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.
You may have seen it in the classifieds: "Must be currently working." Is that legal? Some state legislatures want to prohibit "unemployment discrimination." And given the nature of post-recession America's out-of-work population, there may be an even more compelling reason not to exclude the unemployed.
When an employee announces she’s pregnant, her employer better be able to deliver more than just congratulations. You need legally sound, consistent policies and practices to ward off potential pregnancy complications of your own. Here’s how best to comply with the FMLA, plus a sample policy you can adapt to your own organization:
In late 2010, the EEOC published GINA regulations that provide employers with specific guidance concerning what information they may gather about their employees, how GINA interacts with the FMLA medical certification process and how any genetic information the employer obtains is to be treated.
Every summer, enterprising teens turn up in droves seeking employment at businesses all across the country. As much as teens might want to be treated like adults, employers would be remiss to do so. Reason: Treating teen employees in the same manner as you treat adult employees could result in a violation of federal law.
College presidents don’t like to admit it, but as cheerleaders in chief, they need charm to chat up everyone from teenagers to rich donors. Without charm, they’d be sunk.
After 20 years of being a secretary, writes one administrative professional, she knows how to do the necessary work. That hasn’t kept her current supervisor or her supervisor’s boss—both women—from berating and intimidating her. The admin asks, “How can I learn to stand up for myself in a professional manner?”
Judges understand that human emotion plays a part in some personnel actions—especially in cases involving alleged retaliation. They know that if an employer was planning to retaliate for something an employee did, it wouldn’t wait several years to act.
Employers can’t punish employees for complaining about alleged discrimination or harassment. That’s true even if the complaint doesn’t pan out, as long as the employees complained in good faith. But judges don’t want employees to use the threat of a retaliation lawsuit as a way to circumvent fair discipline, either. There’s a way for employers to get judges on their side.
Given the low cost and the easy accessibility of electronic records storage, many employers are making the digital leap to “paperless” HR. But despite the many benefits of going paperless, a host of legal problems could derail even the best-intentioned digital records plan. Carefully consider these legal issues when transitioning to an electronic personnel records system.
Sometimes, it’s hard to distinguish one applicant from another. That’s especially true for unskilled positions. How do you choose? If one of the factors you use is work history, rest assured it is unlikely your choice will be challenged successfully.