Staff photo by Jon Soo Hoo
SPECTATOR SPORT — While off the field, Keith Browner, a linebacker on the university's football team, takes a little time to watch a women’s dance class at Webb Tower.
MA YINDICA TE MORALE PROBLEM
ACTIVITIES ALIVE
University groups inform students about activities
Turnover afflicts personnel office
Staff photo by Alexis Ingatieff
PRESSURE SITUATION — Betty Schmiker of Campus Life has her blood pressure checked by Kevin Hutton, a student health advocate.
TELL ME THAT YOU LOVE ME
mouth-to-mouth resuscitation.
Staff photo by Adam Sc
Health advocate Wafik Abdou demonstrates
up with the times and regenerate.”
“If we place an employee, who has a student spouse, in a certain department and the student leaves or graduates, we lose an employee,” Schneider added.
Schneider cited competition as another cause of turnover. “There is a tremendous battle among employers to grab the people with the greatest skills.
“Other employers attract people from us and we attract employees from others,” Schneider said.
Internal and outside pressures also affect employees and turnover rates.
“At any given point, certain issues arise that greatly influence workers. New laws can be passed, or new technologies developed,” Schneider said.
Labor unions and affirmative action groups, as well as others, work to benefit employees to the fullest, thus providing other conditions for Schneider to consider.
Schneider said the process of hiring workers starts with a request from any of the university departments. A department defines its need for a worker with specific skills and sends a notice to the personnel office’s wage and salary department.
The wage and salary department examines the job descriptions and decides on a salary' range.
From there, Schneider's office alerts several organizations
of the job availabilities. The
job description is placed in a “posting” book, distributed every week by the personnel office.
The Transcript, published for the university staff, also prints the jqb listings.
The university also operates a phone service that partially lists job openings, called “Dial-a-Job.”
Schneider contacts affirmative action programs, Los Angeles Mayor Tom Bradley's office and over 60 groups that have training schools about available jobs.
The director occasionally advertises in local and national newspapers to attract top quality employees.
After the personnel office alerts the public of openings, prospective employees either send in resumes or fill out applications.
The personnel office then screens out the applicants and sends the top candidates to the specific department needing the employee.
Schneider’s department screens out applicants through a variety of methods, including exams.
A potential secretary must perform a typing test, while others are required to demonstrate a specific skill.
“We also require a certain amount of experience in an area for some jobs," Schneider said. “We also require personal interviews of some applicants.”
All newly hired employees
(Continued on page 83
viewing.
A person walking through the park could have his blood pressure checked, receive tips on nutrition and get suggestions on how to improve his dental hygiene.
Maria Reyes and Cynthia Beaver manned the YWCA booth. “Lots of students don’t know there’s a ‘Y’ on campus,” Reyes said. She explained that her organization has much to offer, citing classes in assertiveness training, self-defense and aerobic and jazz dance. She said such classes are open to men and women.
Near the YWCA booth, the Gay and Lesbian Student Union attempted to gather signatures for a
By Johannes Tesselaar
Staff Writer
The university’s personnel office deals with the hiring and handling of around 6,000 employees a year. However, with a turnover' rate that may be around 30 percent to 35 percent, the office works with a great deal more than 6,000 employees.
Jack Schneider, director of the Personnel Office, sees turnover as the biggest problem facing his department.
“With a turnover rate of 30 to 35 percent, which is around
2,000	employees, it appears as though there is a morale problem among the workers,” Schneider said.
He added, however, that the turnover rate is very unreliable, people can easily draw the wrong conclusions and a morale problem may not exist.
A high rate of turnover adds to the money expended on recruitment, Schneider said.
The director said a certain amount of turnover is necessary because “you have to keep
dld% trojan
Volume XCI Number 12	University of Southern California Wednesday, January 27, 1982
By Mark Ordesky
Staff Writer
Groups ranging from the YWCA to the Gay and Lesbian Student Union set up booths in Alumni Park Tuesday to educate students about the services their organizations provide.
The fair, called Activities Alive, was designed to let students know about activities going on around campus, said Sheela Choudhury, a coordinator of the fair.
Aside from the large number of student groups and department representatives, organizations such as the Red Cross, the Cancer Prevention Society and the American Heart Association had displays for public
petition to eliminate the Family Protection Act.
The act is designed to, among other things, prohibit the flow of federal funds to any group that advocates or promotes homosexuality. Such a law could prove harmful to the existence of the Gay and Lesbian Student Union, and similar organizations.
On the sidewalk facing University Avenue, among many health related
displays, sat the table for the Student Programs Office — a service that advises persons about virtually any student activity. The office will also help any group put together an activity of its own. It is sponsoring a leadership program on March 13.
Activities Alive was sponsored by Phrateres. a social service organization on campus and by Alpha Epsilon Delta, the pre-medical honor society.