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.
With so many qualified people applying for jobs these days, it’s much harder for unsuccessful candidates to win hiring discrimination lawsuits. That’s because employers choosing the best candidate often zero in on one bit of experience or a skill that stands out from other applicants. It’s hard to argue that that’s discrimination.
Q. When, if ever, can our company legally ask an applicant about his or her religious affiliation?
Many government agencies require applicants to live in the jurisdictions they will serve. There may be good reasons, too—like wanting public servants to understand the communities where they work or making sure they are available quickly in an emergency. That doesn’t mean those reasons won’t be challenged.
Thomasville City Schools will pay $25,000 and provide age discrimination training to key personnel under a settlement agreement with a would-be school principal and the EEOC.
Sometimes, it’s a close call to decide who will be the best fit for a job or promotion. There may be several candidates with the relevant education, training and experience. If that’s the case, the decision may come down to who has the best “soft” skills—subjective qualities indicating a good fit. Checking applicants’ references can break that tie.
Job applicants aren’t required to reveal disabilities during the hiring process. That means you may occasionally find yourself making a job offer to someone you don’t realize is disabled. At that point, what you say and what you do may mean the difference between smoothly integrating a new employee into the workforce and a costly, drawn-out lawsuit.
U.S. combat operations in Iraq ended in December, and the Department of Defense is gradually drawing down forces in Afghanistan. As you rehire employees returning from military service, make sure you follow USERRA guidelines. How to comply:
Nancy McKinstry, CEO of the multinational publisher Wolters Kluwer, describes herself as an analytical person. She also calls herself an “insider-outsider” who knows her company thoroughly from the inside but also is an outsider—she became its first non-Dutch CEO and the first woman to lead it. She says she likes hiring people who have overcome adversity because ...
Sears Holdings has publicly vowed to increase its hiring of veterans by 10% over the next year. Sears’ senior VP of human resources is a Navy veteran, who says as more military members return from active duty, U.S. employers have an obligation to support them, especially by offering jobs.
After its research showed that consumers respond well to pitches that involve playing games, marketing firm Upstream Systems has “gamified” its own search for job candidates.
Q. We have a number of employees who serve in the armed forces. Some have taken multiple leaves in recent years because they were called up for duty in Iraq or Afghanistan. At least one has been gone for years. With the drawdown of troops in Iraq, we expect that several will want to return to our company, but we have had to hire people to replace them. Are we obligated to rehire them even if we don’t have an open position?
Supervisors can learn a lot from others' mistakes, particularly when it comes to employment law issues. Here are four recent court decisions that provide lessons on how supervisors can keep their organizations (and themselves) out of legal hot water.
Q. We recently decided to start making copies of documents that employees provide to complete their I-9 forms (driver’s license, etc.). Do we need to go back and complete new I-9s for employees hired before this date or ask them to provide the documents again so we can make copies?
Conducting job interviews requires managers to strike a tricky balance between politeness and assertive evaluation. One wrong word or action can drive an applicant away—or even trigger a lawsuit. Warn managers to avoid these top 10 mistakes when interviewing job candidates.
The job candidate with the most experience might also be the oldest applicant. But that doesn’t mean you always have to pick that person. You can use other factors as long as none of them hints at age discrimination. The key is to maintain impeccable records showing how and why you chose the candidate you did.
AT&T has settled a suit filed by former workers who took early retirement offers from the company and then asked to be rehired. AT&T claimed early retirement packages made the workers ineligible to return to work.
You might assume that, before suing for failure to hire, job seekers and employees going for promotions would have to actually apply for the jobs they didn’t get. Unless your company has a robust, easy-to-use posting and application process, you could be wrong.
The Nishimoto Trading Co., which sells Asian foods to various defense department facilities, has agreed to pay $400,000 in back wages to women who alleged the company illegally refused to hire them. Nishimoto operates a facility in Miramar.
Supervisors don’t have crystal balls that help them tell the future or read employees’ minds. Unless an employee expresses an interest in being promoted, they don’t have to consider him for open positions.
The Nishimoto Trading Co., which sells Asian foods to various Department of Defense facilities, has agreed to pay $400,000 in back wages to women who alleged the company illegally refused to hire them. Nishimoto operates a facility in Chicago.