Chapt 07

Chapter 7

Selecting Office Employees

Administrative Office Management, 8/e by Zane Quible

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Ways to Determine Workforce Needs Increase in demand for organization’s products and services. Turnover (including from retirements, terminations, and separations). Changes in skills and/or backgrounds employees need to possess.

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Scatter Plot Chart Characteristics 1. Uses a scatter plot that charts the number of units produced on the vertical axis and the number of employees needed to produce the workload on the horizontal axis. 2. Can be used for forecasting types of employees needed for producing various types of work. Administrative Office Management, 8/e by Zane Quible

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Ratio Analysis Characteristics 1. Involves calculating a ratio between number of units produced and number of employees needed to produce the work. 2. Helps identify when additional employees will need to be hired, based on amount of work to be produced. Administrative Office Management, 8/e by Zane Quible

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Ways to Improve the Effectiveness of Employee Recruitment 1. Use a sufficient number of recruiting sources. 2. Use appropriate recruiting sources for the position being filled. 3. Clearly identify the requirements of the vacant position. 4. Recruit from a sufficiently wide geographical area.

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Recruiting Sources

Internal

Administrative Office Management, 8/e by Zane Quible

External

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Internal Sources

Employee Referral Employee Promotion Data Banks

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External Sources

Unsolicited Applications Advertising Educational Institution Placement Services Professional Organizations Employee Leasing Public Employment Agencies Private Employment Agencies Temporary Help Agencies Electronic Resume Banks Administrative Office Management, 8/e by Zane Quible

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Internal Sources Advantages

1. Provides tangible evidence that employee competence is rewarded. 2. Organization is familiar with qualifications of employees who apply for higher-level positions. 3. Current employees may require less orientation and training than new employees will.

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Internal Sources Disadvantages 1. Employees who are continuously passed over tend to become discontented. 2. Organizations don’t have access to ideas brought in from outside.

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Employee Referral Employees recommend individuals for open positions within the organization. Can cause a concern when a referred individual is hired and does not perform satisfactorily.

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Employee Promotion Advantages

1. Employees are apt to perform better when they know promotions are available. 2. Morale is likely to increase and turnover decrease when employees can be promoted.

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Employee Promotion 1. Reduces the number of new ideas Disadvantage that are brought in by new employees.

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Data Banks Involves maintaining in a computerized data bank a list of employee qualifications. To fill a position, the data bank is scanned to determine which employees possess the qualifications for the open position. The information has to be continually updated to remain a viable recruiting source. Administrative Office Management, 8/e by Zane Quible

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External Sources Advantages

1. Potential applicant pool is often larger than is available with internal sources. 2. New ideas are brought in from outside.

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External Sources Disadvantages 1. Tends to produce a large number of applicants. 2. Applicants’ backgrounds are difficult to check, which may result in less-than-satisfactory employees.

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External Sources

Ways to Increase Diversity

1. Welfare-to-work. 2. Older workers.

Administrative Office Management, 8/e by Zane Quible

3. Women and minorities.

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Unsolicited Applications Is used when applicants apply for a position not knowing whether an opening is available. Some organizations view unsolicited applications negatively because of the extra work they cause.

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Advertising Involves the use of electronic, print, and broadcast media. Often produces a significant number of marginally or unqualified applicants. Typically enables an organization to hire a large number of employees in a short time period. Administrative Office Management, 8/e by Zane Quible

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Educational Institution Placement Service Is often viewed as a fairly costly recruiting source. Is more likely to be used for filling salaried positions than hourly positions. Educational institution placement services provide important services for both the employer and the job seeker. Lack of diversity in applicants’ backgrounds is caused when an organization recruits at only a few colleges/universities. Administrative Office Management, 8/e by Zane Quible

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Professional Organizations An increasing number of professional organizations are developing and operating placement services for their members. They tend to produce a fairly homogeneous pool of applicants.

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Employee Leasing Is also known as contract staffing. Employees of the leasing company are “leased” to various community employers. Is an attractive arrangement for organizations that have only a handful of employees. Leasing company handles all benefits, payroll, etc., for its employees. “Leased” employees are permanently assigned to the organization in which they work. Administrative Office Management, 8/e by Zane Quible

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Public Employment Agencies Are controlled by the United States Employment Service. Any individual who is receiving unemployment compensation must register with the state’s public employment agency. Any individual who receives a suitable employment offer must be willing to accept it. Administrative Office Management, 8/e by Zane Quible

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Private Employment Agencies Are fee based. Fee is largely determined by the nature of the open position. Full cost of the fee is often borne by the employer.

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Temporary Help Agencies Used to obtain employees on a short-term basis. Often used to deal with busy times of the year or to cover for vacationing or ill employees. Temporary agency pays temporary employee and handles all fringe benefits and salary details.

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Electronic Resume Banks May be fee based. Two types: Web-based and non-Web based. Common Web-based services: Monster Board, careerWEB, JobHunt, etc. Applicants register with the bank and provide information about their background, such as that found on resumes. Search process is often computerized. Administrative Office Management, 8/e by Zane Quible

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Outsourcing Involves the organization’s turning over certain of its functions to an outside agency that has the specialization necessary to perform those functions well.

Advantages

1. Is often more economical than traditional staffing system.

2. Outsourced employees often provide specialized support, resulting in increased work quality. 3. Organization is no longer responsible for supervision and management of functional area. Administrative Office Management, 8/e by Zane Quible

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Vocational Rehabilitation Act of 1973 and 1980 Amendments

Provided the impetus to hire people with disabilities.

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Americans with Disabilities Act of 1990

Mandates that employers not discriminate against an individual with disabilities as long as the person is otherwise qualified for the job.

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Advantages of Hiring Individuals with Disabilities (1of 2) 1. Contrary to what some believe, insurance costs do not increase. 2. Job performance of many individuals with disabilities equals and often exceeds the performance of people without disabilities. 3. Absenteeism and tardiness of people with disabilities tend to be lower than those of people without disabilities. Administrative Office Management, 8/e by Zane Quible

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Advantages of Hiring Individuals with Disabilities (2 of 2) 4. Employees tend to be loyal and have strong work ethic. 5. Accident rates of people with disabilities tend to be lower than those of persons without disabilities. 6. Tax incentives are available for organizations that employ disabled persons. Administrative Office Management, 8/e by Zane Quible

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Elements of the Selection Process 1. Employee requisition blank 2. Job descriptions and job specifications 3. Screening interview 7. Background and reference investigation 8. Selection interview 9. Medical examination Administrative Office Management, 8/e by Zane Quible

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4. Application blank 5. Biographical information blank 6. Employee testing 10. Payroll change notice 11. Employee file ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458

Employee Requisition Blank Is used to notify the human resources department that an opening exists. Lists a number of qualifications that have a direct, obvious relationship to successful job performance.

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Job Descriptions and Job Specifications

Descriptions

Specifications

Identify the duties and responsibilities of a particular job.

Identify the knowledge, skills, and abilities needed of the job holder.

Employees should be shown both documents early so they can determine whether they are interested in, or are qualified for, the position. Administrative Office Management, 8/e by Zane Quible

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Screening Interview

Is used to screen applicants further. Helps determine whether applicants are qualified or not qualified for a position. Interviewer needs to avoid asking inappropriate questions of the interviewee. Administrative Office Management, 8/e by Zane Quible

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Application Blank

Is used to collect from each applicant the same categories of information. Is used to compare one applicant’s background with another applicant’s background. Federal and state laws prohibit asking certain questions. Administrative Office Management, 8/e by Zane Quible

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Biographical Information Blank

Is used by the applicant so he/she can inform the organization about his/her work preferences for specific positions.

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Employee Testing

Organizations use both standardized and their own tests.

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Background and Reference Investigation

These investigations are used to: 1. Verify information provided by the applicants. 2. Obtain information about the applicants’ backgrounds. 3. Obtain information about the applicants’ performance while employed elsewhere. Administrative Office Management, 8/e by Zane Quible

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Selection Interview

The two or more applicants thought to have the greatest potential for succeeding will have been identified. These individuals are interviewed by the manager or supervisor of the department in which the opening exists. Administrative Office Management, 8/e by Zane Quible

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Medical Exam

Applicants cannot be required to undergo a medical exam before being hired.

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Payroll Change Notice

Is used to notify payroll to begin paying a new hire.

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Employee File

Is created after an applicant is hired. Contains a variety of employment related information.

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Test Reliability and Test Validity Must be determined for any test before it can be used as a measurement or assessment tool. Test Reliability Test Validity Administrative Office Management, 8/e by Zane Quible

Determines the extent to which the test produces consistent results. Determines the predictive value of the test. 44

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Types of Test Validation (1 of 2) Criterion-related Validity Construct Validity

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Is the process of statistically relating measure of job performance to test scores. Provides a measure of specific theoretical constructs, such as aptitude and intelligence, that are crucial to job performance. 45

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Types of Test Validation (2 of 2) Content Validity Differential Validity

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Measures the relationship between test items and job tasks. Provides test results for each cultural subgroup as a means of predicting job success for its members. 46

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Testing Program Must be Consistent with Various Provisions of Title VII of the Civil Rights Act of 1964 and the Tower Amendments Equal Employment Opportunity Act of 1972

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Types of Tests (1 of 2) Performance or Achievement Tests

Determine how well an applicant can perform those tasks for which he or she is being considered.

Aptitude Tests

Determine the potential a person has to learn the tasks for which he or she is being considered or the tasks he or she might be expected to perform in the future.

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Types of Tests (2 of 2) Intelligence Tests

Determine one’s mental and reasoning abilities.

Personality Tests

Determine whether an applicant possesses certain characteristics needed for job success.

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Interviewing Process

Is often considered as the most crucial step in the selection process as well as the most widely used tool in the hiring process.

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Functions of the Selection Interview 1. The interviewer can ask questions to clarify any ambiguous areas about the applicant’s background. 2. The interviewer can emphasize areas of particular concern to the organization. 3. The applicant’s self-expression, confidence, poise, and appearance can be readily assessed. 4. The applicant can ask additional questions about the job and the organization. 5. The applicant can emphasize certain areas about his or her background that might be helpful in making an employment decision. Administrative Office Management, 8/e by Zane Quible

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Types of Interviews

Patterned Functional

Direct

Indirect

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Patterned Interview

Requires the use of a form on which the interviewer records the interviewee’s responses to each question. Is helpful when a number of people are applying for the same position. Administrative Office Management, 8/e by Zane Quible

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Direct Interview

Is a quickly conducted interview. Interviewee is asked questions that are related only to his/her particular job. Administrative Office Management, 8/e by Zane Quible

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Indirect Interview

Covers a much broader range of topics than the direct interview. Is basically unstructured in format.

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Functional Interview

Is comprised of a series of job-related questions accompanied by predetermined answers. Is objective because it facilitates deriving a score for each applicant. Administrative Office Management, 8/e by Zane Quible

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Any question asked during the interview has to relate to a bona fide occupational qualification. Questions that are not related cannot legally be asked during the interview.

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Types of Common Interviewing Mistakes (1 of 2) 1. Jumping to hasty conclusions about the applicant. 2. Allowing nonverbal behavior to have an undue influence. 3. Possessing inadequate knowledge about the job. 4. Allowing negative impressions to have an undue influence. 5. Allowing the order of interviews to affect overall rating. Administrative Office Management, 8/e by Zane Quible

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Types of Common Interviewing Mistakes (2 of 2) 6. Doing too much talking. 7. Not involving other employees in the interview process. 1. Not planning the questions to be asked ahead of the interview.

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Questions That Help Assess the Adequacy of the Affirmative Action Program (1 of 2) 1. Does the recruiting phase of the program attract a balance of applicants in terms of race or gender? 2. Are all jobs open to women and minorities? 3. Is a concerted effort made to place women and minorities in top-level positions? 4. Do managers and supervisors attempt to achieve a balance of applicants by race and gender? Administrative Office Management, 8/e by Zane Quible

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Questions That Help Assess the Adequacy of the Affirmative Action Program (2 of 2) 5. Does the system have the necessary machinery and procedures to effectively monitor the affirmative action program? 6. Does management regularly communicate the importance of establishing, reviewing, and updating affirmative action goals?

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Legislation That Impacts the Selection Process (1 of 2) 1. Civil Rights Act of 1964 2. Age Discrimination in Employment Act of 1967 3. Equal Employment Opportunity Act of 1972 4. Executive Orders 5. Vocational Rehabilitation Act of l973

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Legislation That Impacts the Selection Process (2 of 2) 6. Vietnam Era Veterans’ Readjustment Assistance Act of 1974 7. Pregnancy Discrimination Act of 1978 8. Americans with Disabilities Act of 1978 9. Civil Rights Act of 1991

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Two Approaches Used in Making the Hiring Decision Single Predictor

One predictor, such as an interview or test, will be the primary determinant of who gets hired.

Multiple Predictor

Information is gathered by several means to determine who gets hired.

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Ways to Monitor the Selection Process Offer-to Hire Ratio

Selection Ratio Administrative Office Management, 8/e by Zane Quible

Calculated by dividing the number of applicants by the number of individuals hired. 3:1 or 4:1 ratio is desired. Calculated by dividing the number of offers by the number of individuals hired. 1:1 ratio is desired. 65

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