Have you ever felt that punch-to-the-stomach feeling of clicking “Send” and realizing you sent an e-mail to the wrong person? That usually causes only mild embarrassment. But as the CEO in the case below learned, one misguided e-mail mixed with some poor judgment can stir up a potent legal stew …
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.
Bosses and employees have very different views of employee privacy when it comes to posting on social networking sites, according to a recent Deloitte survey. Sixty percent of executives responding to the survey said they have a right to know how employees portray their companies online, but 53% of workers said their off-duty posts are none of their employers’ business.
In an important employer victory, the U.S. Supreme Court ruled in June that for employees to successfully bring Age Discrimination in Employment Act (ADEA) lawsuits, they must now show that age discrimination was the cause—not just one of several possible contributing factors—of their termination or other adverse job action.
Stuffed-toy retailer Build-A-Bear Workshop has been cited for child labor violations, including several that allegedly occurred at its Aurora store. According to a federal audit, the company allowed workers under age 18 to operate trash compactors and ride in freight elevators without an adult operator.
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Surveys of U.S. workers consistently show that employees want more than a paycheck from their jobs—they want to feel safe, secure and appreciated at work. Here are eight guidelines for recognizing and rewarding employees, according to an Adecco management report.
State Assemblyman Anthony Chiappone has introduced a bill that would amend the New Jersey Law Against Discrimination (NJLAD) to bar employment discrimination based on an applicant’s or employee’s credit history or financial status.
Here’s an important reminder to managers and supervisors who interview candidates and use subjective characteristics to make hiring and promotion decisions: They’d better be able to explain exactly what led them to make the decisions they made. Interviewers should keep careful notes, including the specific questions they asked, as well as how the candidate answered the question.
The city of Dayton and the U.S. Department of Justice (DOJ) have agreed to settle a race discrimination suit over the city’s hiring practices at its police and fire departments.
Let your supervisors know they should be careful about handling job reference queries involving poorly performing employees. Ideally, they should refer the inquiry to HR. As the following case shows, it’s best to let the potential new employer reach his or her own conclusions about the worker.
