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.
Q. I’m an administrative assistant at a fast-growing firm. Our office
could benefit by hiring a junior marketer to help our one overworked
salesman. I’m taking marketing classes to improve my skills. How can I
convince management to create this position and promote me into it?
“Hire for attitude, train for skill.” That’s the latest craze in recruiting job candidates, and I’m sick of it.
When interviewing for a job, don’t dwell on why you left your last position.
If you’re filling a position in which the person will come in contact
with valuable assets or pose a safety risk, go beyond routine reference
checking to investigate the applicant in more detail.
When hiring, it’s OK to consider the likelihood that an applicant will file lawsuits against you.
Avoid putting “references on request” on your résumé.
He’s 34 and a seasoned CEO. Dan Wagner founded what’s now the Dialog Corp. in 1985, when he conceived of an online business information service. Today, he runs a London-based company of 1,100 employees with global operations and partnerships with Microsoft, IBM and many other firms.
After waves of downsizing in recent years, many companies are now reversing course and filling job openings like mad. If you’re ramping up your recruiting, you may wonder whether to rehire former employees.
If you’re interviewing for a job or trying to win an internal promotion, don’t just make your pitch and walk away.
Your boss gets more and more frustrated the more people leave your toxic work environment. You understand why they're leaving, but he won't change.