When you have several good applicants for a job opening, picking the best-qualified candidate isn’t easy. While you should be as objective as possible, the final decision can have a subjective element. Just make sure you document a good business reason to back up your choice.
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.
Most managers want to choose the best candidate for the job. But assessing what constitutes “best” can often feel a bit subjective. That’s OK. Just make sure you can point to objective factors that back up your choice, e.g., experience, education or even the most recent performance evaluation.
Both written words and oral promises must be chosen carefully to avoid creating either actual or implied employment contracts during the hiring process. Employee lawsuits can erupt when managers make promises in an interview that can't be kept, create job offer letters that leave no room for flexibility, or inadvertently oversell the potential for monetary rewards creating an implied employment contract.
Interview questions must not only produce useful information for making informed hiring decisions, but also stay on the right side of employment laws. Anti-discrimination acts make it imperative that interviews focus on applicants' abilities, not their personal characteristics, whether they involve disability, pregnancy, age, sex or religion.