Selecting Office Employees

Chapter 7
Selecting Office Employees
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

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

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.
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.
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.

Recruiting Sources
Internal External

Internal Sources
Employee Referral
Employee Promotion
Data Banks

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
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.
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.

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.

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.

Employee Promotion
1. Reduces the number of new ideas

Disadvantage
that are brought in by new
employees.

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.
External Sources
Advantages 1. Potential applicant pool is often

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

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.

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

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.

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.

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.
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.

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.
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.

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.

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.

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.
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.
Vocational Rehabilitation Act of 1973 and
1980 Amendments
Provided the impetus to hire people

with disabilities.

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.

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.
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.
Elements of the Selection 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
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.

Job Descriptions and Job Specifications
Descriptions Specifications
Identify the duties and Identify the knowledge,

responsibilities of a skills, and abilities needed
particular job. 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.

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.

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.
Biographical Information Blank
Is used by the applicant so he/she can inform the

organization about his/her work preferences for
specific positions.

Employee Testing
Organizations use both standardized and their own

tests.

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.
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.
Medical Exam
Applicants cannot be required to undergo a medical

exam before being hired.

Payroll Change Notice
Is used to notify payroll to begin paying a new hire.

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

Test Reliability and Test Validity
Must be determined for any test before it can be used

as a measurement or assessment tool.
Test Determines the extent to which

Reliability the test produces consistent
results.
Test Determines the predictive
Validity value of the test.
Types of Test Validation
(1 of 2)
Criterion-related
Is the process of statistically
Validity
relating measure of job
performance to test scores.
Construct Provides a measure of
Validity specific theoretical constructs,
such as aptitude and
intelligence, that are crucial
to job performance.
Types of Test Validation
(2 of 2)
Content Measures the relationship

Validity between test items and job
tasks.
Differential Provides test results for each

Validity cultural subgroup as a means
of predicting job success for
its members.
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

Types of Tests
(1 of 2)
Determine how well an

Performance or applicant can perform those
Achievement Tests tasks for which he or she is
being considered.
Determine the potential a
person has to learn the tasks
for which he or she
Aptitude Tests is being considered or the
tasks he or she might be
expected to perform in the
future.
Types of Tests
(2 of 2)
Intelligence Determine one’s mental

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

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.

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.
Types of Interviews
Patterned
Functional Direct
Indirect

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.

Direct Interview
Is a quickly conducted interview.
Interviewee is asked questions that are related only

to his/her particular job.

Indirect Interview
Covers a much broader range of topics than the

direct interview.
Is basically unstructured in format.

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.

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.

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.

Types of Common Interviewing Mistakes
(2 of 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.

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?
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?

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

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

Two Approaches Used in Making the
Hiring Decision
One predictor, such as an interview

Single or test, will be the primary
Predictor determinant of who gets hired.
Multiple Information is gathered by several

Predictor means to determine who gets
hired.
Ways to Monitor the Selection
Process
Calculated by dividing the number
Offer-to of applicants by the number of
Hire Ratio individuals hired.
3:1 or 4:1 ratio is desired.
Calculated by dividing the

Selection number of offers by the number
Ratio of individuals hired.
1:1 ratio is desired.

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Chapter 7

Selecting Office Employees

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

Increase in demand for organization’s products and

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

Characteristics 1. Uses a scatter plot that charts the

2. Can be used for forecasting types

Characteristics 1. Involves calculating a ratio

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

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

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

Advantages 1. Provides tangible evidence that

2. Organization is familiar with

Disadvantages 1. Employees who are continuously

2. Organizations don’t have access

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

Employees recommend individuals for open

Can cause a concern when a referred individual

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

Advantages 1. Employees are apt to perform

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

1. Reduces the number of new ideas

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

Involves maintaining in a computerized data bank

Advantages 1. Potential applicant pool is often

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

Disadvantages 1. Tends to produce a large number

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

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

Is used when applicants apply for a position not

Some organizations view unsolicited

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

Involves the use of electronic, print, and broadcast

Often produces a significant number of

Typically enables an organization to hire a large

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

Is often viewed as a fairly costly recruiting source.

An increasing number of professional

They tend to produce a fairly homogeneous

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

Is also known as contract staffing.

Are controlled by the United States Employment

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

Are fee based.

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

Used to obtain employees on a short-term basis.

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

May be fee based.

Involves the organization’s turning over certain of

Provided the impetus to hire people

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

Mandates that employers not discriminate

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

4. Employees tend to be loyal and have strong

1. Employee requisition 4. Application blank

Is used to notify the human resources department

Lists a number of qualifications that have a direct,

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

Identify the duties and Identify the knowledge,

Employees should be shown both documents

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

Is used to screen applicants further.

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

Is used to collect from each applicant the same