Cover image for The hiring and firing question and answer book
Title:
The hiring and firing question and answer book
Author:
Falcone, Paul.
Personal Author:
Publication Information:
New York : AMACOM, [2002]

©2002
Physical Description:
xvi, 288 pages ; 24 cm
Language:
English
ISBN:
9780814406403

9780814471104
Format :
Book

Available:*

Library
Call Number
Material Type
Home Location
Status
Central Library HF5549.5.R44 F35 2002 Adult Non-Fiction Non-Fiction Area
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Summary

Summary

Getting the best employees on board and weeding out the worst -- without getting slapped with expensive lawsuits -- are two of the most crucial and difficult jobs of human resources professionals and general managers.Now there's quick, reliable information on how to do it right. Written by employment expert Paul Falcone, The Hiring and Firing Question and Answer Book contains over 100 commonly asked questions ranging from basic to sophisticated, including: -- Does my company need an Affirmative Action plan?-- Why should I conduct an exit interview?-- How do I find the best Web sites for recruiting employees?-- How do I protect my company from negligent hiring claims?-- How do I terminate a long-term employee with a history of positive performance evaluations?Each question is followed by a short answer and a longer "Tell Me More" section, making the book perfect both as a concise overview and as a practical reference.


Summary

A guide to hiring and firing without being hit by a hefty lawsuit. This book contains 100 commonly asked questions on human resource hiring and firing. The questions range from the basic to the sophisitcated, including: does my company need an affirmative action plan?; why should I conduct an exit interview?; how do I find the best Web sites for recruitment?; how do I protect my company from negligent hiring claims?; and how do I terminate a long-term employee with a history of positive performance evaluations? Each question is followed by a short answer and the Tell Me More section provides longer responses.


Author Notes

Paul Falcone is Director of Employment and Development for Paramount Pictures in Hollywood.


Paul Falcone is Director of Employment and Development for Paramount Pictures in Hollywood.


Reviews 2

Publisher's Weekly Review

Falcone (96 Great Interview Questions to Ask Before You Hire), director of employment and development at Paramount Pictures, offers a comprehensive look at virtually all hiring issues, including application and termination procedures, evaluation, recommendation and lawsuits. This objective q&a-style guide offers step-by-step directions for managers, owners and HR execs on handling both commonplace and stickier situations, such as disciplinary problems and union considerations. The information will be particularly useful for start-up or small companies with no formal hiring, firing or evaluation procedures. An appendix of forms, including a termination agreement, recommendation letter and interview questions, is also helpful. (Nov.) (c) Copyright PWxyz, LLC. All rights reserved


Publisher's Weekly Review

Falcone (96 Great Interview Questions to Ask Before You Hire), director of employment and development at Paramount Pictures, offers a comprehensive look at virtually all hiring issues, including application and termination procedures, evaluation, recommendation and lawsuits. This objective q&a-style guide offers step-by-step directions for managers, owners and HR execs on handling both commonplace and stickier situations, such as disciplinary problems and union considerations. The information will be particularly useful for start-up or small companies with no formal hiring, firing or evaluation procedures. An appendix of forms, including a termination agreement, recommendation letter and interview questions, is also helpful. (Nov.) (c) Copyright PWxyz, LLC. All rights reserved


Table of Contents

Acknowledgmentsp. xv
Introductionp. 1
Part I Hiring
Chapter 1 Common Questions About the Hiring Processp. 7
1. What are the key employment laws related to hiring?p. 7
2. What's the most effective recruitment method?p. 12
3. What are my company's responsibilities regarding negligent hiring and retention?p. 14
4. What records must I keep and for how long?p. 16
5. How should I complete Immigration Eligibility Form 1-9?p. 18
6. How should I retain Form 1-9?p. 21
7. Am I obligated to have an affirmative action plan?p. 23
8. How do I make diversity a key goal of our hiring process?p. 26
9. Can I insist that new hires sign mandatory arbitration agreements?p. 29
10. How do I determine whether someone is an employee or an independent contractor?p. 31
11. What are reasonable accommodations?p. 33
12. How do I determine what accommodations will be necessary for applicants with disabilities?p. 35
Chapter 2 Recruitment Toolsp. 37
13. How do I structure an employment application to get the most information?p. 37
14. Do candidates need to fill out an employment application, or will a resume suffice?p. 39
15. Should I test applicants?p. 41
16. How do I validate tests?p. 43
17. What are the benefits of working with recruitment advertising agencies?p. 45
18. How do I maximize my working relationship with contingency and retained search firms?p. 47
19. How do I negotiate fees and guarantee periods with search firms?p. 48
20. How could research firms and outplacement organizations help me recruit new hires?p. 50
21. Will an employee referral program work for my company?p. 52
22. Should I consider sponsoring foreign workers and offering them green cards?p. 54
23. How do I temporarily sponsor foreign workers using an H-1B nonimmigrant visa?p. 56
24. Should I directly recruit candidates from competitors?p. 58
25. What role should temp-to-hire staffing play in my organization?p. 60
26. How do I initiate a campus recruitment program?p. 63
27. How could a recruitment brochure help me market my company to prospective new hires?p. 65
Chapter 3 Online Recruitmentp. 67
28. What are the advantages and disadvantages of recruiting on the Internet?p. 67
29. How can I begin recruiting online without generating expenses for my company?p. 69
30. What are the most effective fee-paid Web sites?p. 71
31. How should I write an online job ad?p. 73
32. How do I make the most of my corporate Web site?p. 75
33. How do I increase traffic to my corporate Web site?p. 78
34. How do I harvest resumes from online databases?p. 80
35. How can I reach passive job seekers online?p. 82
36. How do I develop an integrated online recruitment program?p. 84
Chapter 4 Interviewingp. 87
37. What are the three criteria used in selecting high-potential hires?p. 87
38. Can I prescreen candidates with a telephone interview?p. 89
39. How do I interview a candidate when I don't have a resume in front of me?p. 90
40. How do I balance the company's needs with the candidate's requirements?p. 91
41. What kind of notes should I take during the interview?p. 93
42. How formal should an interview be?p. 95
43. Are there any specific questions that should become a staple of every interview?p. 97
44. What is behavior-based interviewing?p. 100
45. What are the three biggest mistakes that interviewers typically make?p. 102
46. How do I interview technical candidates when I'm not a "techie" myself?p. 105
47. How do I interview Generation X job hoppers?p. 108
48. What are the ten most common interviewing questions that could cause legal problems?p. 109
Chapter 5 Making the Final Selectionp. 114
49. How can I conduct an effective reference check?p. 114
50. What questions yield the most useful information in a reference check?p. 117
51. May I deny employment to job applicants who have been convicted of a felony or misdemeanor?p. 119
52. Should I hire a background investigation firm?p. 121
53. How do I select a background investigation firm?p. 123
54. Should I institute drug testing for all new hires?p. 124
55. How do I decide between two good candidates?p. 127
56. Should I hire on the basis of gut feelings or vibes?p. 128
57. How do I take the wrinkles out of the salary negotiation process?p. 129
58. How do I prevent candidates from leveraging counteroffers?p. 133
59. Can I rescind an offer before the start date if I change my mind?p. 135
60. How do I compose a job offer letter?p. 138
Part II Firing
Chapter 6 Common Questions About the Performance Management and Termination Processp. 141
61. What is progressive discipline?p. 141
62. What does it mean for an employee to be hired "at will"?p. 142
63. How do I communicate the employment-at-will relationship to my workers?p. 145
64. What is a "probationary" period?p. 146
65. How do I conduct an internal investigation of an employee accused of misconduct?p. 148
66. How should I conduct internal investigations regarding sexual harassment or discrimination?p. 151
67. Should I allow an employee to "resign by mutual consent"?p. 153
68. How do I discipline someone for attitudinal behavior?p. 155
69. What does it mean to fire "for cause"?p. 156
70. How should I handle poor performance?p. 158
71. How can I encourage an underperforming and unhappy employee to leave the company when we haven't begun the progressive disciplinary process yet?p. 159
72. How do I maximize exit interviews?p. 163
Chapter 7 Progressive Disciplinep. 165
73. How do I administer progressive discipline?p. 165
74. How do I ensure that the progressive discipline is fair?p. 167
75. What are the most common kinds of disciplinary infractions?p. 168
76. How do I "bundle" separate performance infractions?p. 170
77. How do I determine what level of progressive discipline is appropriate to the offense?p. 171
78. What is an appropriate disciplinary time window?p. 173
79. Is it a good idea to remove disciplinary warnings from an employee's file?p. 175
80. How do I document my concerns on an annual performance review if I haven't discussed those issues with the employee in the past?p. 177
81. Can I dock a worker's pay for substandard job performance or unacceptable conduct?p. 179
82. What's the most effective way to deal with excessive absenteeism problems?p. 181
83. How do I handle employees who pattern their unauthorized absences around their regularly scheduled weekends?p. 183
84. How does FMLA limit my right to discipline employees with excessive absenteeism problems?p. 184
85. How can an EAP (employee assistance program) help?p. 185
86. What are the three biggest mistakes that employers make when documenting discipline?p. 187
87. What are letters of clarification?p. 189
88. What if an employee refuses to sign a written warning?p. 190
89. Should I rebut a rebuttal or allow the employee to have the last word?p. 192
90. Can a union employee demand that a steward be present at a progressive disciplinary meeting with management?p. 193
91. Can a nonunion employee demand that a coworker be present at a progressive disciplinary meeting with management?p. 194
Chapter 8 Terminations for Cause and Summary Offensesp. 196
92. How long do I have to terminate an employee after a final incident occurs that violates prior warnings?p. 196
93. Should letters of termination be specific or generic?p. 198
94. If an employee gives two weeks' notice of resignation, are we permitted to let the employee go that same day?p. 199
95. How do I handle job abandonment?p. 201
96. Can we terminate an employee for egregious behavior at a company party?p. 203
97. What is the best way to conduct an employee termination meeting?p. 205
98. What if I suspect that an employee may react violently to being terminated?p. 207
99. How can I allay some of the anxiety and depression that come with termination?p. 208
100. How do I announce that an employee has been terminated?p. 209
Chapter 9 Reductions-in-Force (RIFs) and Layoffsp. 212
101. What do I need to know before laying someone off?p. 212
102. Can I lay off a substandard job performer rather than terminate for cause?p. 213
103. How do I select who should be let go?p. 215
104. What do I need to consider when there are union contract "bumping" provisions?p. 217
105. Will our union contract prevent us from outsourcing one of our departments?p. 219
106. How much notice am I obligated to give employees who are about to be laid off under the WARN Act?p. 220
107. What's the best way to handle the actual layoff meeting with the employee?p. 221
108. Should a release or separation agreement be prepared for terminating employees?p. 223
109. Should I offer to provide displaced workers with letters of recommendation?p. 225
110. How valuable is outplacement as a tool to help my laid-off employees find new jobs?p. 228
111. How do I choose an outplacement firm?p. 230
112. Will my displaced workers have any trouble getting unemployment insurance?p. 232
Appendixes Sample Policies, Agreements, and Lettersp. 235
Glossaryp. 271
Resourcesp. 275
Indexp. 283

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