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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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Updating your recruitment strategy so it’s proactive rather than reactive can put you ahead of the competition and allow you to scoop up the best people.
When managers interview job candidates, it’s nearly impossible to get a good reading of a person’s moral compass. Here are some effective “situational” or “behavioral” questions and scenarios managers can pose.
If you hire interns, make 2013 the year you ramp up your summer program. Start viewing your internships from a workforce development perspective. Six ideas for transforming your internships from nice to necessary:
Q. We fired an employee because she was chronically late, frequently missed work and had a poor working relationship with her colleagues. If we provide negative job references to prospective employers, could we be sued for libel?
Hiring great employees is difficult—and legally dangerous. Just a few ill-timed words in a want ad or interview can trigger a legal complaint. Here are the key liability hot spots to watch out for.

You never know which unsuccessful job applicant will sue. That’s why it is crucial to internally document why you rejected a candidate. Bonus: You can also use the information for an informal internal audit to make sure a hiring manager isn’t inadvertently discriminating.

Aerospace and defense contractor ATK has agreed to pay a job applicant $100,000 after she complained about discriminatory hiring practices at the company’s Eden Prairie plant.

When an employee or applicant claims she was passed over for a job because of discrimination, she generally has to show that she was clearly the best-qualified candidate for the position. Some will argue that cumulative years of experience trump other factors. That’s not always true.

The economy is like a pendulum, and when it starts to swing back toward prosperity, your organization might miss some of those talented employees you had to let go during the recession. Why not hire them back?

Promoting from within can save re­cruit­ing costs and staff time if you choose the right employees. But internal hires often go wrong for one simple reason: HR and managers assume they know the candidate.
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