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.

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It’s common to tell a job applicant he’s hired—as long as a background check doesn’t reveal anything that would disqualify him. But some applicants think such an offer creates a contractual relationship. Under most circumstances, it doesn’t.

Filling a job opening can be tricky if there are several great candidates. You can separate the best from the rest by changing up the usual interview questions. Here are four nontraditional job interview questions to elicit answers that will help you assess candidates on a different level.

Q. We are considering hiring a new RN. She is requesting an extra week of vacation above what our company policy offers. Would we be discriminating against our other full-time employees if we grant her request?
Which personal attributes would make an employee less appealing for a promotion? Well, if body art is high on your list, you’re not alone.

Do you “play favorites” with certain employees? Most managers would probably say “no,” but people often harbor unconscious perceptions that can influence day-to-day decision-making and job reviews of the employees they manage. Several factors unrelated to employee performance can impact evaluations conducted by managers.

You may have noticed a slight chill in the air recently. For the second time this year, ICE has notified 1,000 employers that it plans to inspect their Form I-9 records. Whether your company has received a Notice of Intent to Audit or you have been lucky enough to avoid one until now, it is important to understand how a NOI may impact your organization.
HR pros spend a lot of their time ensuring that their companies comply with the law so they don’t wind up in court and lose big bucks to a jury verdict. But more and more, they find themselves defending not their employers’ bottom lines, but their own bank accounts. How big is the risk? Try six figures—or more.
“Recent college graduates” in their “early 20s and 30s” is how ­Cavalier Telephone described—both orally and in writing—their preference for sales candidates. This overt age bias brought the wrath of the EEOC.
Q. We use an electronic I-9 software system that was developed in-house. How can we ensure it complies with federal law?
Q. Our company needs guidance on keeping up with our obligations with regard to employment eligibility. What resources are available?
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