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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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Administrative Office Management, 8/e by Zane Quible
©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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Administrative Office Management, 8/e by Zane Quible
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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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Administrative Office Management, 8/e by Zane Quible
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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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Administrative Office Management, 8/e by Zane Quible
©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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Administrative Office Management, 8/e by Zane Quible
©2005 Pearson Education, Inc. Pearson Prentice Hall 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.
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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Administrative Office Management, 8/e by Zane Quible
©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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Administrative Office Management, 8/e by Zane Quible
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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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Administrative Office Management, 8/e by Zane Quible
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
6. Employee Testing
Organizations use both standardized and their own
tests.
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Administrative Office Management, 8/e by Zane Quible
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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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Administrative Office Management, 8/e by Zane Quible
©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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
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Worksheets 4 No.2
Full name:
Employee Requisition Blank for the Job Application Blank (Seven-Eleven)
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1: Qualification (Required Info for the application) |
2: Items for written tests |
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Worksheets 4 No.3
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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
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Questions which you want to ask to candidates Your home work! |
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