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Hiring

When hiring employees, negligent hiring practices can doom the process. Learn from your colleagues’ successes – and avoid their pitfalls.

Smart interview questions, well-written job descriptions, and sharp interviewing result in hiring employees that work out well, AND make you look good in the process.

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As a recruiting tool, more employers have begun including a sentence or two about the typical career path of the job at the end of each job listing. A majority of employees say they’d likely stay with an organization if they saw the prospect of job advancement or promotion.
If you are like most hiring managers, it’s the typos in the job-seekers’ résumés that are the No.1 cause for you to automatically dismiss a candidate. Here are the rest of the résumé wreckers:
As hiring heats up, more service-sector firms are ramping up employee referral programs, which reward workers for encouraging qualified external candidates to apply for jobs.
If a prehire drug test is inconclusive, you may want to offer the applicant a second chance to take the test.
What if you get a hiring decision wrong, choosing someone from one protected category over another slightly better-qualified minority applicant? Fortunately, that misstep won’t open the door for hordes of minority applicants to sue. Only the slightly better-qualified applicant will have a claim.
While supervisors may use the term “overqualified” when discussing potential job candidates, be aware that it’s a legally explosive term. Rejected applicants could view “overqualified” as an age-related code word.
Q. We recently started to provide unpaid internship opportunities to local college students... The interns are not subject to the same process as other permanent or temporary employees in terms of background checks and workers’ compensation insurance. Now we’re looking at how best to structure this relationship to address issues such as what happens if an intern is hurt at a client facility. How should we approach this?

Good economic news means HR pros are spending more of their time recruiting, hiring and orienting new staff. But the process looks and feels a lot different than it used to.

Jeb Breithaupt, who owns a home building and remodeling company, says, "It takes me longer to hire someone for my staff than it does to design one of my custom homes. The philosophy behind my 11-step hiring process: Make the applicant work to get the job. Yes, that takes time. But my success rate is 90%. When I’ve failed to follow it, I’ve regretted it every time."
Before you begin talking to candidates, make sure everyone you selected for an interview opportunity is among the best qualified, and that you haven’t passed over anyone who is obviously as well-qualified as other applicants. That’s the best way to avoid a needless failure-to-hire suit.
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