1. Supervision and Human Resource
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2. Roles in the Selection Process
In small organizations, a supervisor may have great latitude in selecting employees to fill vacant positions.
Some organizations have formal procedures that require human resources to do most of the work, with the supervisor simply approving the candidates recommended.
In most cases, a supervisor works with a human resources department.
15-2
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3. Selection Criteria
Be clear about what jobs need to be filled and what kind of people can best fill those jobs.
Job description
Job characteristics
Job specification
Knowledge
Skills
Abilities
Other characteristics
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4. Recruiting Inside the Organization
Promotions or different tasks can be a source of motivation for employees.
Promoted or transferred employees are already familiar with the organization’s policies and practices.
Internal recruitment is accomplished through:
Job postings
Employee referrals
15-4
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5. Recruiting Outside the Organization
New hires bring fresh ideas and skills that the organization may lack.
Basic ways to identify qualified outside candidates:
Advertising
Employment agencies
Schools
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6. The Selection Process 15-6 McGraw-Hill/Irwin
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7. Screening from Employment Applications and Resumes
Review the applications or resumés to screen out candidates who are unqualified or less qualified than others.
Usually done by the human resources department
Compares resumes with the job description
Does not usually screen out a person recommended by the supervisor
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8. Interviewing Candidates
Objectives of the interview:
Assess each candidate’s interpersonal and communication skills
See whether the supervisor and employee are comfortable with one another
Learn details about the information the candidate has provided on the application or resume
Allow the candidate an opportunity to learn about the organization
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9. Who Should Interview?
Initially, someone in the human resources department
Later, the supervisor of the department
In some instances, team interviews may be conducted to see how a candidate interacts with a team
Parts of an interview may be automated using a phone system or other technology
15-9
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10. Preparation for the Interview and Interview Conditions
Review the job description
Review the applicant’s resume or job application
Arrange for an appropriate interview location
Interview conditions
Privacy
Freedom from interruptions
Comfortable seating
Consider sitting at a small table, not behind a desk
Offer coffee and “warm-up” conversation
15-10
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11. Content of the Interview
Why do you want to work for our company?
What kind of career do you have planned?
What have you learned in school to prepare for a career?
What are some of the things you are looking for in a company?
How has your previous job experience prepared you for a career?
What are your strengths? Weaknesses?
Why did you attend school/select your major?
What do you consider to be one of your most worthwhile achievements?
Are you a leader? Explain.
How do you plan to continue developing yourself?
What can I tell you about my company?
15-11
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12. The Interviewing Process
15-12
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13. Interviewing Techniques
Structured interview
Unstructured interview
Open-ended questions
Closed-ended questions
15-13
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14. Interview Problems to Avoid
Know what types of questions are acceptable and unacceptable.
Don’t make decisions based on personal biases.
Avoid the halo effect.
Don’t form erroneous first impressions.
Avoid giving candidates a misleading picture of the organization.
15-14
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15. Conducting Employment Tests
Types of tests:
Aptitude test
Proficiency test
Psychomotor test
Personality test
Drug test
Usually the human resources department handles the testing of applicants.
Be sure any test you use is nondiscriminatory.
Be creative when designing your tests.
15-15
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16. Conducting Background and Reference Checks
Many resumés and job applications contain false information:
Former employers and length of employment
Past salaries
Criminal records
Be sure to check references:
Personal
Academic
Employment
Be aware of restrictions on background checks.
15-16
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17. Making a Selection Decision
The final decision of whom to hire is usually up to the supervisor.
With more than one qualified candidate, supervisors should select a person whose values and beliefs match those of the company.
Teams may benefit by people who seek compromise and others who challenge old ways by arguing for fresh ideas.
Human resources typically makes the job offer and negotiates pay and benefits.
15-17
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18. Physical Examination
Experts advise that employers request a physical exam only after a job offer is made.
Helps determine if the candidate is physically able to fulfill the job requirements
This timing reduces the risk that someone will sue the company for refusing to hire him or her because of a disability
Determines whether the candidate is eligible for company-offered insurances
An illness, disability, or pregnancy may not be used as the basis for denying a person a job unless it makes the person unable to perform the job.
15-18
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19. Legal Issues Antidiscrimination laws: Managing diversity
Title VII of the Civil Rights Act of 1964
Age Discrimination in Employment Act of 1967
Rehabilitation Act of 1973
The Pregnancy Discrimination Act of 1978
Vietnam Era Veterans Readjustment Act of 1974
Managing diversity
Workplace accessibility:
Accommodations for employees with disabilities
What supervisors can do
Immigration Reform and Control Act
15-19
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20. Hiring and Orientation
Instructor’s Notes
Hiring involves making a job offer, following careful steps in processing the offer, conducting final background checks, and preparing the new staff member for employment.
Orientation is the process of introducing the new employee to the organization and the job.
In large operations, human resources staff assume a significant role in hiring procedures and in planning and delivering orientation programs. By contrast, these tasks are left to the supervisor or manager in smaller operations.
Note that orientation programs are very important.

21. Hiring and Orientation
Hiring involves making a job offer, following careful steps in processing the offer, conducting final background checks, and preparing the new staff member for employment.
Orientation is the process of introducing the new employee to the organization and the job.
In large operations, human resources staff assume a significant role in hiring procedures and in planning and delivering orientation programs. By contrast, these tasks are left to the supervisor or manager in smaller operations.
Instructor’s Notes
Hiring involves making a job offer, following careful steps in processing the offer, conducting final background checks, and preparing the new staff member for employment.
Orientation is the process of introducing the new employee to the organization and the job.
In large operations, human resources staff assume a significant role in hiring procedures and in planning and delivering orientation programs. By contrast, these tasks are left to the supervisor or manager in smaller operations.
Note that orientation programs are very important.

22. Importance of Orientation
Provide information needed for a new employee to function effectively at work.
Make the employee feel welcome.
Demonstrate the hospitality that employees should practice.
Make available information needed to meet safety and legal obligations.
Instructor’s Notes
Note that the lack of an effective orientation program can contribute to higher employee turnover rates.
The orientation program establishes a culture of hospitality from the time of the new staff members’ first experiences with the organization.
Note that there is a fine line between activities in the screening and hiring process.

23. General Screening and Hiring Activities (page 95 in the text book)
Making (negotiating) a job offer
Notifying unsuccessful applicants when the position is filled
Conducting final background checks
Managing “paperwork”
Providing orientation experiences
Instructor’s Notes
In large operations, human resources staff will be involved in most or all of these steps. Regardless of the operation’s size, however, managers should also be involved in initial contacts with new staff members.
Line managers should also be involved in planning the activities that support the hiring and orientation processes.
Point out the differences between orientation and training. Orientation provides general information required by all of the operation’s staff members. Training addresses knowledge and skills required for specific positions. Also point out that some organizations do not consider training to be part of the orientation process.
Note that there are several basic procedures involved in making a job offer.

24. Making a Job Offer
A formal invitation to become an employee on a certain date to perform specified duties for specific compensation
In large operations, the human resources department may extend the job offer; in small operations, this is typically done by the manager.
Some operations use an initial telephone job offer followed by an employment letter that provides job details and starting information.
Sample Employment Letter – text page 97
Instructor’s Notes
In large operations, the human resources department may extend the job offer; in small operations, this is typically done by the manager.
Some operations use an initial telephone job offer followed by an employment letter that provides job details and starting information.
If applicable, refer students to Exhibit 5b on page 97. Ask for a “volunteer” to read the letter, and then discuss the basic information that it addresses.
Indicate that a job offer should contain detailed information about several factors.

25. Job Offer Information Position information Compensation information
Benefit information
Logistical information:
starting date, name of contact person, work location, hours, scheduled shifts, and need, if any, for equipment and uniforms that must be supplied by the employee
Instructor’s Notes
Note that “logistical information” includes starting date, name of contact person, work location, hours, scheduled shifts, and need, if any, for equipment and uniforms that must be supplied by the employee.
Indicate that the job offer should contain information about several additional factors.

26. Job Offer Information continued
Employment contingencies:
transcripts, background checks, medical/drug tests, pass/fail - condition of employment
Union information
At will statement:
Notification to the employee that either the employee or the employer can end the employment relationship at any time for any reason.
Two copies of the final letter should be sent to the new employee, and he/she should sign one copy and return it for the manager’s files.
Instructor’s Notes
Employment contingencies relate to any need to review transcripts, conduct background checks, and/or take a medical/drug test as a condition of employment.
At will statements involve notifying the employee that either the employee or the employer can end the employment relationship at any time for any reason.
Job descriptions, an employee handbook, and/or other documents may also be included with an employment letter.
Two copies of the final letter should be sent to the new employee, and he/she should sign one copy and return it for the manager’s files.
Unsuccessful candidates should be notified when the position has been filled.

27. Notify Unsuccessful Job Candidates
Begin notifying applicants only after the selected candidate has formally accepted the position
All applicants should receive a notification
Can be phone call or letter
HR or Manager to send
Positive – don’t burn any bridges
Instructor’s Notes
If individuals will not be considered for a future position, a simple letter thanking them for their application is appropriate.
If applicants can be considered for other positions, that should be noted in the letter.
A positive letter to both types of candidates contributes to the person’s image of the operation, and makes it easier to recruit again within the same employee market.
A final set of background checks may be the next step in the screening and hiring process.

28. Types of Background Checks (text page 100)
Comprehensive background checks are often done to prevent a claim of negligent hiring by assuring that the applicant is a safe and competent person for the position.
Some operations routinely conduct drug tests before a person begins work or as part of the hiring process. If used, drug testing must be done in the same manner for all persons. Managers must understand applicable laws about drug testing in their area, and they must also know about the unreliability of some systems and the expenses for administering the tests.
Instructor’s Notes
Comprehensive background checks are often done to prevent a claim of negligent hiring by assuring that the applicant is a safe and competent person for the position.
Some operations routinely conduct drug tests before a person begins work or as part of the hiring process. If used, drug testing must be done in the same manner for all persons. Managers must understand applicable laws about drug testing in their area, and they must also know about the unreliability of some systems and the expenses for administering the tests.
Note that the Americans with Disabilities Act (ADA) includes regulations applicable to the hiring process.

29. Final Background Checks
Purposes
To verify applicant information
To learn more about the applicant’s character
To uncover any information that was withheld
It may seem odd to do a background check after a job offer is made, but this is often done because managers do not want to lose candidates while they wait for background check results.
Most operations have policies that allow them to dismiss employees who have provided false information or have withheld relevant information.
Instructor’s Notes
It may seem odd to do a background check after a job offer is made, but this is often done because managers do not want to lose candidates while they wait for background check results.
Most operations have policies that allow them to dismiss employees who have provided false information or have withheld relevant information.
Indicate that there are numerous types of background checks.

30. Types of Background Checks (text page 100)
Work experience
Education
Other background information
Criminal record
Driving record
Credit record
Physical ability
Drug use
Instructor’s Notes
Comprehensive background checks are often done to prevent a claim of negligent hiring by assuring that the applicant is a safe and competent person for the position.
Some operations routinely conduct drug tests before a person begins work or as part of the hiring process. If used, drug testing must be done in the same manner for all persons. Managers must understand applicable laws about drug testing in their area, and they must also know about the unreliability of some systems and the expenses for administering the tests.
Note that the Americans with Disabilities Act (ADA) includes regulations applicable to the hiring process.

31. Health Records and Reasonable Accommodation
Managers must make reasonable accommodations for disabled persons if it does not create an “undue hardship” to do so.
Examples – text page 101
Making existing facilities readily accessible
Restructuring jobs and modifying work assignments
Modifying equipment
Revising training materials and policies
Definition of “Undue hardship”
Instructor’s Notes
When an operation offers employment to a candidate with a disability, health records or a physical exam are normally required to assure the new staff member can be reasonably accommodated. Requests for health records/exams should be made with or after a job offer.
“Undue hardship” is defined as an action requiring significant difficulty or expense in light of the employer’s size, financial resources, and nature/structure of the operation.
Note that a wide range of hiring-related documents must be processed.

32. Hiring-Related Documents
Necessary documents must be processed with sufficient time to
Include the employee on payroll before the first paycheck.
Ensure the employee receives any benefits due on the first day of employment.
Ensure that company policies are met.
Meet legal requirements.
Instructor’s Notes
Before being placed on the payroll, the employee must demonstrate eligibility to work in the United States (I-9 form).
Documents such as transcripts and benefit enrollment forms can be processed when the employee starts work.
Managers or human resources staff are responsible for some documents; the new employee is responsible for others.
When the employee provides required documents that must be returned, a copy should be kept in the employee’s file.
Indicate that discussion will now address each of the three basic categories of hiring-related documents.

33. Employment and Payroll Documents
W-4 Form (Employees’ Withholding Allowance Certificate)
State and local tax forms
I-9 Form (Employment Eligibility Verification)
Other documents applicable to the position
ServSafe Certificate, drivers license, proof of insurance, ServSafe Alcoholic Beverage Certificate, tip allocation agreement
Job eligibility documents (if employee hired under a governmental program)
Permission documents
Employee references, drug testing
Instructor’s Notes
The W-4 Form is a federal tax form provided by the employer that provides payroll and tax withholding information.
The I-9 Form is provided by the employer and requires the employee to show proof of his or her legal right to work in the United States.
If applicable, review Exhibit 5e (I-9, Employment Eligibility Verification Form) on page 103.
Documents related to the position can include a sanitation certificate, driver’s license and proof of auto insurance, responsible alcoholic beverage service certificate, and tip allocation agreement.
Job eligibility documents may be required if an employee is hired under an governmental program.
Permission documents relate to employee references and/or their consent to drug testing.
Additional documentation is needed when hiring a minor or someone for a position that involves serving alcohol.
Indicate that a second category of hiring-related documents relates to benefits enrollment.

34. Benefit Enrollment Documents
Paperwork for benefits, such as health or life insurance, is completed on or soon after the employee’s first day on the job.
Many orientation programs provide information about benefit choices.
Some operations send benefit information to new employees before they begin work.
Instructor’s Notes
If an operation offers retirement benefits, even if they are not available until after a specific time period, that information should be provided.
The federal government requires that, in some cases, summary plan documents that explain benefits and the participants’ rights and responsibilities be provided.
Note that a third general category of hiring-related documents relates to job and company policy documents.

35. Job and Company Policy Documents
Employees should receive a current job description and employee handbook.
Orientation schedule, information about any probation period, and other legal documents should also be provided.
Employee handbook
Let’s review the sample on page 105 of the text
Instructor’s Notes
If applicable, refer students to Exhibit 5f (Sample Employee Handbook Table of Contents) on page 105.
Ask for examples of other topics that might be addressed in an employee handbook.
Ask students to answer the following questions.

36. Orientation Program Details
Time frame
Programs can last several hours or several months
The program’s content and structure determine its length.
Location
On or off site
Instructor’s Notes
Orientation programs for professional employees and managers can last from three to six months, because there is much information to cover.
Orientation programs for hourly employees are typically much shorter because there is less information to convey.
Indicate that orientation programs generally consist of information in two categories: information about the operation as a whole, and information about the position.

37. Orientation Information About the Operation
Review of operation’s mission, vision, and history
Identification of key managers and organizational structure
Explanation of benefits
Completion of “paperwork”
Distribution of employee handbook and explanation of policies and procedures
Instructor’s Notes
This information can be provided to a group of new employees or on an individual basis as necessary.
Indicate that more specific information about the position is a second part of the orientation process.

38. Orientation Information About the Position
Review of job description
Explanation of performance expectations
Probationary period: evaluation & possible pay change
Career ladder information or organizational chart
Review of work schedules
Provision of contacts’ phone numbers (employee and employer)
Introduction to employees and work area tour
Distribution of equipment or materials
Instructor’s Notes
Training to help new employees perform the job to expected standards is also important and is sometimes considered part of the orientation process. It can also be considered a separate activity. (Note that employee training will be discussed at length in chapter 8.)
New employees should receive a uniform, name tag, locker information, keys, and other equipment supplied by the operation.
Point out that some organizations also include career ladder information in their orientation.
Longer orientation periods may include meetings with the supervisor to review expected performance.
If the company has a probationary period, the orientation program may last as long as that period.
Indicate that plans for orientation materials, resources, and staff must also be considered.

39. Other Orientation Concerns
An orientation kit is often developed to provide all hiring-related documents to new staff members.
kit may include job descriptions, organization charts, work schedules, copies of menus, promotional materials, and contact information.
A trainer’s outline/checklist can help to prepare for an orientation session.
Trainers should be chosen for their expertise or position in the operation.
Assign a employee mentor (peer) to each new employee for the orientation period
Instructor’s Notes
Examples of materials that can be included in an orientation kit include job descriptions, organization charts, work schedules, copies of menus, promotional materials, and contact information.
A trainer’s guide should include a detailed outline of topics covered in the orientation and should specify all materials needed to complete the orientation checklist.
When applicable, a representative of the human resources department may present general information about company policies and benefits, and a manager may provide other information about the operation’s vision, mission, and values.
Some operations use “orientation buddies”—persons who serve as mentors to new employees during orientation.

40. Orientation Sessions
A well-planned orientation session can look simple, but it requires much planning to be effectively delivered.
Instructor’s Notes
Note that use of a personnel file and a checklist can help to manage the orientation process.

41. Managing the Hiring and Orientation Process
Retain important information about employees in a personnel file stored in a safe and private place protected from damage or theft.
Review information on page 110 of the text
Instructor’s Notes
If applicable, refer students to Exhibit 5j on page 110 to review the types of information that should be kept in a personnel file.
Note that the federal government and some state and local governments require that certain records be retained for employees.
Note that checklists provide an easy way to manage the orientation process.

42. Using Checklists New hire checklist – text page 111
Focuses on getting the employee and operation ready for the employee’s first day on the job
Orientation checklist – text page 112
Records what should and did happen on the first day of employment and during follow up meetings
Instructor’s Notes
If applicable, ask students to review Exhibit 5k (Sample New Hire Checklist) on page 111, which reviews common activities and tasks that must be completed when hiring a new employee.
If applicable, request that students review Exhibit 5l on page 112 in the chapter to note activities listed on the sample orientation checklist.
Indicate that a final step in the management of orientation is to evaluate the process.

43. Evaluation of Orientation Programs
Methods to evaluate
Talk to new employees frequently.
Request that a formal evaluation form be completed – sample page 114 text
Request feedback from those who develop and conduct the orientation program.
Instructor’s Notes
If applicable, refer students to Exhibit 5m on page 114 in the chapter. It identifies numerous orientation program elements that can be evaluated.
In large operations, human resources staff or managers may evaluate the entire orientation program annually, and all employees who participated in the program are polled or interviewed.
Ask students to answer the following questions.

44. Key Term Review
Employee handbook - manual or document that contains the policies and procedures for the operation
Employment contract —legally binding agreement that includes terms of employment and may, depending upon its specific content, modify the otherwise “employment at will” relationship between the employer and the employee
Employment letter —letter conveying job details and starting information to the potential employee
Job offer —formal invitation to join an organization as an employee on a certain date to perform a described range of duties for a specific salary or hourly rate and benefits package
Instructor’s Notes
Employee handbook—manual or document that contains the policies and procedures for the operation
Employment contract—legally binding agreement that includes terms of employment and may, depending upon its specific content, modify the otherwise “employment at will” relationship between the employer and the employee
Employment letter—letter conveying job details and starting information to the potential employee
Job offer—formal invitation to join an organization as an employee on a certain date to perform a described range of duties for a specific salary or hourly rate and benefits package
Negligent hiring—failure to ensure, through background checks, that an applicant will be a safe and competent person for the position
New hire checklist—checklist that focuses on helping the employee and the operation prepare for the employee’s first day on the job
Orientation—process of providing an introduction to the organization and the job so a new employee will know what to do and how to do it
Indicate that several additional key terms were also discussed in the chapter.

45. Key Term Review
Employee handbook —manual or document that contains the policies and procedures for the operation
Employment contract —legally binding agreement that includes terms of employment and may, depending upon its specific content, modify the otherwise “employment at will” relationship between the employer and the employee
Employment letter —letter conveying job details and starting information to the potential employee
Job offer —formal invitation to join an organization as an employee on a certain date to perform a described range of duties for a specific salary or hourly rate and benefits package
Instructor’s Notes
Employee handbook—manual or document that contains the policies and procedures for the operation
Employment contract—legally binding agreement that includes terms of employment and may, depending upon its specific content, modify the otherwise “employment at will” relationship between the employer and the employee
Employment letter—letter conveying job details and starting information to the potential employee
Job offer—formal invitation to join an organization as an employee on a certain date to perform a described range of duties for a specific salary or hourly rate and benefits package
Negligent hiring—failure to ensure, through background checks, that an applicant will be a safe and competent person for the position
New hire checklist—checklist that focuses on helping the employee and the operation prepare for the employee’s first day on the job
Orientation—process of providing an introduction to the organization and the job so a new employee will know what to do and how to do it
Indicate that several additional key terms were also discussed in the chapter. 45

46. Key Term Review continued
Orientation buddies —persons who serve as mentors or guides to new employees during orientation
Orientation checklist —record of what happens on the first day of employment and during follow up meetings
Orientation kit —collection of documents needed during orientation that is given to new hires before or during orientation
Personnel file —confidential file that contains documents related to hiring, training, evaluating, promoting, and, if necessary, disciplining an employee
Instructor’s Notes
Orientation buddies—persons who serve as mentors or guides to new employees during orientation
Orientation checklist—record of what happens on the first day of employment and during follow up meetings
Orientation kit—collection of documents needed during orientation that is given to new hires before or during orientation
Personnel file—confidential file that contains documents related to hiring, training, evaluating, promoting, and, if necessary, disciplining an employee
Summary plan documents (SPDs)—documents that explain planned benefits and participants’ rights and responsibilities under a benefit plan
Union shop—operation where all employees are required to join the union and pay union dues as a condition of employment 46

47. Performance Appraisal
What is it?
Appraisal Process
Supervisors’ Role

48. Performance Appraisal
What is it?
Review of past performance
Emphasizing positive accomplishments and deficiencies
Helping employees improve future performance
Purpose
Evaluation tool – review past performance
Developmental tool – offer detailed plan to improve future performance
Legal document – support and justify personnel actions

49. Performance Appraisal
When? How Often?
Formal
Once or twice a year
Informal
Ongoing feedback
Facilitate formal appraisal
Appraisal process
Who are the appraisers?
How is it conducted?
What forms and documentation are provided?

50. Appraisal process Who are the appraiser? How is it conducted?
Supervisor
Self-evaluation
Peer evaluation
How is it conducted?
Example: self evaluation, followed by face to face appraisal session with supervisor
Forms and documentation
Criteria for evaluation
How assessment is made

51. Supervisors’ Role Setting expectations Performance feedback Goals
Standards upon which results will be evaluated
Performance feedback
Intrinsic – self generated from the work itself
Extrinsic – provided by supervisor or other external sources e.g. peers, customers, business partners, etc.

52. Legal Issues Polices and Procedures are legally binding
Possible appearance of prejudice and discrimination
Equal employment opportunity (EEO)
Relevance in Vietnam
Legal system is being refined and these issues are becoming more relevant

53. Appraisal Criteria Appraisal criteria
Outcomes
Behaviors
Traits
How to establish appropriate criteria
Environment
Business model/Nature of work
Characteristics of workforce

54. Appraisal Methods Absolute standards Relative standards Objectives
Employees are not compared against one another
Relative standards
Compare employees against one another
Objectives
Compare performance against set objectives

55. Appraisal Methods Absolute standards Written essays Critical incidents
Checklists
Adjective rating scale
Behavior anchored rating scales (BARS)

56. Appraisal Methods Relative standards Group order ranking
Classify employees into groups
Advantage: prevent inflating evaluations or equalizing employees
Disadvantage: more valid for larger number, zero-sum approach
Individual ranking
List employees in order of highest to lowest performance
Advantage: Don’t allow avoidance of confronting differences
Disadvantage: Magnify differences, allow no ties

57. Problems with Appraisals
Leniency error
Positive – overstate performance
Negative – understate performance
Halo effect
Rating all factors based on impression of one specific factor
Similarity error
Give special considerations to people perceived as having similar traits to appraiser

58. Problems with Appraisals
Recency error
Give more importance to recent events
Central tendency error
Assign all people to average or midpoint
Inflationary pressures
Pushing up all evaluations to upper range to avoid conflicts and negative repercussions

59. Overcome problems Continually document employee performance
Use behavioral based measures
Combine absolute and relative standards
Use multiple raters/appraisers
360 degree feedback/appraisal
Rate selectively
Participate in appraisal training
Conduct performance appraisals of teams

60. Overcome problems Performance problems Employee counseling
Ability related
Desire related – unwillingness to correct
Employee counseling
Listen
Identify the problem
Clarify alternatives
Come to a resolution
Agree on an action plan
Ethical consideration
Draw the line between private and work-related matters