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Administrative Office Management, 8/e by Zane Quible

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

Selecting Office Employees

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Administrative Office Management, 8/e by Zane Quible

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

Learning Points

  • Sources of potential office employees (A) Outsourcing. (B) Disabilities.
  • 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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Administrative Office Management, 8/e by Zane Quible

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

“Employee selection: Why, who, and how?”

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Administrative Office Management, 8/e by Zane Quible

©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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

Recruiting Sources

Internal

External

Employee Referral

Employee Promotion

Data Banks

Self-nomination

Unsolicited Applications

Advertising

Educational Institution Placement Services

Professional Organizations

Employee Leasing

Public Employment Agencies

Private Employment Agencies

Temporary Help Agencies

Electronic Resume Banks

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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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

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

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 Referral

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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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Administrative Office Management, 8/e by Zane Quible

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

Employee Promotion

Disadvantage

1. Reduces the number of new ideas

that are brought in by new

employees.

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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.

Data Banks

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Administrative Office Management, 8/e by Zane Quible

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

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

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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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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

Is often viewed as a fairly costly recruiting source.

Educational Institution Placement Service

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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Administrative Office Management, 8/e by Zane Quible

©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

http://aib.msu.edu/careercenter/

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Administrative Office Management, 8/e by Zane Quible

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

Employee Leasing

Is also known as contract staffing. Leasing company will handle HR relates tasks for its clients.

Is an attractive arrangement for organizations

that have only a handful of employees.

Employees of the leasing company are “leased” to

various employers. Leasing also means quality control of the leased employees. Good for professional tasks!

Better benefits, payroll, etc with the client company’s standard.

“Leased” employees may have better job security and benefits at the assigned organization in which they work.

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Administrative Office Management, 8/e by Zane Quible

©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

http://www.jobbankinfo.org/privateJobBanks.aspx

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©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

http://www.kellyservices.us/web/us/services/en/pages/contact_reqstaff.html

https://kellycareernetwork.tms.hrdepartment.com/cgi-bin/a/searchjobs_quick.cgi

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Administrative Office Management, 8/e by Zane Quible

©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

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Administrative Office Management, 8/e by Zane Quible

©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

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Administrative Office Management, 8/e by Zane Quible

©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

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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Administrative Office Management, 8/e by Zane Quible

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

11 Elements of the Selection Process

1. Employee requisition

blank

2. Job descriptions and

job specifications

3. Screening interview

4. Application blank

5. Biographical

information blank

6. Employee testing

7. Background and

reference investigation

8. Selection interview

9. Medical examination

10. Payroll change

notice

11. Employee file

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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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

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 applicant’s background with

another applicant’s background.

Federal and state laws prohibit asking certain

questions.

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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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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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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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

11. Employee File

Is created after an applicant is hired.

Contains a variety of employment related information.

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Administrative Office Management, 8/e by Zane Quible

©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

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Administrative Office Management, 8/e by Zane Quible

©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

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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Administrative Office Management, 8/e by Zane Quible

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

Types of Interviews

Functional

Direct

Patterned

Indirect

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Administrative Office Management, 8/e by Zane Quible

©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

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Administrative Office Management, 8/e by Zane Quible

©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

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Administrative Office Management, 8/e by Zane Quible

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

Indirect Interview

Covers a much broader range of topics than the

direct interview.

Is basically unstructured in format.

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Administrative Office Management, 8/e by Zane Quible

©2005 Pearson Education, Inc. Pearson Prentice Hall 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.

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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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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

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.

Types of Common Interviewing Mistakes

(2 of 2)

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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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

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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Administrative Office Management, 8/e by Zane Quible

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

Ways to Monitor the Selection

Process

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.

Offer-to

Hire Ratio

Selection

Ratio

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Administrative Office Management, 8/e by Zane Quible

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

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

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Worksheets 4 No.1

Full name:

Assembly line No. 38

· Standard number of full time workers: 10 (Factory utilization rate is 75%)

· Maximum number of full time workers: 12 (Factory utilization rate is 90%)

· Maximum number of part-time (seasonal) workers: 10

· Wage ratio: A full time/A part time = 1/5 (This means cost of labor of a full time employee will be equal to the costs of 5 part timers)

· Highest demand (June to August)

· Lowest demand (October to March)

· Preparation demand for the season (April to May)

Forecast of the number of employees needed each month

Month

Full time

Part time

Notes

Jan

Feb

Mar

Apr

May

June

July

Aug

Sept

Oct

Nov

Dec

Worksheets 4 No.2

Full name:

Employee Requisition Blank for the Job Application Blank (Seven-Eleven)

1: Qualification (Required Info for the application)

2: Items for written tests

Worksheets 4 No.3

 

 

This position calls for people who are adept at both assisting and leading. In the role of assistant, you’ll support the Store Manager in all aspects of the store’s operation – a responsibility you’ll prepare for through a training sequence that teaches you 7-Eleven’s Retailer Initiative strategy, Retail Information System, inventory management and ordering technology. The leadership part of the job begins after this training – when you will forecast, order, stock and merchandise product; reconcile store paperwork; set the tone for courteous customer service; and share management of the store staff. 

What Will You Do?

· Forecast, order, stock and merchandise product

· Ensure prompt reconciliation of store paperwork

· Ensure prompt, efficient and courteous customer service 

· Maintain a clean, customer friendly environment

· Assist with management of store staff

Getting There We believe great training is the foundation for exceptional performance. The Assistant Store Manager training program teaches you the retail business using our state-of-the-art Retail Information System and Career Path training through classroom, hands-on and Computer Based Training.

Are You Ready? The Assistant Store Manager position requires the following:

· High School Diploma or equivalent required 

· Six to nine months experience as an Assistant Manager; or an equivalent combination of education and experience 

· Strong mathematical ability

· Strong written and verbal communications skills

· Desire to be part of a performance-driven team

Physical Requirements

· The Assistant Store Manager position requires constant standing, bending and reaching. Frequent lifting of one to five pounds and occasional lifting of up to 40-50 pounds is required.

Thank you for your interest in the Sales Associate and Assistant Manager positions. You are welcome to apply for these positions in-person.

7-Eleven Franchisees are Independent Contractors who are solely responsible to control the manner and means of the day to day operation of their stores. As such, each Franchisee solely controls all aspects of his or her employment practices.

Full name:

Job Placement Interview (Seven-Eleven) Role Playing

Questions which you want to ask to candidates

Your home work!

Expected answers from the candidates

(Your home work)

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