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.
It’s sure to happen: Eventually, a disgruntled applicant or employee seeking promotion will sue you for discrimination in the hiring or promotion process. And that lawsuit may lack any kind of merit. These days, desperate applicants may feel they have nothing to lose by suing. That’s why you should plan ahead.
It’s 1999 all over again for at least some in-demand job candidates and employees: those with IT expertise. Companies looking to lure candidates are offering unusually generous inducements and perks. Who’s benefiting from the largesse? Cloud computing engineers, data security experts, mobile app developers and tech sales people.
In a new CareerBuilder survey, 34% of hiring managers said they are placing greater emphasis on emotional intelligence (EI) when hiring and promoting employees.
The interview remains a hiring manager’s most effective tool for evaluating job candidates. Unfortunately, managers too often rely on a list of standard interview questions for which most applicants have canned responses. Here are five common questions to avoid, as well as suggestions for more productive queries that will help you make the correct hiring choice:
Conducting job interviews is one of the most legally dangerous tasks performed by managers. One misguided question could cause an applicant to think he or she was rejected due to one of the federally protected categories. Take this hiring quiz to see if you know which questions are legal and which are not:
Procter & Gamble has opened a new packaging customization facility at its Auburn, Maine, plant, which is hiring 60 employees with physical and developmental challenges, as well as disabled veterans.
The job candidate with the most experience might also be the oldest applicant. But that doesn’t mean you always have to pick him. You can use other factors as long as none of them hints at age discrimination. The key is to maintain impeccable records showing how and why you chose the candidate you did.
Technology company Johnson Controls hired 70 Detroit public high school students to spend their summer sprucing up the city’s parks. More than 350 students applied for the jobs through the Student Conservation Association, which partnered with Johnson Controls.
The current employment situation is tough, meaning there is intense competition for relatively few jobs. You’re probably rejecting more applicants now than usual. How you handle the rejections can mean the difference between an applicant with a positive impression of your organization and one whose feelings are hurt—and who might decide to sue you.
In April 2011, the Social Security Administration resumed the practice of sending no-match letters, which notify an employer of a discrepancy between information they reported on an employee’s W-2 form and information in the SSA’s database. The DOJ's Office of Special Counsel for Immigration-Related Unfair Employment Practices recently issued the following “do’s and don’ts” regarding no-match letters: