7, Bodyshop Forms. This application is designed
specifically for bodyshop use and will offer some insights and
understanding of the applicant’s background and experience before
starting the interview.
2. Schedule interviews for a time and place free from interruptions and
distractions. Show people that you respect them and their interest in your
company.
3. Have a list of questions prepared that provokes a meaningful response.
Avoid simple yes or no questions. Ask questions that will help reveal the
person’s true character.
4. Let the applicant speak. Many managers get so caught up in talking about
their own background, accomplishments and objectives that they fail to
listen or learn anything about the applicant.
5. Use the supplied Interview Analysis Form to keep a record of the
interview and the applicant’s strengths and weaknesses.
6. Take notes. By taking detailed notes, the information can be referenced at
a later date without having to worry about remembering the details.
7. Take a Polaroid photo of the applicant to help recall the person when
reviewing his or her file during the final selection phase.
8. Keep a file on each applicant. Typically, the file would include an
application, a resume and detailed notes of the interview. This system will
provide you with the information you need when you need it, and you can
build an inventory of potential candidates to pull from in the future.
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B U S I N E S S
P R I N C I P L E S
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M A N A G E M E N T
R O L E S
Staff Retention
While recruiting good people is increasingly becoming a challenge in the
autobody business, staff retention is perhaps the bigger challenge. A high
turnover rate usually indicates something is missing within the management of
the company. High staff turnover is also very costly; hence, the necessity of
cultivating the relationship with each employee right from the beginning.
Starting Out on the Right Foot
To get started on the right foot with a new employee, it is essential to make
sure each new employee is adequately trained and supported with general
orientation in his or her new position. For example, show them where to park,
how to handle their paperwork, and let them know when to come to work, and
when to go to lunch. Explain your standard of quality, review their job
descriptions with them, explain pay rates and raises, dress code and other
related shop policies.
Provide them with documentation, whenever possible, to strengthen their
effectiveness with the responsibilities they have been assigned. During the
initial orientation training it should be made clear to the employee who he or
she is accountable to. It’s also important to design the staff so that every
employee answers to only one person. Fielding instructions from several
different people can become confusing and unproductive.
All of these issues need to be handled on the employee’s first day on the job,
before he or she starts to work.
Your Company’s Organizational Requirements
In order to provide an atmosphere conducive to long-term staff retention, it’s
essential for a company to have or maintain the following fundamental
ingredients.
Section 1.3

Opportunity

Pride

Respect

Trust
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S T A F F
Opportunity
First, the company must offer its employees opportunity for growth. The work
environment must be a positive experience with challenges and opportunities,
performance measurement and feedback. Training and education must be a
regular part of the curriculum. Don’t make the mistake that many companies
make by restricting the training and educational programs offered for fear of
losing the employee to a competitor. Most employees place great value on
training. In addition to the obvious benefits of a well-trained staff, you’ll also
experience a greater degree of loyalty, dedication, confidence and camaraderie.
Pride
There must be a sense of pride in every position in the company. If any
position or employee is viewed in a secondary manner, not only will that
particular employee’s attitude suffer, but the attitude of the entire staff will be
jeopardized, and often the faith in the principles of the company is lost. Pride
must be nurtured and cultivated at every level in the organization.
Respect
If management expects the staff to respect the goals and ambitions of the
company, the company must in turn offer the same respect for its staff. Like
the other ingredients listed here, respect goes a long way toward improving the
performance of your staff and ultimately your company.
Trust
Unconditional trust is one of the most powerful steps you can make toward
empowering your people. When a person receives trust, they give trust. It's
another “win-win” scenario for both shop and employee. In order for this
concept to be entirely effective, management must be willing to take a leap of
faith and lead by example. Any inconsistent behavior on the part of
management will corrupt the merit of the trust relationship.
An example of inconsistent behavior would be when the management of a
shop tolerates the behavior of a “star” employee and yet considers a similar
activity by another employee unacceptable. If management is doing its part
and an employee breaks the trust relationship, then the employee should be
reprimanded or removed, period. This kind of firm action goes a long way
toward strengthening the core spirit of an organization. The opposite, weak or
indecisive behavior only undermines the organization’s potential for growth
and prosperity.
There are many other considerations involving employee retention, but those
previously mentioned will have a dramatic impact on improving retention and
provide a variety of other benefits such as improved attendance and
productivity, just to name a few.
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Section 1.3
B U S I N E S S
P R I N C I P L E S
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M A N A G E M E N T
R O L E S
What Employees Really Want
This may seem obvious enough. “People want to work, make good money
and go home,” is the popular misconception. Many sophisticated studies have
been conducted over the years relative to what employees want from their
jobs, and they all form the same basic conclusion. The most common
answers:
1. Full appreciation for a job well done.
2. A feeling of being “in” on things.
3. Management’s understanding of their personal problems
and interests.
A popular misconception of many managers is that more money is the solution
to everything, including job satisfaction. Typically, to resolve issues relating
to employee motivation or job satisfaction, managers default to money-driven
incentive plans. In reality, money usually ranks fifth or even lower in the list
of importance to employees. Many people have left one job for another
offering less pay, because the conditions at the higher paying job
were not reason enough to stay.
Note
In the “real world,” incentive plans will fail, or at best offer
mediocre results, unless the company organizational
requirements listed on the previous page are met. Let’s look at
some of the details relative to the three categories listed above.
1. Feeling of Appreciation for a Job Well Done
Put another way, recognition. Recognition can come in many forms.
Sometimes it’s something as simple as the “boss” offering a compliment for
an exceptional repair job, or a positive comment on an employee’s personal
grooming and appearance. A more elaborate gesture could be a gift certificate
for dinner at a local restaurant for the high producer, or for the employee who
received the most positive remarks from satisfied customers. Ideally, the
second example given here would be conducted publicly for the entire staff to
share. A solid rule never to be broken; praise in public, reprimand in private.
Section 1.3
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Here are a few other ways to show your appreciation to your employees.
The techniques you use are limited only by your imagination:
Indirect
Direct

Smile

Certificates, awards, banners

Compliment employees for jobs well
done

Name tags, year pins

Compliment employees on dress or
grooming

Titles, designations

Stop what you’re doing and tell your
people individually and as a group
that they are important to you

Have a company BBQ in honor of
someone or to recognize a good
team performance

Praise your staff in front of others,
especially those outside of your
organization

Keep score, measure performance
both individually and company-wide,
post results

Pass on a compliment from a friend
or customer

Conduct regular company/employee
reviews
2.
Feeling of Being “In” On Things
The old saying, no involvement, no commitment, is a coined phrase that
describes what happens when plans and strategies are implemented without
the participation of the workers involved.
The next time you decide to introduce some changes, consider holding a staff
meeting and asking for the opinion of your staff. Even if they lack expertise
on the subject, sharing with them some basic understanding of the issues will
demonstrate that you are concerned enough to ask their opinion. This will
give your staff a feeling of pride and involvement. You’ll often be surprised
how much they have to contribute when given the chance.
3.
Management’s Understanding of Employee Personal Interests & Problems
When an employee believes his/her superiors have a genuine interest in their
well-being, a huge step toward a strong and positive relationship can be
established. In general, people need the opportunity to “bounce” their
problems and concerns off others. Employees value their job more when they
feel they can get guidance, support, and understanding from the management.
One method to effectively communicate with employees is to conduct
employee/company reviews as outlined in the next section.
Remember that the employees’ desire for management’s understanding of their
problems and interests ranks number three in the list of importance; still ahead of
money. Don’t make the mistake of thinking that the money is enough. Take the
time to learn the necessary skills for identifying your staff’s needs and you will
reap the rewards of retaining a committed and talented staff.
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Section 1.3
B U S I N E S S
P R I N C I P L E S
&
M A N A G E M E N T
R O L E S
Employee/Company Reviews
Regular employee/company reviews are a must for the long-term retention and
motivation of your staff. Note the term employee/company reviews. These
sessions should not be restricted to a critical review of the employee’s
performance. They should also include the review of the company’s habits,
policies, procedures and management roles. Regular reviews also encourage
disciplined work habits when improvements or slips in performance are
noticed and recorded. The actual process of evaluating employees is an
ongoing process, but it should be done by the general manager, on average,
every three or four months. You will always find that productivity and
performance will improve immediately after employee/company reviews.
Here are a few guidelines to follow during the review process.
1.
Use Objective Criteria
In other words, evaluate or critique the employee on performance only. Do
not delve into their personal character. Base your evaluations on unbiased,
impartial opinion using data sources such as job costing performance
measurement, attendance records, rework log, etc.
2.
Avoid “Saving Up”
There is no benefit to collecting or saving up offenses or incidents committed
by an employee with the intention of dumping on them during the review
process. If a reprimand or corrective action is in order, do it when the problem
or situation occurs. The same rule holds true with recognition and
acknowledgment.
3.
Keep Notes
Take plenty of notes so that they can be reviewed during the next review
session. This enables thorough follow up of the goals and objectives
established during the previous review. Don’t make the mistake of relying on
memory for this one. Keep all the notes in the employee’s file and store it in a
place that maintains confidentiality.
4.
Respect the Review Time
This is a very special time for employees. Respect the fact that at first they
may be intimidated by the process. Make them feel comfortable and treat the
time with great respect. Avoid any interruptions and make it a point to listen
to them.
Section 1.3
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Company/Employee Reviews Questionnaire
To help in provoking constructive dialogue during the review process,
consider preparing and distributing a questionnaire to each of the employees a
few days prior to their review. Below are some sample questions to help
maximize the use of time set aside for reviews.
Be sure and distribute the questionnaire to each employee in advance so they
can take the time to think seriously about their answers.
1.
What do you like most about your job?
2.
What do you like least about your job?
3.
Do you completely understand your pay plan? Is it fair?
4.
Do you feel you are respected as a person? If not, when and why not?
5.
Describe the strong points and weak points of your supervisor(s)?
6.
If you could change two things about the company, what would they be?
7.
How can the company better support your long-term career plans?
8.
What two suggestions do you have to make this a better place to work?
The questions are simple, direct, and extremely valuable in determining your
employee’s wants and needs. The questionnaire also sends the message to
your staff that you care about them. This simple process will go a long way
toward building the strength of your team and offer the information necessary
to manage more effectively.
After the review, if any actions are necessary, consider the following
corrective steps.
1. If necessary, rewrite a person’s job description to take full advantage of
their abilities.
2. Modify their written job description, if needed, to ensure that the work
they are producing meets the criteria that satisfies company policy. In
other words, if someone is doing a job that isn’t quite right, and the
procedure manual is a bit vague for the situation, rewrite it for the new set
of circumstances. Be careful not to go overboard with this step.
3. As a person’s abilities improve, assign new responsibilities whenever
possible to keep them growing in their job. Always make a note of these
new responsibilities in their job file.
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Section 1.3
B U S I N E S S
P R I N C I P L E S
&
M A N A G E M E N T
R O L E S
Forms
B OD Y SHOP
EMPLOYMENT APPLICATION
Name:
Date:
DESCRIPTION
Position Applying For:
Social Security Number:
KNOWLEDGE OF
JOB
Address:
City:
St.:
Home Phone:
Zip
EXPERIENCE
Message Phone:
License No.
Do you have a valid drivers license? Yes 
No 
Do you have adequate transportation to and from work? Yes 
INTEREST IN
POSITION
Exp. Date:
No
UNSATISFACTORY
SOME
DEFICIENCIES
SATISFACTORY
EXCEPTIONAL
OUTSTANDING
0
1
2
3
4
No knowledge
displayed
Less knowledge than
preferred
Meets satisfactory
requirements
Exceeds expectations
of average candidate
Very knowledgeable of
job related material
No direct or related
experience
Less experience than
preferred
Satisfactory for job
applied for
More than adequate
experience
Totally experienced in
job. Has strong
experience in related
areas
Displayed no interest
Displayed some lack of
interest
Appeared genuinely
interested
Very interested.
Prefers type of work
applied for
Completely absorbed
with job content
Some deficiencies.
Will have negative
influence on
performance
Sufficient for adequate
job performance
More than sufficient for
job
Outstanding ability to
communicate
Unacceptably dressed
or unacceptable
personal habits
Dress or grooming less
than satisfactory or
some offensive habits
Properly dressed and
groomed. Few poor
personal habits.
Very well dressed and
groomed for the job.
No offensive habits.
Excellent appearance
and behavior.
Did not understand
many points and
concepts
Missed some concepts
or ideas.
Understood most new
ideas and discussion
points
Grasped all new points
and concepts quickly
and easily
Extremely sharp.
Rationalized subtle
points and motives.
Strong Insight.
Not acceptable for the
job.
Some character or
personally deficiencies
Satisfactory for job.
Good personality for
job. Some traits
especially desirable.
Perfect for job.
Outstanding personality
None exhibited. No
desire for success
displayed
Below desirable level of
desire.
Average desire to
succeed
Highly motivated and
success oriented.
Extremely motivated.
Very strong desire to
succeed.
Low level of confidence
and poise. Uneven
temper
Deficient levels of
confidence & poise.
Detrimental to job
performance
Adequate confidence
and poise to perform
job.
Displayed confidence
and poise.
Exceptional poise and
confidence. High level
behavior.
COMMUNICATION Poor communication
skills. Will be impaired
& VERBAL
in most jobs
ABILITY

Have you been cited for a traffic violation of any kind within the last FIVE years? Yes

APPEARANCE &
HABITS
If yes, please give date and details:
INSIGHT &
PERCEPTION
Who were you referred by?
CHARACTER &
PERSONALITY
Education
Education
Elementary
High School
College/University Graduate/Professi
onal
Section 1.3
DESIRE TO
SUCCEED
CONFIDENCE
School Name
Years Competed:
(Circle)
Diplomas or
Degrees
Describe Course
of Study or Major
FOR MS
Interview Analysis Form
Personal Data
4
5
6
8
7
9
10
11
12 1
2
3
4
1
2
4
3
SCORE
(0 through 4)
Notes:
1
22
Q U A L I T I E S
O F
A
S U C C E S S F U L
M A N A G E R
Section
Qualities of a Successful
Manager
1.4
Although not exhaustive by any means, the following list serves as a reminder of those
characteristics often found in the most successful managers.
Qualities of a Successful Manager
 A good manager keeps the job pressure off the workers so they
can be protected from too much nervous strain.
 A good manager passes along encouragement and confidence to
workers so that they can and will do what's needed.
 A good manager will make the worker’s job easier, not harder.
 A good manager will give credit for the achievements of those






23
under him, even if it is one of the most difficult things for him
to do.
A good manager has a high frustration tolerance. He holds his
feelings in check without interfering with the ability to do his
work.
A good manager encourages participation by others in reaching
decisions.
A good manager continually questions himself and looks for
mistakes in his own methods of thinking, but does not become
upset over any blunders.
A good manager will win without exulting, and lose without
moping.
A good manager will set realistic goals; high enough so they have
to fight to reach them but sensible enough to be achievable .
A good manager recognizes the fact that if you're too busy to
laugh, you’re too busy.
Section 1.4
B O D Y S H O P
S A L E S
Section 1.4
&
E S T I M A T I N G
24