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.

Page 33 of 241« First...102030...323334...405060...Last »

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.
Here are some real-life examples of what job candidates have told hiring managers, according to a recent CareerBuilder.com report:
Do your hiring managers know the law when it comes to asking medical or health-related questions during job interviews? Are your job applications toeing the legal line and complying with the ADA?
Younger ... groom ... those are some dangerous words a hiring manager can utter in front of a job candidate.
When posting job openings, don’t focus solely on educational re­­quirements. Instead, be sure to clarify that job experience is also required—and provide specific examples.
To contact or not to contact? Perhaps you had better call that reference. According to a recent CareerBuilder survey, 69% of employers said they have changed their minds about a candidate after speaking with a reference.

Every company wants managers who can efficiently identify, define and resolve problems. Don’t assume that management applicants with top references and experience have great analytical skills. Instead, find out for yourself by asking some of these questions.

It isn’t unusual for disappointed applicants to file frivolous failure-to-hire lawsuits. Your best shot at a quick dismissal is proof that the applicant wasn’t qualified. An application or résumé can do that.
The EEOC is suing Amerisource-Bergen Corp., claiming the pharmaceutical distributor violated the Age Discrimination in Employment Act when it failed to hire a 60-year-old man for a telecom manager position.