Interviewing

Candidate extra-qualified? Make a note of it

12/01/2010

Sometimes, a candidate stands out as a great potential hire. Whatever it is that signals this is a good hire, make sure you note it in your interview documentation. Otherwise, it may be hard to justify the decision if another applicant who met the basic job requirements sues and alleges some form of discrimination.

At hiring meetings, think like a consultant

11/16/2010

When new positions open up, HR professionals often meet with hiring managers to gather information about the job and develop hiring strategies. The problem: Too many HR pros take the wrong approach—a passive “order taking” approach—to these intake meetings. Here are ways to make the switch from order-taker to hiring consultant:

Deluged with résumés? How to be a speed weeder

11/02/2010

Reading every word on every résumé simply isn’t a luxury HR professionals can afford. If you quickly scan résumés, however, you probably live in constant fear of discarding potential winners. Advice: Spot-read résumés during the first round to determine if they merit a more detailed review.

13 applicants you don’t want to hire (plus 7 tips for decoding resumes)

09/21/2010

Desperate times mean job-seekers are resorting to desperate measures to make their résumés stand out in a crowd. Alas, many of those strategies backfire. Witness these résumé bloopers recently uncovered in a nationwide survey of hiring managers. Then check out our sure-fire advice for smoking out résumé untruths and exaggerations.

Give hiring managers a ‘cheat sheet’ on benefits

08/10/2010

“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.

Consistency the key to good hiring practices

08/05/2010

Courts don’t like to meddle in hiring decisions unless they see something obviously wrong with the hiring process. The key is to treat all qualified applicants alike—and then document that you did so. For example, hiring managers should ask the same questions of everyone they interview and use the same scale to rate each applicant.

How can I do a better job of screening applicants?

06/24/2010

Q. I constantly run into this problem: I prescreen a candidate who seems like a perfect fit for the job description. But when I send the person to the hiring manager for an interview, I’m told to keep looking for someone better. This is frustrating to the managers, the applicants and me. Any suggestions on how I can improve my screening?

No policies, no job descriptions, no training: A case study in how not to hire & promote

06/15/2010

Sometimes, the best lessons are learned from the worst examples. That’s often the case with HR management. When employers make big mistakes and have to pay for them in court, other employers with good practices—that maybe need just a little tweaking—can discover what not to do. Here’s a good example.

Remind hiring managers: What you wear during interview may invite discrimination lawsuit

06/14/2010

Have you reminded managers and supervisors that they should keep their dress professional when conducting interviews? If not, do so. Attire that’s too casual—especially if it features a potentially offensive logo or design—can easily lead to a discrimination lawsuit.

Keep hiring as objective as possible — and beware loose criteria that could let in bias

06/09/2010

At some point, an unsuccessful job candidate may challenge your decision not to hire him. Then you will have to justify your selection process. The more objective criteria you use, the more likely a court will agree not to second-guess your decision. But if you add subjective elements to the process, you may end up being charged with discrimination.