When it comes to hiring and retention decisions, make sure that everyone involved in the process is on the same page. Decide on the criteria and stick with them for all candidates. Otherwise, shifting explanations about who is chosen and who is rejected can look like intentional efforts to manipulate the choice and hide underlying discrimination.
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.
Employees who are transferred against their will often sue for discrimination—especially if the new job is less prestigious and makes the employee feel like she has to quit. For example, in the following case, an older teacher claimed she suffered an adverse employment action when she was demoted to substitute teacher at the same time younger teachers were hired.
It happens all the time: A manager decides to take a chance by hiring a marginally qualified applicant. Then, days later—as the new employee struggles—it becomes clear she can’t do the job. Employers have little choice but to terminate the worker. And then the former employee feels like she has little choice but to sue for some form of discrimination. What's the best way to avoid those kinds of lawsuits?
The HR pros at Columbia, Md.-based database marketing company Merkle have a recruiting slogan: “It’s not rocket science: Treat your employees well and they’ll return the favor.” To that end, the 1,100-employee firm offers “dream grants” to employees, which pay for individuals or groups of colleagues to take an adventure.