chapt 07

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Administrative Office Management, 8/eby Zane Quible

©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458

Selecting Office EmployeesSelecting Office Employees

Chapter 7Chapter 7

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Ways to Determine Workforce NeedsWays 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 ChartScatter 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.

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Ratio AnalysisRatio 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.

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Ways to Improve the Effectiveness ofEmployee Recruitment

Ways to Improve the Effectiveness ofEmployee 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 SourcesRecruiting Sources

Internal External

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Internal Sources

Employee Referral

Employee Promotion

Data Banks

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External Sources

Unsolicited ApplicationsAdvertising

Educational Institution Placement ServicesProfessional Organizations

Employee LeasingPublic Employment Agencies

Private Employment AgenciesTemporary Help AgenciesElectronic Resume Banks

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Internal SourcesInternal 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 SourcesInternal 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 openpositions within the organization.

Can cause a concern when a referred individualis hired and does not perform satisfactorily.

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Employee PromotionEmployee 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 PromotionEmployee Promotion

Disadvantage1. Reduces the number of new ideas that are brought in by new employees.

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Data Banks

Involves maintaining in a computerized data banka list of employee qualifications.

To fill a position, the data bank is scanned todetermine which employees possess thequalifications for the open position.

The information has to be continually updated toremain a viable recruiting source.

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External SourcesExternal 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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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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Ways toIncrease Diversity

1. Welfare-to-work.

2. Older workers.

3. Women and minorities.

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Unsolicited Applications

Is used when applicants apply for a position notknowing 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 broadcastmedia.

Often produces a significant number of marginally or unqualified applicants.

Typically enables an organization to hire a largenumber of employees in a short time period.

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Is often viewed as a fairly costly recruiting source.

Educational Institution Placement Service

Is more likely to be used for filling salariedpositions than hourly positions.

Educational institution placement services provideimportant services for both the employer and thejob seeker.

Lack of diversity in applicants’ backgrounds iscaused when an organization recruits at only a fewcolleges/universities.

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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.

Is an attractive arrangement for organizations that have only a handful of employees.

Employees of the leasing company are “leased” tovarious community employers.

Leasing company handles all benefits, payroll, etc., for its employees.

“Leased” employees are permanently assigned tothe organization in which they work.

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Public Employment Agencies

Are controlled by the United States Employment Service.

Any individual who is receiving unemploymentcompensation must register with the state’spublic employment agency.

Any individual who receives a suitable employmentoffer must be willing to accept it.

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Private Employment Agencies

Are fee based.

Fee is largely determined by the nature of theopen 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 orto cover for vacationing or ill employees.

Temporary agency pays temporary employee andhandles 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 provideinformation about their background, such as thatfound on resumes.

Search process is often computerized.

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Outsourcing

Involves the organization’s turning over certain ofits functions to an outside agency that has thespecialization necessary to perform those functionswell.

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.

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Vocational Rehabilitation Act of 1973 and1980 Amendments

Provided the impetus to hire peoplewith disabilities.

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Americans with Disabilities Act of 1990

Mandates that employers not discriminateagainst 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)


(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.

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(2 of 2)


(2 of 2)

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.

4. Employees tend to be loyal and have strong work ethic.

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Elements of the Selection ProcessElements of the Selection Process

1. Employee requisition blank2. Job descriptions and job specifications3. Screening interview

4. Application blank5. Biographical information blank6. Employee testing

7. Background and reference investigation8. Selection interview9. Medical examination

10. Payroll change notice11. Employee file

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Employee Requisition Blank

Is used to notify the human resources departmentthat 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

DescriptionsDescriptions SpecificationsSpecifications

Identify the duties andresponsibilities of aparticular job.

Identify the knowledge,skills, and abilities neededof the job holder.

Employees should be shown both documentsearly so they can determine whether they are

interested in, or are qualified for, the position.

Employees should be shown both documentsearly so they can determine whether they are

interested in, or are qualified for, the position.

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Screening Interview

Is used to screen applicants further.

Helps determine whether applicants are qualified ornot qualified for a position.

Interviewer needs to avoid asking inappropriate questions of the interviewee.

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Application Blank

Is used to collect from each applicant the samecategories of information.

Is used to compare one applicant’s background withanother applicant’s background.

Federal and state laws prohibit asking certain questions.

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Biographical Information Blank

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

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Employee Testing

Organizations use both standardized and their owntests.

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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.

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Selection Interview

The two or more applicants thought to have the greatest potential for succeeding will have beenidentified.

These individuals are interviewed by the manager orsupervisor of the department in which the openingexists.

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Medical Exam

Applicants cannot be required to undergo a medicalexam 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 ValidityTest Reliability and Test Validity

Must be determined for any test before it can be usedas a measurement or assessment tool.

TestReliability

TestReliability

Determines the extent to whichthe test produces consistentresults.

TestValidity

TestValidity

Determines the predictive value of the test.

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Types of Test Validation(1 of 2)


Criterion-relatedValidity

Criterion-relatedValidity

Construct Validity

Construct Validity

Is the process of statisticallyrelating measure of job performance to test scores.

Provides a measure ofspecific theoretical constructs,such as aptitude and intelligence, that are crucialto job performance.

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ContentValidity

ContentValidity

DifferentialValidity

DifferentialValidity

Measures the relationshipbetween test items and jobtasks.

Provides test results for eachcultural subgroup as a meansof predicting job success forits members.

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Testing Program Must be Consistent withVarious Provisions of

Testing Program Must be Consistent withVarious 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 orAchievement Tests

Performance orAchievement Tests

Aptitude TestsAptitude Tests

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

Determine the potential a person has to learn the tasks for which he or sheis being considered or thetasks he or she might beexpected to perform in thefuture.

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IntelligenceTests

IntelligenceTests

PersonalityTests

PersonalityTests

Determine one’s mentaland reasoning abilities.

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

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Interviewing Process

Is often considered as the most crucial stepin 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.

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.

2. The interviewer can emphasize areas of particular concern to the organization.

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Types of InterviewsTypes of Interviews

Functional Direct

Patterned

Indirect

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Patterned Interview

Requires the use of a form on which the interviewerrecords the interviewee’s responses to eachquestion.

Is helpful when a number of people are applyingfor the same position.

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Direct Interview

Is a quickly conducted interview.

Interviewee is asked questions that are related onlyto his/her particular job.

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Indirect Interview

Covers a much broader range of topics than thedirect 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.

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Any question asked during the interview has torelate to a bona fide occupational qualification.

Questions that are not related cannot legally beasked 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.

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6. Doing too much talking.7. Not involving other employees in the interview process.8. Not planning the questions to be asked ahead of the interview.



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Questions That Help Assess the Adequacyof the Affirmative Action Program

(1 of 2)


(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?

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(2 of 2)


(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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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

Two Approaches Used in Making the Hiring Decision

Single Predictor

Single Predictor

Multiple Predictor

Multiple Predictor

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

Information is gathered by severalmeans to determine who getshired.

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Ways to Monitor the SelectionProcess

Ways to Monitor the SelectionProcess

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

Calculated by dividing the number of offers by the numberof individuals hired.1:1 ratio is desired.

Offer-toHire Ratio

Offer-toHire Ratio

SelectionRatio

SelectionRatio

chapt 07

Documents

pearson education

zane quible

number of employees

new employees

qualifications of employees

current employees

additional employees

forecasting types of