Chapter 9: THE SUPERVISOR AND EMPLOYEE RECRUITMENT, SELECTION, ORIENTATION, AND TRAINING

Leonard: Supervision 11e

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AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO:

1. Discuss the staffing function and describe the role of the human resources department. 2. Explain how the supervisor prepares to fill job openings and why job descriptions and job specifications are essential to this task. 3. Discuss the selection process and the use of directive and nondirective interviewing in the process. 4. Describe how the supervisor should prepare for and conduct an effective selection interview. 5. Explain the hiring decision and the importance of documentation.
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92

AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO: (contd)

6. Understand how to conduct an effective onboarding program. 7. Explain approaches to training and the supervisors role in employee development.

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The Staffing Function and the Human Resources Department

The Staffing Function
Includes recruitment, selection, placement,

orientation, training of employees, evaluation of employees performance and input into how employees are to be rewarded based on their performance.

Human Resources Management (HRM)

Organizational philosophies, policies, and practices

that strive for the effective use of employees.

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94

The Staffing Function and the Human Resources Department

Human Resources (HR) Department
Is the department that provides advice and service to

other departments on human resource matters.

Assists supervisors in staffing policies and decisions.

Aids in recruitment
Ensures that the organizations employment policies

and practices comply with EEO laws and regulations.

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Duties of Human Resources Professionals

Monitor the external environment for forces that are beyond the control of the organization but could affect long-term performance. Develop and initiate strategic initiatives that support the organizations mission and objectives.

Manage the human-resources process, from recruiting and training to compensating and coordinating employee-management relations activities.
Deal with day-to-day supervision/employee issues that could impede organizational effectiveness.

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FIGURE 9.1

An overview of the role for the human resources department.

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Preparing to Meet Staffing Needs

Determining the Need for Employees
How many positions are needed to get the work done

and how employees should work together?

Developing Job Descriptions and Job Specifications

Match jobs with individuals with the aid of job

descriptions which indicate the duties and responsibilities of each job.

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98

FIGURE 9.2

How to develop job descriptions.

The following steps were taken to prepare a job description for the position of housekeeper in a hospital: Step 1: Prepare a questionnaire to be sent to housekeeping employees and their supervisors asking them to list what they feel are the major functions and sub-functions that must be performed to do their jobs effectively. Step 2: Have several higher-level managers who are interested in housekeeping list the functions they feel should and should not be performed by housekeepers. Step 3: Find out from others in the organization what they believe should and should not be housekeeping functions. Step 4: Tabulate the results from each of the preceding three sources. Step 5: Reconcile the three preceding viewpoints with the objectives of your organization, and prepare a detailed list of housekeeper activities. Step 6: Classify activities as major or minor. Step 7: Determine what each housekeeper needs to know and what qualifications are necessary to perform designated activities, and specify why each activity is to be performed. Step 8: Submit the results of Steps 5 through 7 to a committee of housekeepers and supervisors for discussion and recommendations. At this point, you may find that you have been asking employees to do more than could reasonably be accomplished. Revise and finalize the job description and job specification as needed. Step 9: Follow the eight preceding steps, when you feel changes in products, equipment, the economic climate, or service demands necessitate a change in the job. Review and update at least annually.

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Preparing to Meet Staffing Needs (contd)

Determining How Many Employees to Hire
New positions due to expansion of the department or

creation of a new department Replacement of departing employee New skill requirements New functions added to the department Increased workload for the department

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910

Preparing to Meet Staffing Needs (contd)

Soliciting Recruitment and Selection Assistance
Human resources handles internal and external

recruitment by:

Filling positions through promotions from within and transfers using:

Computerized databases of employee skills inventories Job posting and employee biddings for job vacancies

Processing outside sources of job applicants:

Accepting applications Conducting preliminary interviews Making reference checks Administering skill and aptitude tests

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911

Interviewing and Choosing from among Qualified Applicants

Supervisors:
Should make or should have considerable input in

making the final decision to hire any candidate for a job in their departments. Should not make staffing decisions without considering the legal ramifications of their decisions.

Title VII of the Civil Rights Act of 1964

Prohibits employment practices that discriminate on

the basis of race, gender, color, religion, and national origin.

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912

Interviewing and Choosing from among Qualified Applicants (contd)

Equal Employment Opportunity (EEO) and Affirmative-Action Programs
Employers must make good-faith efforts to recruit,

hire, and promote members of protected classes so that their percentages in the organization approximates their percentages in the labor market.

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913

The Selection Process

Selection
Is the process of choosing the best applicants to fill

positions.

Selection Criteria
Are job-related factors used to choose among

applicants who apply for a job.

Examples: education, knowledge, experience, test scores, application forms, background investigations, and interpersonal skills

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914

FIGURE 9.3

Goals of the employment interview.

Goals of the Applicant (the Interviewee)

1. 2. 3. 4. 5. 6. 1. 2. 3. 4. 5. Obtain information about the job Obtain information about the organization Determine whether the job matches the applicants needs Determine whether the applicant wants the job Communicate important information about himself or herself Favorably impress the employer (the interviewer) Promote the organization Attract the best possible applicant Gather information about the applicant Assess how well the applicants qualifications match the job requirements Determine whether the applicant will fit well with the organization and other employees

Goals of the Employer (the Interviewer)

Source: Northeastern Universitys Career ServicesSuccessful Interviewing web page provided the foundation for this figure. Student s may wish to visit http://www.dac.neu.edu/coop.careerservices/interview.html to obtain a preformatted copy of the Successful Inte rviewing handout.

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Adopting Basic Interviewing Approaches

Directive Interview
Is an interview approach in which the interviewer

guides the discussion along a predetermined course.

Is sometimes called a patterned or structured

interview.
Uses an outline to help the interviewer ask specific

questions to cover each topic on which information is wanted for each applicant.
Allows the interviewer to question and expand on

related areas.

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916

Adopting Basic Interviewing Approaches (contd)

Nondirective Interview
Is an interview approach in which the interviewer asks

open-ended questions that allow the applicant latitude in responding.

Encourages interviewees to talk freely and in depth.
Is generally more difficult and time-consuming to

conduct than directive interviews.

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917

Preparing For A Selection Interview

The supervisor must know what information is needed from the applicant, how to get this information, and how to interpret it.
Understanding the Influence of Equal Employment

Opportunity (EEO) Laws

Only job-related questions should be asked.

Selection criteria must be:
Objective (is undistorted by bias) Uniform in application (is required of all candidates) Consistent in effect (does not selectively impact candidates) Have job relatedness (is necessary to perform the job)

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918

FIGURE 9.4

Areas of unlawful or potentially unlawful questions in applications and employment interviews.

Unlawful or Potentially Unlawful Questions 1. Maiden name 2. Original name (if legally changed) 1. 2. 3. 4. Marital status Number and ages of applicants children Child-care arrangements Is applicant pregnant or does she contemplate pregnancy?

Subject of Inquiry Applicants name Civil and family status

Address Age Birthplace

1. Foreign addresses that would indicate the applicants national origin 1. Before hiring, requests for birth certificate, baptismal certificate, or statement of age 1. Birthplace of applicant (national origin) 2. Birthplace of applicants spouse, if any, and parents 3. Lineage, ancestry, or nationality

Race and color

Citizenship*

1. Any question that would indicate the applicants race or color

1. Country of citizenship, if not the United States 2. Does the applicant intend to become a U.S. citizen? 3. Citizenship of spouse, if any, and of parents 1. Pre-employment physical examinations or questions about an applicants physical or mental condition 1. Religious denomination 2. Clergypersons recommendation or references 3. Any inquiry into willingness to work a particular religious holiday 1. Numbers and kinds of arrests 1. Nationality, race, or religious affiliation of schools 2. Native tongue or how foreign-language skills were acquired 1. Is the applicant a member of any association other than a union and/or a professional or trade organization? 1. Type of discharge from the U.S. Armed Forces 2. Did the applicant have military experience with governments other than the U.S. government? 1. Names and/or addresses of any relatives

Disabilities Religion

Arrests and convictions Education Organizations Military experience Relatives

*The Immigration Reform and Control Act of 1986 requires that employers determine that anyone they hire is a U.S. citizen or has legal residency status.

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919

Preparing For A Selection Interview (contd)

Reviewing the Applicants Background
Sources of Background Information:

Applicationcompleteness and consistency Employment test results related to job-performance, integrity/honesty, and drug tests

References checked and verified with previous employers

Consequences of Failing to Check Adequately

Risks of liability for negligent hiring when background checks were not conducted properly.

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920

Preparing For A Selection Interview (contd)

Preparing Key Questions
List directive and nondirective questions that are vital

to the selection decision and are job related.

Focus questions on competencies:

The set of skills, knowledge, and personal attributes possessed by the superior performer.

A thorough plan for the employment interview is well

worth the time spent preparing it.

Establishing a Conducive Physical Setting

Privacy and some degree of comfort are important

components of a good interview setting.

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921

FIGURE 9.5

Using one competency to develop behavioral indicators and interview questions.

COMPETENCY: INDEPENDENT JUDGMENT Definition: Uses discretion in interpreting company procedures to make decisions in ambiguous situations. Behavioral Indicators Performs well with minimal supervision. Tries to handle issues independently rather than passing them on. Uses the supervisor as a resource but acts independently most of the time. Demonstrates the ability to learn and draw inferences from difficult experiences. Interview Questions Describe a situation in which you had to arrive at a quick conclusion and take action. Tell me about a situation in which you had to make a decision on your own under pressure. Describe a time when you had to rely on your own judgment to make a decision. Tell me about the most difficult decision youve had to make in your job. What made it difficult?

Source: This example, from Linkage Inc.s Interviewing Skills Workshop, appeared in Ron Zemke and Susan Zemke, Putting Competencies to Work, Training (January 1999), p. 72. Reproduced with permission. 1999. Lakewood Publications, Minneapolis, MN. All rights reserved. Not for resale.

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922

Conducting the Selection Interview

Opening the interview

A limited informal opening helps to put the applicant at ease.

Explaining the Job

Realistic organizational preview (ROP)

Sharing information by an interviewer with a job applicant concerning the mission, values, and direction of the organization.

Realistic job preview (RJP)

Information given by an interviewer to a job applicant that provides a realistic view of both the positive and negative aspects of the job.

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923

Conducting the Selection Interview (contd)

Asking Effective Questions
Phrase questions to probe for additional details

related to information on the application.

Ask for specific information relevant to the work

situation.
Use judgment and tact when questioning applicants,

avoid leading or trick questions.

Taking Notes
Written information is especially important when a

supervisor interviews a number of applicants.

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924

Avoiding Interviewing and Evaluation Pitfalls

Halo Effect
The tendency to allow one favorable aspect of a

persons behavior to positively influence judgment on all other aspects.

Horns Effect
The tendency to allow one negative aspect of a

persons behavior to negatively influence judgment on all other aspects.

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925

Conducting the Selection Interview (contd)

Closing the Interview
Treat the candidates fairly and courteously
Immediate hiring or rejection Deferred decision (with notice of timeframe)

Completing the Post Interview Evaluation Form

The supervisor and other members of the interview

team should complete an evaluation form or interview summary shortly after the interview while the information is still fresh in their minds.

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926

Making the Hiring Decision

The supervisor wants to select employees who will contribute to excellent departmental performance.
A review of the selection criteria is critical to

identifying the best applicant.

Subordinates, peers, or team members may have a

say in determining who is hired.

Documentation of the selection process is critical in

helping to demonstrate that the process is based on job-related factors and is nondiscriminatory.

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927

Bringing New Employees Onboard

Onboarding
A continuous process of assimilation and growth within the

organization for new hires.

Onboarding occurs when the new employee begins and

continues indefinitely

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928

Getting New Hires Onboard

Welcome to the Department Introduction to Team Members

Explain Duties and Expectations

Why job is important Where job fits in Freedom to make decisions When job is well done

Hitch to stars Daily Follow-up

Employee Handbook
Compensation and Benefits Attendance and Other Policies
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929

Training and Developing Employees

On-the-Job Training
Supervisors may train employees directly or have

experienced employees conduct training.

Advantages: standardizes training and helps the supervisor get to know new employees

Off-the-Job Training
Training for new and existing employees that is

conducted outside of the immediate work area.

Specialized in-house training programs

Formal apprenticeship training programs College-campus-based training programs
930

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Training and Developing Employees (contd)

Ensuring Ongoing Employee Development
Supervisors should:

Assess the skills and potential of employees. Provide opportunities for the ongoing development of employee skills so that employees can perform better now and in the future. Go to higher-level managers or to the human resources department to see whether there are courses outside the organization that can meet training needs. Be aware of course offerings at nearby educational institutions and encourage employees to take advantage of all possible educational avenues.

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931

Training and Developing Employees (contd)

Understanding the Supervisors Role in Employee Development
Operating problems and the failure to accomplish

organizational objectives may highlight the need for training. Training is an ongoing developmental process, not a simple solution to a short-term problem. Consolidation of job duties suggests that supervisors must identify the jobs that are important to the ongoing performance of their departments and that other employees can learn.

Making Yourself More Valuable

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932

Formulating an Employee-Development Program

Who, if anyone, needs training? What training do they need? What are the purposes of the training? What are the instructional objectives that need to be incorporated into the training program? Which training and development programs best meet the instructional objectives? What benefits are anticipated to be derived from the training? What will the program cost? When and where will the training take place? Who will conduct the training? How will the training effort be evaluated?
933

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Evaluating the Benefits of Training

Employees Reactions to the Training

Employees Learning

Training Benefits
The Trainings Business Results
Employees Application of Learning

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934

Training and Developing Employees (contd)

Making Yourself More Valuable
Attend supervisory management training and

development programs as well as courses in the technical aspects of company and departmental operations.
Belong to one or more professional or technical

associations whose members meet periodically to discuss problems and topics of current interest and share experiences.
Subscribe to technical and managerial publications

and should read articles of professional interest.

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935

KEY TERMS
Competencies Cross Training Orientation Realistic job preview (RJP)

Directive interview
Halo effect Horns effect Human resources (HR) department Human resources management (HRM) Mentoring Nepotism Nondirective interview Onboarding
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Realistic organizational preview (ROP)

RIF Selection Selection criteria

936