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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Here’s another reason to create a fair, impartial and consistent interview process: Your ultimate decision on who is hired or promoted is more likely to withstand legal scrutiny if you can show that each candidate interviewed faced the same questions and that each candidate’s performance was assessed by more than one interviewer.
One of the best ways to prevent age discrimination is also one of the simplest: Make your hiring process age-blind by removing age tipoffs from your application.
Job-seekers age 18 – 24 say passion, not paychecks, will define career choices that help them achieve their version of the “American Dream.”
A new study from CareerBuilder and CareerRookie.com finds that 57% of employers say they plan to hire new college graduates. That’s up from 53% last year and significantly higher than the 44% of employers that said they planned to hire from the class of 2010.
Filling a vacant position—especially for the second or third time—can take away from other important tasks. Here's how to get hiring right from the beginning.
If you’ve hired the perfect candidate, you want to make sure the person sticks around for a while. Start off on the best foot by creating a smooth and informative orientation.
Gautam Mukunda is an assistant professor at Harvard Business School who has closely studied effective leaders. His research has led him to believe that hiring outsiders for leadership positions can often be the most effective solution. The same idea can apply to any position.
What if you suddenly discovered the labor pool had completely dried up and no one would ever apply for your job openings again?
Millennial norms are different. Here's what organizations could face as they employ the Class of 2014 and beyond.
Q. We have a manager who is really concerned about “fit” when we interview for his group. He wants to ask questions about hobbies, whether the candidate has a family and how that will affect the candidate’s ability to be at work. I’ve tried to explain that, due to discrimination laws, we should only ask questions based upon the job and its requirements, but he ignores me. What can I do?