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.
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.
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.
Managers and HR pros aren’t the only ones who vet job applicants at grocery chain Whole Foods. Employees weigh in on each new hire as well.
What do job candidates think of you when they leave the interview? Well, according to a new CareerBuilder survey, 26% claim they had a bad experience as a job applicant.
The immigration reform plan put forth by President Obama last month calls for increased penalties against employers for hiring undocumented workers. Plus, it would mandate employers’ participation in the electronic E-Verify system within five years.
A new employee earning only $33,000 a year has a greater financial impact than taking out a $750,000 mortgage, says hiring guru Mel Kleiman. This is why managers should evaluate every hiring decision as a long-term liability.
HR Law 101: Protecting yourself and your company from lawsuits starts the minute you decide to hire someone. Potential lawsuit land mines line your path. Federal laws provide a patchwork of legislation protecting workers and applicants from discrimination by employers ...
Many organizations serve customers who speak languages other than English, and thus they require employees to have specific bilingual skills. If that describes your organization, make sure you can defend the language requirement. As one employer recently learned, that may mean having to disclose otherwise confidential information in court.
Greeley and Hansen, a Chicago engineering firm, is actively hiring legal immigrants in an effort to create a new pipeline of hard-to-find qualified engineers and diversify its workforce.
