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Many termination mishaps can be avoided with a little planning and knowledge. Less is more when communicating why an employee is leaving. Tell others that the employee has left, and then focus on the logistics of how that employee’s work is being handled moving forward. If pressed, the employer should simply state that it is a confidential employment situation.
If you receive a resume that is too good to be true, it probably is. Recent surveys show that 30 percent of all job applicants lie on their resumes, while 60 percent include misleading information. Deception on resumes commonly entails falsifying education (the most common deception), stretching dates to cover employment gaps, enhancing job titles, fabricating credentials or licenses and inventing employers. Properly conducted background checks have the potential to save companies both time and money, as costly hiring decisions may be prevented.
An employee who is discharged due to social networking posts may have various state law claims, including a claim for invasion of privacy. Typically, information on a website is not private because the public at large can access it – - unless the user controls access by invitation, such as Facebook. If the employee can restrict access to the public, he or she may have a reasonable expectation of privacy and, therefore, claim an invasion of privacy if the employer discharges that employee based on private online communications. Companies should strive to define the line where business use – - and personal use – - of social networking sites begins and ends so that employees clearly understand what is private and what is not. Create a policy that lets everyone know what is private and what is not.
Just because everyone stays silent or agrees with what you say doesn’t mean they’re being candid or they’re on board with your plans.
Listening to what is said between the lines as well as the tone of a candidate’s response can offer insight into their personality and work ethic.
High performance leaders are inventors of the future with a focus on what needs doing now and an awareness of how their behavior will limit or expand results.
If they haven’t figured out how to weather personality conflicts and disagreements before they come your way, you will need to teach them that important life skill. Good luck with that.
If the feedback gives employees the ability to understand what they could do differently to improve future performance, then it will be valuable.
Every job description should give candidates a clear sense of your firm’s culture so they can assess before applying whether or not they’re a good fit.
I’m all about giving and receiving feedback to improve performance, and I’m fanatical about creating performance-oriented cultures. But I am adamantly opposed to the annual performance review process.
Applicants are often willing to compromise on base compensation if concessions are made in other areas. Flexible scheduling is one candidate-pleasing option that will cost you little to nothing.
If you are serious about developing effective leaders, you’ll need to give employees the latitude to practice what they’re learning and take smart risks.
