Selecting Office Employees

Chapter 6
Introduction
 In many organizations, a direct correction is
found between the quality of an organization’s
workforce and the effectiveness of its employee
selection process .
 Ultimately , workforce quality often plays an
important role in determining in organizational
success .
 The organization’s workforce needs should be
determined before the process of selecting
employees begins.
Technique of selecting office
employees.
 Scatter plot : Technique used to determine
how many employees are needed given the
organization’s workload.
Example : it can be used to forecast the
number of employees needed to process
insurance application or the number of
employees needed to manufacture a
product.
 Ratio analysis : Technique used to many
employees are needed, which is based on
the ratio between the number of units
produced and the number of employees
needed to produce work.
Example : analyzing the ratio between the
number of insurance applications processed
and the number of employees needed to
process the existing workload.
Sources Of Potential Office Employees.
1. Internal Sources : promoting staff
2. Employee Referral : Employees recommendation
individuals for open position.
3. Employee Promotion : promoting employees to high level
positions.
4. Data Banks : maintaining their employees job qualification
in a computerize data banks.
5. External Sources : xxxxxxxxxxxxx
6. Unsolicited Applications : XXXXXXXX
7. Advertising :
 Educational Institution Placement Services :
 Professional Organizations :
 Employee Leasing :
 Public Employment Agencies :
 Private Employment Agencies :
 Temporary Help Agencies :
 Electronic Resume Banks.
OUTSOURCING
Practice of some organizations to
turn over certain work function
to an outside agency that
specialized in the types of
functions they perform for their
clients.
HIRING PEOPLE WITH DISABILITIES
 Employees and customers with disability represent a
substantial opportunity to business. In fact, more than four
million Australians, that’s one in five people, experience
disability
 Making sure your organisation can welcome people with
disability in an accessible and inclusive way, is not just the
right thing to do, but it makes good business sense too
Advantages result from employing
people with disabilities
 Attract and retain talent - When organizations make
their recruitment processes and workplaces barrier-free to
people with disability, they ensure that all potential
employees with the relevant skills, qualifications and
experience can be hired and do their best work.
 Build reputation and brand -employees and customers
are more loyal to organizations that demonstrate they value
diversity and inclusion and that their workforce reflects the
community as a whole.
 Improve marketing and customer retention - Having
employees with disability can help you to understand what
your customers or clients with disability may need, and give
you an edge over your competitors.
 Mitigate risk- Research on workers with disability show
they often have lower absenteeism and employee turnover
and low incidence of workplace injury, which all help to
create cost effective businesses.
THE SELECTION PROCESS
 Employee Selection is the process of putting right men
on right job.
 It is a procedure of matching organizational
requirements with the skills and qualifications of people.
 Effective selection can be done only when there is
effective matching.
 By selecting best candidate for the required job, the
organization will get quality performance of employees.
Employee Requisition Blank
 A job requisition is a document created
by employers. It is often required to be
executed by a department manager that
wishes to fill a position or positions, in
which the former employee has resigned
from, been terminated from, or is currently
working in.
Job Description and Job Specification
 Job descriptions – Documents that
identify the duties and responsibilities
of specific positions.
 Job specifications – Documents that
identify the knowledge, skills, and
abilities the job holder needs to possess
Screening Interview
 A screening interview is a type of job
interview that's conducted to determine if the
applicant has the qualifications needed to do the
job for which the company is hiring.
 A screening interview is typically the first
interview in the hiring process.
 A screening interview can be conducted over
the phone or in-person.
Application Blank
 It is a blank form in which we can collect the
required information from the applicant. The
content of application blanks are:
•Personal Data (Address, contact number, etc)
•Marital Data
•Educational details.
•Experience details.
•Extracurricular activities.
•References.
Biographical Information Blank
 Biographical Information Blank
(BIB) is a type of assessment that uses
biodata in employee recruitment to
help determine which of several
candidates should be hired for a job.
Employee Testing
 Employment testing and selection procedures
are aptitude tests and examinations that help a
business predict the success of a job candidate. In
the modern work force, tests, such as
psychological screenings, indicate which
employees might have undesirable personality
traits, such as anger problems.
Background and reference
investigation
 Individuals who remain viable candidates after
test results has been analyzed may be subjected to
a background and reference investigation.
 These investigations are use to :
1.verify information provided by the applicants
2.Obtain additional information about applicants
background
3.Obtain information about the applicants
performance while employed elsewhere.
 Among the guidelines that should be considered
when requesting background information about
applicants are following :
1. Request only job-information.
2. Obtain written releases from applicants before
requesting information about them from their
references
3. Disregard the use of subjective information
obtained from others when evaluating and
assessing the applicants.
Selection Interview
 Selection interviews are typically
conducted onsite at the hiring company.
 The purpose of a selection interview is
to determine whether a candidate will be
selected for the position he or she is
interviewing for.
 A selection interview is typically more
rigorous than a screening interview
Medical Exam
 With the passage of the Americans with
Disabilities Act, requiring applicants to undergo a
medical exam before a job is offered is
prohibited.
 Therefore, no longer can an organization screen
out an applicant who has an increased risk on job
injury or a medical condition that could be
worsened by the demands of the job for which he
or she applied.
Payroll Change Notice
 After the applicant who is offered the
position accepts it, a payroll change
notice is completed. This notice
authorized the payroll department to
begin paying the new employee
Employee File
 A personnel file is maintained for
each employee.
 These personnel files contain
confidential documents and are
managed and maintained by Human
Resources staff.
 Personnel files are the main
employee records utilized by the
employer, the employee, and the
employee's manager, in some
companies.
TESTING PROGRAMS
 The administration of selection test and the
interpretation of their results require care on the
part of those responsible for test administration.
 Some organizations now employ individuals who
have specialized training in testing and evaluation
procedures.
 Others organizations have eliminated completely
the testing element of the selection process.
Test Reliability and Validity
 Reliability – Characteristic of tests that
when present procedures consistent
results from one test administration to
another test administration.
 Validity – Characteristic of tests that
assesses their predictive value.
Types of Test Validity
 Criterion-related validity – Process in which
measures of job performance are statistically related to
test scores.
 Construct validity – Measure of specific theoretical
constructs, such as aptitude and intelligence, that are
crucial to job performance.
 Content validity – Process that measures the
relationship between test items and job tasks.
 Differential validity – process that provides test
results for each cultural subgroup as a means of
predicting job success for the subgroup’s members.
Types of testing
 Achievement test - is a test of developed skill or
knowledge. The most common type of achievement
test is a standardized test developed to measure skills
and knowledge learned in a given grade level, usually
through planned instruction, such as training or
classroom instruction
 Aptitude Tests - An aptitude test is designed to assess
what a person is capable of doing or to predict what a
person is able to learn or do given the right education
and instruction.
 Intelligence Tests - series of tasks
designed to measure the capacity to
make abstractions, to learn, and to deal
with novel situations.
 Personality Tests – Types of test that
determines whether individuals have
the requisite traits or characteristics
needed for successful job performance.
THE INTERVIEWING PROCESS
 The interview process is a multi-stage
process for hiring new employees.
 The interview process typically includes the
following steps: writing a job description, posting
a job, scheduling interviews, conducting
preliminary interviews, conducting in-person
interviews, following up with candidates, and
making a hire.
Types of interview
 Patterned interview - The basis for this approach is that a
candidate's future behavior can be judged by his past
performance. The patterned interview has got nothing to
do with job skills. It is designed to appraise only personality,
motivation and interests.
 Direct interview - it is called structured interview because
here the interviewer the person who is taking the interview
has a set pattern of questions to be asked from the candidate.
No indirect questioning is done from the candidate.
 Indirect interview - the interviewer does
not have any set questions to ask from the
candidate. So here he asks the candidate to
express his views on a particular topic.
 Functional interview - are a simple tool
to use to determine if a job applicant can do
the job you are hiring for. They are focused
on what the individual has done in the past
AFFIRMATIVE ACTION PROGRAM
 The process of employee selection has two crucial
element. The first is the process that enables the
organization to hire the best possible individual
for each opening.
 The second is the use of selection procedures
consistent with federal or state equal
employment opportunity laws.
 The Department of Labor's Office of Federal Contract
Compliance Programs (OFCCP) enforces the Executive
Order 11246, as amended; Section 503 of the Rehabilitation
Act of 1973, as amended; and the affirmative action
provisions (Section 4212) of the Vietnam Era Veterans'
Readjustment Assistance Act, as amended. Taken together,
these laws ban discrimination and require federal contractors
and subcontractors to take affirmative action to ensure that
all individuals have an equal opportunity for employment,
without regard to race, color, religion, sex, national origin,
disability or status as a Vietnam era or special disabled
veteran.
FEDERAL LEGISLATION
 Civil Rights Act of 1964
 Age Discrimination in Employment Act of 1967
 Equal Employment opportunity Act of 1972
 Executive Orders
 Vocational Rehabilitation Act of 1973
 Vietnam Era Veterans’ Readjustment Assistance Act of 1974
 Pregnancy Discrimination Act of 1978
 American with Disabilities Act of 1990
 Civil Right Act of 1991
MAKING THE DECISION
 Administrative office managers often use two approaches in
deciding which applicant to extend an offer:
1)Single-predictor Approach – Process that considers
only one factor, such as an interview, in making hiring
decision.
2)Multiple-predictor approach – process that
considers multiple factors, such as interview, background
check, test and so forth, in making a hiring decision.
MONITORING SELECTION PRECESS
 The employee selection process should be monitored
continually. The results of the monitoring process will
provide a quantity of information useful in improving the
quality of process.
 Two quality indicators are the following :
Selection ratio : refers to the ratio of the number of job
positions to the number of job applicants and is used in the
context of selection and recruitment. It is typically assumed
to be a number between 0 and 1 where a number closer to
zero implies that there are many applicants for any one
position.
 Offer-to-hire ratio – which is calculated by dividing the
number of offers made by the number of individuals hired.
The ratio should be close to 1: 1. Ratio above 1:1 or 1:0 are
unacceptable and may indicate that the organization either
has an image problem or that the job requirements are too
strenuous for employment conditions.