Symmetry provides outstanding human resource advice, support, and advocacy to start-up and small companies who do not have an in-house human resource team.
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As many employers know, the list of potential plaintiffs who may sue an employer for alleged employment discrimination extends beyond current and former employees and includes rejected job applicants. We want to take the time to remind you of that unfortunate fact and offer five easy steps to minimize the risks associated with the hiring process.
It may be a cliché to say employees are an employer’s greatest asset. But if that weren’t true, it wouldn’t be a cliché and employers wouldn’t focus so much attention on retaining their best and brightest. The reasons behind an employee’s decision to leave a job depend on each individual’s situation, but new research identifies minimal wage growth and a lack of flexibility as chief culprits.
Ever been fooled in a job interview? Some applicants interview well but then turn out to be disappointments on the job. Others might seem iffy during the interview process but become star employees. The uncertainty inherent in the hiring process has led many employers to devise ways to test candidates in real world situations, either with job simulation programs from vendors or by developing their own tryouts.
If you are like most business owners, you are inundated with résumés from applicants looking for jobs at your company. Sifting through the summaries of job applicants’ credentials and experience can be a Herculean task. When you find the perfect applicant with a stellar background, your efforts may seem worthwhile. Unfortunately, sometimes applicants who tout amazing credentials on résumés aren’t as stellar as they appear on paper.
Recent studies find that nearly half of newly hired employees fail within their first 18 months at a job. Contrary to what you might expect, technical skills are not the main reason new hires fail; instead, poor interpersonal skills dominate the list. These are weaknesses that many of their managers admit were missed during the interview process.
Are you convinced that the Internet is the most useful tool for employers recruiting qualified employees? You should be. You can post jobs online and use the Web for recruiting. Even a job posting in the classified section of your local newspaper is likely to produce mostly electronic resumes and applications these days.
Many federal employment laws can apply to the hiring process. Even if you are a small business, it’s always recommended that you follow legally compliant policies from the start. When hiring an employee, you should consider both your application and your interview process.
It's a good idea for an employer to maintain a personnel file for each employee. Documentation of employment history, records of contribution and achievement, disciplinary notices, promotions, performance development plans, and much more, belong in a personnel file. Smart employers keep more than one personnel file, too. The employer has good reasons to keep several personnel files - some legal and some for employment best practices purposes. Documentation is needed so the employer has an accurate view of an employee's employment history. Documentation supports the employer's decisions and may protect the employer in a lawsuit - preserved correctly.
It’s no secret that it doesn’t take much to poison the workplace atmosphere. Everyone gets bad-tempered at work sometimes. Chronic negativity is a different story. Co-workers who are consistently nasty and complaining can sap the very lifeblood out of your workplace. Here are six solutions for handling problem employees’ bad attitudes and unprofessional behavior before morale suffers.
Every employer has a legal duty to exercise due diligence in hiring. What If you don't do background screening? According to a recent California survey, employers lose 60 percent of negligent hiring cases with verdicts averaging about $3 million, and average settlements around $500,000 plus attorney fees. An employer can be sued for negligent hiring if it hires someone who it knew, or in the exercise of reasonable care should have known, was dangerous, unsafe, dishonest, or unfit for the particular job. Courts tend to assume that if you could have known, you should have known. So how much checking should you do? The jury will tell you.