Selecting Office Employees

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Selecting Office Employees
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Learning Points

1. Sources of potential office employees (A)
   Outsourcing. (B) Disabilities.
2. The selection process.
   (A) Selection process
   (B) Testing programs
   (C) Interviewing
   process (D)
   Affirmative action program
   (E) Federal legislation
   (F) Decision making
   (G) Monitoring selection process

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Employee selection Why, who, and how?
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Ways to Determine Workforce Needs
Increase in demand for organizations 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.
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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.
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Recruiting Sources
Internal
External
Unsolicited Applications
Employee Referral

Advertising
Employee Promotion
Educational Institution Placement Services
Data Banks Self-nomination
Professional Organizations
Employee Leasing
Public Employment Agencies
Private Employment Agencies
Temporary Help Agencies
Electronic Resume Banks
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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
1. Employees who are continuously passed
over tend to become discontented.
Disadvantages
2. Organizations dont 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 that are
brought in by new employees.
Disadvantage
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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.
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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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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. Human network and relations will bring
you to a better job via unsolicited applications.
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Advertising
1. Involves the use of electronic, print, and
broadcast media.
2. Often produces a significant number of
marginally or unqualified applicants.
3. Typically enables an organization to hire a
large number of employees in a short time period.
Chronicle higher education web
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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.
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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.
http//aib.msu.edu/careercenter/
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Employee Leasing
Is also known as contract staffing. Leasing
company will handle HR relates tasks for its
clients.
Employees of the leasing company are leased
to various employers. Leasing also means quality
control of the leased employees. Good for
professional tasks!
Is an attractive arrangement for organizations
that have only a handful of employees.
Better benefits, payroll, etc with the client
companys standard.
Leased employees may have better job security
and benefits at the assigned 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
unemployment compensation must register with the
states public employment agency.
Any individual who receives a suitable
employment offer must be willing to accept it.
http//www.jobbankinfo.org/privateJobBanks.aspx
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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.
http//www.kellyservices.us/web/us/services/en/pag
es/contact_reqstaff.html https//kellycareernetw
ork.tms.hrdepartment.com/cgi-bin/a/searchjobs_quic
k.cgi
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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.
Link JobHunt
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Outsourcing
Involves the organizations 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.
Disadvantages?
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11 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
10. Payroll change notice 11. Employee
file
4. Application blank 5. Biographical
information blank 6. Employee testing
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1. 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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2. 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.
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3. 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.
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4. Application Blank
Is used to collect from each applicant the
same categories of information.
Is used to compare one applicants background
with another applicants background.
Federal and state laws prohibit asking certain
questions.
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5. 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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6. Employee Testing
Organizations use both standardized and their
own tests.
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7. 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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8. 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.
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9. Medical Exam
Applicants cannot be required to undergo a
medical exam before being hired.
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10. Payroll Change Notice
Is used to notify payroll to begin paying a new
hire.
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11. Employee File
Is created after an applicant is hired.
Contains a variety of employment related
information.
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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 applicants
background.
2. The interviewer can emphasize areas of
particular concern to the organization.
3. The applicants 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.
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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 interviewees responses
to each question.
Is helpful when a number of people are
applying for the same position.
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Direct Interview
Is a quickly conducted interview.
Interviewee is asked questions that are related
only to his/her particular job.
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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.
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.
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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.

• 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?
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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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Ways to Monitor the Selection Process
Calculated by dividing the number of applicants
by the number of individuals hired. 31 or 41
ratio is desired.
Offer-to Hire Ratio
Calculated by dividing the number of offers by
the number of individuals hired. 11 ratio is
desired.
Selection Ratio
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Legislation That Impacts the Selection Process
1. Civil Rights Act of 1964 and 1991
2. Age Discrimination in Employment Act of 1967
3. Equal Employment Opportunity Act of 1972
4. Pregnancy Discrimination Act of 1978
5. Americans with Disabilities Act of 1978