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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Q. Are we required to use an application for prospective applicants and if so, what information must we in­­clude? What information should we leave off our application?
Q. For the first time in a while, we need to hire new staff. What issues should we take into account during the recruiting process?
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.

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