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.
“Communications don’t have to come from benefits people to raise concerns about company benefit liability,” says Pamela Perdue, a benefits attorney with Summers Compton & Wells in St. Louis. For that reason, Perdue suggests employers give their hiring managers a “cheat sheet” to reference when talking about company benefits.
If you use independent contractors, make sure they have the freedom to work for other clients and largely set their own schedules. Those criteria are important for determining whether someone is an “employee” and, thus, eligible for unemployment.
In a Robert Half International survey, employees rated “working for a stable company” and “having a strong sense of job security” as the two most important factors about their work situation. Robert Half District President Brett Good suggests that organizations should leverage that new desire for stability during the hiring process. Here are six ideas from the survey that might work for you:
Unfortunately for employers, the EEOC can spend as much time on the investigation as it wants without losing the right to sue. That’s because there is technically no statute of limitations on the commission’s actions. But that doesn’t mean employers are powerless. Fortunately, there is a legal doctrine employers can use when the EEOC waits and waits to initiate litigation.
If you’re hiring for a position with very specific requirements, you may get a limited number of applicants, maybe even just one. Are you obligated to offer the position to someone from such a limited applicant pool? A recent court decision clarifies this crucial recruiting strategy question.
The Supreme Court term that began yesterday will decide three important employment law cases. Here's our round-up of upcoming High Court arguments that could affect background checks, discipline and firings and the tricky issue of determining the employment eligibility of foreign-born workers.
Hiring managers spend too much time interviewing candidates—and asking them the wrong questions. Then they’re often surprised to have to fire those same candidates a few months later after discovering that good interview skills don’t necessarily signal a great job fit. The problem: Employers often hire for hard skills but fire for soft skills, says Karl Ahlrichs of Hiring Smart, an Indiana firm specializing in employee selection. Instead, says Ahlrichs, “Our new slogan should be, ‘Fire them before we hire them.’” ...
You know you have an obligation to eliminate discrimination, harassment and retaliation. You know you have to make sure employees don’t harass co-workers or subordinates, or harm customers and others. On the other hand, you know applicants and employees have a right to privacy that is protected by state and federal laws. It’s a balancing act: Just how do you protect workers on the one hand, while respecting their privacy on the other?
Q. Our small company is rehiring a couple of workers we laid off. Can we claim the HIRE Act payroll tax exemption for these employees?
Test your knowledge of recent trends in employment law, comp & benefits and other HR issues with our monthly mini-quiz ...