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Interviewing

‘Blind’ applications help defend against frivolous lawsuits

09/01/2007

If the people reviewing employment applications don’t know the race of the candidates, they can’t discriminate for or against any particular applicant. That’s why you should consider using a “blind” application process …

Train interviewers to not comment on employees’ promotion chances

09/01/2007

Unless they clearly understand they must treat all job candidates with the utmost respect and stick to job-related questions, supervisors inexperienced in HR matters can turn a simple hiring or promotion into a lawsuit …

Do you destroy hiring documents? Track process anyway

09/01/2007

Nothing generates paper like the hiring process, especially if it involves multiple interviews and committee meetings. What do you do with all that paper? If you destroy it, be prepared to show you do so routinely. Otherwise, a jury or judge may view the destruction as evidence you have something to hide …

Fire before you hire: Put more burden on job-seekers

08/01/2007

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.’” …

Hiring questions: What’s off limits?

08/01/2007

Q. What questions are off limits on an employment application or when conducting a job interview?

Transparent process best defense against hiring lawsuits

08/01/2007

The success of your organization depends on hiring the right people. You spend a lot of time and effort determining the company’s needs and designing job descriptions that meet those needs. Don’t let a potential discrimination lawsuit ruin all that hard work. Instead, make the hiring process as transparent as possible …

Fire them before you hire them

07/03/2007

Culling through stacks of resumes and conducting two or three rounds of interviews takes too long, is too subjective and too often results in bad hires. Employee selection expert Karl Alrichs proposes a four-step hiring process that saves managers time, reveals the best candidates, and highlights the intangibles that separate good employees from the bad ones.

Be prepared to explain each promotion decision

07/01/2007

One of the most important factors in promotion discrimination cases is also one of the easiest to control. The courts may not care that your decisions on whom to promote were perfectly rational; they want proof that you used the same factors for each candidate, flawed or not …

Minority decision-Maker doesn’t prevent promotion bias

07/01/2007

Although it may defy logic to think that a member of a protected class would discriminate in hiring or promoting another member of the same class, having a minority decision-maker doesn’t automatically mean there’s no bias in the selection process …

Prepare to justify why your hire beat rest of applicants

06/01/2007

Do you routinely receive many applications from people who are clearly well-qualified for open positions? If so, how can you safely narrow the field to only the most qualified? The larger the applicant pool, the more likely it is someone will sue for discrimination …