Background

A mistake in the hiring process can have major and far-reaching effects on the rest of your employees and the company. Misleading or vague job descriptions and ineffective interviewing procedures can result in employees who are unsuited for their jobs and for the organization.

Worse yet, misleading job descriptions, poorly written job advertisements, and illegal interview questions can land you in a discrimination lawsuit.

Take for example, the case where a federal appeals court approved a $2.1 million award to end a class action race discrimination claim. Hundreds of individuals accused an employer of discrimination against African-Americans in hiring and employment over a four-year period. In addition to the monetary payout, the company agreed to revise procedures for job requisitions, job coding, applicant file processing, EEO performance monitoring, diversity training, and security screening.

HOW TO AVOID LEGAL & PRACTICAL HIRING MISTAKES
Originally Presented On:
Thursday, March 2, 2006
1:00 PM Eastern

You And Your Managers Will Learn:

Which interviewing questions are legal and which ARE NOT

What types of questions to ask to get candidates to reveal their true      personality, skills, strengths, and weaknesses

How to make the résumé screening process easier and more effective

How to make the interview more comfortable for the applicant and interviewer

Who Should Listen In

managers
front-line supervisors
Human Resources professionals

— COURSE OUTLINE —

Hiring Problems

• “Hire and fire” method
• Why it is wrong to hire based on first impression or “instinct”
• How to avoid hiring mismatches
• How to screen résumés for falsehoods
• Potential operational problems that can occur as a result of poor hiring practices

Job Descriptions

• 5 components of a well-written job description
• Job description enhancements
• 4 common job description traps

Sourcing And Screening Applicants

• Advertisements and postings
• How to make screening applications and résumés easier
• 7 “red flags” on resumes and applications

Preparing For The Interview

• 3 primary categories to consider when developing interview questions
• 2 interview question structures that will help you to judge an applicant's potential performance
• 3 rules for developing legal interview questions

 Interactive Exercise: Which Interview Questions Are Legal?

• Interview question pitfalls

Interactive Exercise: Is This Question Legal, Open-Ended, and Behavior-Based?

• Critical Elements In Determining The Time And Setting For The Interview

Q&A Session With Our Expert

Conducting The Interview

• 4 Tips For Making Candidates Feel More Comfortable
• 8 Hints For Avoiding Common Interviewing Mistakes
• 2 Key Areas That Need To Be Explored
• What To Do When The Candidate Is Not Qualified For The Job
  

Analyzing And Documenting Interviews

• 4 Critical Areas To Review Immediately After The Interview
• 3 Questions To Ask Yourself
• 4 Tips On Documentation

Checking Background And References

• 5 Guidelines That Will Help Protect Your Company When Seeking Reference Information

Making Job Offers

• Common Pitfalls
• Tips For Avoiding The Pitfalls
  

BONUS- The Conference Handout Also Includes:

•  23 sample behavior- based interview questions to help you interview better
•  How to legalize your interview questions
•  What you can and can't request on an application
•  Interviewer's report form
•  Telephone reference checking form

Q&A Session With Our Expert

Featured Speaker:

Rebecca Mazin is the co-founder and Managing Partner of Recruit Right, a Human Resources consulting firm specializing in organizational development, strategic staffing and training. She is also the co-author of The HR Answer Book: An Indispensable Guide for Managers and Human Resources Professionals.

This program has been approved for 1.5 recertification credit hours toward PHR, SPHR and GPHR recertification through the Human Resource Certification Institute (HRCI). For more information about certification or recertification, please visit the HRCI homepage at www.hrci.org .