Interviewing and hiring the best "talent" for your organization is probably your most important task. And yet, time after time, there's that sinking feeling after just one day—bad choice.
Yesterday's Advisor covered VistaPrint's very successful employee referral program. Today we’ll look at program tips from The HR Red Book® and a sample policy.
Even with a 24-person recruiting team, VistaPrint is always looking for other sources to recruit top talent, so the company views each of its 900 employees—and each job applicant—as a talent scout.
Employers with the best of intentions can get tripped up by "stealth" violations of testing discrimination laws, says Fay Hansen, blogging on the Workforce Management website.
Even if your selection practices are purely objective and neutral, you're not immune from liability for their "disparate impact." Bottom line—it's time to put your tests to the test.
Most managers get thrown into hiring and interviewing without much guidance, and it shows—in poor performance and poor retention. Today's expert shares the top eight mistakes managers make.
In yesterday's Advisor, legal landmines for interviewers. Today, a handy checklist for interviewers from BLR's HR Audit Checklists.
Even seasoned interviewers can inadvertently ask questions that lead to legal problems. That's why the first rule in interviewing is "Innocent questions can lead to trouble."
In yesterday's Advisor, we shared results from a recent Vault survey on recruiter and applicant etiquette. Today, questions about actions after the interview, and a look at a training system to help your supervisors with interviewing and other critical skills.
Add copy"Thx for the Iview! I Wud ♥ to Work 4 U!! ;)" read a recent Wall Street Journal headline. Does that sound like the thank-you letters you're getting after an interview? What's happened to interview etiquette?