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.
Melissa Dyrdahl, a former executive at Adobe, sums up pretty well the essence of taking on a leadership role: You get rewarded in a company by doing your job really well. But when you get promoted into management, you have to stop being the doer and start being the leader. For some people, that is a difficult transition ...
No federal law says it’s discriminatory to refuse to hire unemployed people. However, legislatures in several states are considering bills that would make it illegal to discriminate on the basis of current employment status. Moreover, many who are jobless fall into protected classes—including women, minorities, people with disabilities and those over age 40.
In late 2010 the EEOC produced regulations on the Genetic Information Nondiscrimination Act (GINA). The regulations 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.
“Hire for attitude, train for skill.” That’s the one craze in recruiting job candidates, and I’m sick of it. Attitude is easy to fake. Someone can walk into an interview bubbling with enthusiasm, full of bright questions and observations. What they lack in hard knowledge they make up in soft appeals to my ego.
Some employers schedule multiple interviews due mostly to tradition and habit, which can waste managers’ time, alienate top candidates and unnecessarily lengthen the hiring process. Use the following guidelines to create a strategy for conducting multiple interviews and determining how many are too many:
Some employers schedule multiple interviews due mostly to tradition and habit, which can waste managers’ time, alienate top candidates and unnecessarily lengthen the hiring process. Use the following guidelines to create a strategy for conducting multiple interviews and determining how many are too many.
If you’ve made it this far into the worst economy in decades without experiencing a layoff, chances are you’re out of the woods. Most economists agree that while businesses won’t be hiring much this year, they also won’t be firing much. Could this be the time to ask for a raise?
Supervisors may think they know all the candidates for promotion so well they can select one without actually interviewing the interested employees. That’s a big mistake. Chances are, if one of the disappointed applicants sues, the supervisor will have to answer very specific questions about the hiring process.
You can help prevent hiring lawsuits with one simple tactic: Have two company representatives sit in on interviews. Then have both reps deliver the news when you have to tell an applicant she wasn’t selected. As this case shows, that extra effort can be insurance against a nasty “he said/she said” lawsuit.
You seek input from colleagues before picking which job candidates to hire or which workers to promote. It's admirable that you solicit their insights and impressions. There's just one problem: Their input may not necessarily reflect a dispassionate or accurate analysis.