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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 happens all the time: A manager decides to take a chance by hiring a marginally qualified applicant. Then, days later, it becomes clear she can’t do the job. The employer has little choice but to terminate. But then the fired employee feels she has little choice but to sue for some form of discrimination. The best way to avoid those lawsuits: Don’t count on “gut feeling” or interview skills. Run the applicant through job-specific tests.

In a unanimous decision, the U.S. Supreme Court in May ruled that the lawsuit clock resets each time an employer uses apparently biased job-qualification tests to make hiring decisions. The court said the timing of Title VII lawsuits doesn’t depend on when the test was administered, but on when the employer uses the test results, even if that’s years later.

Online social networking sites provide a variety of benefits to organizations. They can help you collect industry-based knowledge, reach new customers, build your brand and publicize your company’s name and reputation. But those benefits come with their fair share of legal risks. You need a comprehensive social media policy to guide employees on your expectations about their online behavior.

When drug abuse isn’t an obvious problem in the workplace, it’s easy for employers to develop a cavalier attitude about it. That’s not smart. It’s in your best interest to detect employee drug abuse early and root it out immediately. Keeping your workplace drug-free means knowing how to spot the problem and effectively respond to it—without violating employees’ legal rights and creating legal liability.

As unemployment continues to hover near 10%, the temptation to stretch the truth on a résumé is becoming harder for desperate job-seekers to resist. That’s why experts say job applicants are doing more “creative writing” on their résumés these days. And hiring managers need to be more vigilant.

Interviewing for a job? Ask whether this is a new position or whether you are replacing someone ... Avoid misunderstandings by asking others to repeat what they heard ... Trade in old electronics for cash or discounts ... Humanize interoffice communication by relaxing some of the grammar rules you grew up with ...

The risk isn’t new—e-mail has been around for a while. But managers and supervisors still continue to play fast and loose with their e-comments. E-mail messages are increasingly finding their way into employment-law court battles. Remind managers in the hiring process that it’s typically better to pick up the phone or walk down the hall to discuss a candidate than it is to send an e-mail.

The IRS has quickly moved to implement the new tax breaks for employers in the Hiring Incentives to Restore Employment (HIRE) Act. Strategy: Have newly hired employees complete and sign Form W-11, the Hiring Incentives to Restore Employment (HIRE) Act Employee Affidavit. This new form is used to confirm that new hires are covered by the law.

The immigration landscape keeps changing, and employers must keep up. And now you also have to worry about employees who claim you hired illegal workers as a way to cut labor costs and therefore put legal workers at a competitive disadvantage. Clever attorneys have begun filing RICO Act lawsuits, alleging that some employers are essentially running “mob” operations.
Blue Cross Blue Shield of Michigan (BCBSM) focuses on hiring and developing employees with disabilities. The organization was singled out by the U.S. Business Leadership Network as one of three businesses in the country that do an exceptional job when it comes to hiring and retaining employees and accommodating their needs at work. So BCBSM is sharing its best practices with other organizations:
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