b'MORE EFFECTIVEPersonnel AdministrationBob DunleveyF rom the initial pre-employment inquiryhonesty displayed during the application and to the final termination notice, employersinterview process. If an applicant has been less can minimize their exposures to liability bythan honest, it is unlikely that they will make a having an effective H.R. system in place.Here aretrusted employee.some helpful hints on how to administer your H.R.Always obtain a detailed employment history, functions more smoothly and reduce risk.including inclusive dates of employment and HIRING EMPLOYEES reasons for leaving each prior employer. Especially Exercise care in hiring.The single best way ofwatch for frequent changes in employment, avoiding employee lawsuits is careful hiringunaccounted-for gaps in employment and reasons practices. for leaving prior jobs.Know and follow your companys hiring policiesObtain and check references prior to hiring.and procedures. Consider conducting background checks.Dont Do not rely too heavily on a rsum.It is theforget compliance with the Fair Credit Reporting employees best opportunity to cast their ownAct which regulates background checks.credentials in a favorable light and hide pastPrior to hiring, consider the use of pre-problems.A written employment application,employment testing, including drug screening, a sound interview process, reference checking,and skills, personality, honesty and psychological and other techniques should be used to verifytesting.information on the rsum.Be courteous in rejecting applicants. Detailed Utilize proper interview techniques.Interviewersreasons for rejection normally should not be given.should avoid making representations concerningDetermine accurately whether the employee is the job or the applicants long-term future with theexempt or non-exempt from minimum wage and company.To the extent that such representationsovertime and properly compensate the employee become necessary, the interviewers shouldfrom the outset.attempt to give a realistic impression of the company and the job duties.If interviewersEFFECTIVELY HANDLING create false impressions in the applicant, thatPROBLEM EMPLOYEESperson will become disenchanted rapidly onceDocument, document, document!those expectations are left unfulfilled.If possible, conduct interviews in teams, and make and keepPointing out a deficiency good interview notes.This will prove invaluable if the applicant subsequently makes claims arisingtoo long after the fact out of the interview process.Avoid illegal inquiries.Inquiries shouldloses impactconcentrate on the applicants qualifications forAttempt to be fair and consistent. But avoid the job.The law provides that employers may notreferences to such words in dealing with make inquiries directed at seeking informationemployees. Other words to avoid include just, on any of the following: race, color, nationalgood cause, company shall, employee will be origin, religion, age, sex, disabilityproblemgranted, employee is entitled, and job security.inquiries include questions about marital status, children, childcare arrangements, plans for futureDont represent to employees that they will be children, and husbands occupation; disabilityemployed for a specific duration. an employer may not inquire concerning anAlways follow the companys policies and applicants medical condition, but may only ask ifprocedures.the applicant can do the essential functions of theHandle problems with employees expeditiously.job applied for, with or without accommodation. Because handling problems with employees is In screening applicants, consider the candor anddistasteful to most managers, there is a tendency Continued on page 14www.mrca.orgMidwest Roofer 13'