Chapter

Chapter 77

Selecting
Selecting Office
Office Employees
Employees

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
1 Upper Saddle River, NJ 07458
 Ways
Ways to
to Determine
Determine Workforce
Workforce Needs
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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
2 Upper Saddle River, NJ 07458
 Scatter
Scatter Plot
Plot Chart
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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
3 Upper Saddle River, NJ 07458
 Ratio
Ratio Analysis
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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
4 Upper Saddle River, NJ 07458
 Ways
Ways to
to Improve
Improve the
the Effectiveness
Effectiveness of
of
Employee
Employee Recruitment
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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
5 Upper Saddle River, NJ 07458
 Recruiting
Recruiting Sources
Sources

Internal External

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
6 Upper Saddle River, NJ 07458
 Internal Sources

Employee Referral
Employee Promotion
Data Banks

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
7 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
8 Upper Saddle River, NJ 07458
 Internal
Internal Sources
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.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
9 Upper Saddle River, NJ 07458
 Internal
Internal Sources
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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
10 Upper Saddle River, NJ 07458
 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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
11 Upper Saddle River, NJ 07458
 Employee
Employee Promotion
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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
12 Upper Saddle River, NJ 07458
 Employee
Employee Promotion
Promotion

1. Reduces the number of new ideas

Disadvantage
that are brought in by new
employees.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
13 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
14 Upper Saddle River, NJ 07458
 External
External Sources
Sources

Advantages 1. Potential applicant pool is often

larger than is available with
internal sources.
2. New ideas are brought in from
outside.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
15 Upper Saddle River, NJ 07458
 External
External Sources
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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
16 Upper Saddle River, NJ 07458
 External
External Sources
Sources

1. Welfare-to-work.
Ways to
Increase 2. Older workers.
Diversity
3. Women and minorities.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
17 Upper Saddle River, NJ 07458
 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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
18 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
19 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
20 Upper Saddle River, NJ 07458
 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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
21 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
22 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
23 Upper Saddle River, NJ 07458
 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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
24 Upper Saddle River, NJ 07458
 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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
25 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
26 Upper Saddle River, NJ 07458
 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.
1. Is often more economical
Advantages 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
27 Upper Saddle River, NJ 07458
 Vocational Rehabilitation Act of 1973 and
1980 Amendments

Provided the impetus to hire people

with disabilities.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
28 Upper Saddle River, NJ 07458
 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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
29 Upper Saddle River, NJ 07458
 Advantages
Advantages of
of Hiring
Hiring Individuals
Individuals
with
with Disabilities
Disabilities
(1of
(1of 2)
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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
30 Upper Saddle River, NJ 07458
 Advantages
Advantages of
of Hiring
Hiring Individuals
Individuals
with
with Disabilities
Disabilities
(2
(2 of
of 2)
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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
31 Upper Saddle River, NJ 07458
 Elements
Elements of
of the
the Selection
Selection Process
Process

1. Employee requisition 4. Application blank

blank 5. Biographical
2. Job descriptions and information blank
job specifications 6. Employee testing
3. Screening interview
7. Background and 10. Payroll change
reference investigation notice
8. Selection interview 11. Employee file
9. Medical examination
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
32 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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
33 Upper Saddle River, NJ 07458
 Job Descriptions and Job Specifications

Descriptions
Descriptions Specifications
Specifications
Identify the duties and Identify the knowledge,
responsibilities of a skills, and abilities needed
particular job. of the job holder.

Employees
Employees should
should bebe shown
shown both
both documents
documents
early
early so
so they
they can
can determine
determine whether
whether theythey are
are
interested
interested in,
in, or
or are
are qualified
qualified for,
for, the position..
the position
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
34 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
35 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
36 Upper Saddle River, NJ 07458
 Biographical Information Blank

Is used by the applicant so he/she can inform the

organization about his/her work preferences for
specific positions.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
37 Upper Saddle River, NJ 07458
 Employee Testing

Organizations use both standardized and their own

tests.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
38 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
39 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
40 Upper Saddle River, NJ 07458
 Medical Exam

Applicants cannot be required to undergo a medical

exam before being hired.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
41 Upper Saddle River, NJ 07458
 Payroll Change Notice

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

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
42 Upper Saddle River, NJ 07458
 Employee File

Is created after an applicant is hired.

Contains a variety of employment related information.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
43 Upper Saddle River, NJ 07458
 Test
Test Reliability
Reliability and
and Test
Test Validity
Validity

Must be determined for any test before it can be used

as a measurement or assessment tool.

Test Determines the extent to which

Test
Reliability the test produces consistent
Reliability
results.
Test
Test Determines the predictive
Validity
Validity value of the test.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
44 Upper Saddle River, NJ 07458
 Types
Types of
of Test
Test Validation
Validation
(1
(1 of
of 2)
2)

Criterion-related
Criterion-related Is the process of statistically
Validity
Validity relating measure of job
performance to test scores.
Construct
Construct Provides a measure of
Validity
Validity specific theoretical constructs,
such as aptitude and
intelligence, that are crucial
to job performance.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
45 Upper Saddle River, NJ 07458
 Types
Types of
of Test
Test Validation
Validation
(2
(2 of
of 2)
2)

Content Measures the relationship

Content
Validity between test items and job
Validity
tasks.

Differential
Differential Provides test results for each
Validity
Validity cultural subgroup as a means
of predicting job success for
its members.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
46 Upper Saddle River, NJ 07458
 Testing
Testing Program
Program Must
Must be
be Consistent
Consistent with
with
Various
Various Provisions
Provisions of
of

Title VII of the Civil Rights Act of 1964

and the Tower Amendments

Equal Employment Opportunity Act of 1972

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
47 Upper Saddle River, NJ 07458
 Types
Types ofof Tests
Tests
(1
(1 of
of 2)
2)
Determine how well an
Performance
Performance or
or applicant can perform those
Achievement tasks for which he or she is
Achievement Tests
Tests being considered.
Determine the potential a
person has to learn the tasks
for which he or she
Aptitude
Aptitude Tests
Tests is being considered or the
tasks he or she might be
expected to perform in the
future.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
48 Upper Saddle River, NJ 07458
 Types
Types ofof Tests
Tests
(2
(2 of
of 2)
2)

Intelligence
Intelligence Determine one’s mental
Tests
Tests and reasoning abilities.

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

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
49 Upper Saddle River, NJ 07458
 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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
50 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
51 Upper Saddle River, NJ 07458
 Types
Types of
of Interviews
Interviews

Patterned

Functional Direct

Indirect

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
52 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
53 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
54 Upper Saddle River, NJ 07458
 Indirect Interview

Covers a much broader range of topics than the

direct interview.

Is basically unstructured in format.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
55 Upper Saddle River, NJ 07458
 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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
56 Upper Saddle River, NJ 07458
 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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
57 Upper Saddle River, NJ 07458
 Types
Types of
of Common
Common Interviewing
Interviewing Mistakes
Mistakes
(1
(1 of
of 2)
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 ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
58 Upper Saddle River, NJ 07458
 Types
Types ofof Common
Common Interviewing
Interviewing Mistakes
Mistakes
(2
(2 of
of 2)
2)
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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
59 Upper Saddle River, NJ 07458
 Questions
Questions That
That Help
Help Assess
Assess the
the Adequacy
Adequacy
of
of the
the Affirmative
Affirmative Action
Action Program
Program
(1
(1 of
of 2)
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 ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
60 Upper Saddle River, NJ 07458
 Questions
Questions That
That Help
Help Assess
Assess the
the Adequacy
Adequacy
of
of the
the Affirmative
Affirmative Action
Action Program
Program
(2
(2 of
of 2)
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?

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
61 Upper Saddle River, NJ 07458
Legislation
Legislation That
That Impacts
Impacts the
the Selection
Selection Process
Process
(1
(1 of
of 2)
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

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
62 Upper Saddle River, NJ 07458
Legislation
Legislation That
That Impacts
Impacts thethe Selection
Selection Process
Process
(2
(2 of
of 2)
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

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
63 Upper Saddle River, NJ 07458
 Two
Two Approaches
Approaches Used
Used in
in Making
Making the
the
Hiring
Hiring Decision
Decision

One predictor, such as an interview

Single
Single or test, will be the primary
Predictor
Predictor determinant of who gets hired.

Multiple Information is gathered by several

Multiple
Predictor means to determine who gets
Predictor
hired.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
64 Upper Saddle River, NJ 07458
 Ways
Ways to
to Monitor
Monitor the
the Selection
Selection
Process
Process
Calculated by dividing the number
Offer-to
Offer-to of applicants by the number of
Hire
Hire Ratio
Ratio individuals hired.
3:1 or 4:1 ratio is desired.

Calculated by dividing the

Selection
Selection number of offers by the number
Ratio
Ratio of individuals hired.
1:1 ratio is desired.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
65 Upper Saddle River, NJ 07458