Every recruiter, hiring manager, executive, and department manager must realize that asking the wrong questions or making improper inquiries can lead to discrimination or wrongful-discharge lawsuits. These suits can be won or lost based on statements made during the interview process. To stay out of hot water:

Avoid these seemingly non-threatening questions.

• Are you a U.S. citizen? (Seeking national origin.
• Do you have a visual, speech, or hearing disability?
• Are you planning to have a family? When?
• Have you ever filed a workers’ compensation claim?
• How many days of work did you miss last year due to illness?
• What off-the-job activities do you participate in?
• Would you have a problem working with a female partner?
• Where did you grow up?
• Do you have children? How old are they?
• What year did you graduate from high school? (reveals age)

Steer clear of questions that would be considered discriminatory.
For example, you shouldn’t ask a female applicant detailed questions about her husband, children and family plans. Such questions can be used as proof of sex discrimination if a male applicant is selected for the position, or if the female is hired and later terminated. Older applicants shouldn’t be asked about their ability to take instructions from younger supervisors. Younger applicants should not be asked about working with older workers.

Don’t make binding contract statements.
When describing position, avoid using terms like permanent, career job opportunity or long-term. Suppose that an applicant is told: “If you do a good job, there’s no reason why you can’t work here for the rest of your career.” The applicant accepts the job and six months later is laid off due to personnel cutbacks. This could lead to a breach of contract claim where the employee asserts that he or she can’t be terminated unless it’s proven that he or she didn’t do a ‘good job’.

Ask the right kinds of interview questions.
Organizations that consistently hire top performers and also stay on the right side of the law use a behavioral-based interview process. First they conduct a job analysis audit to objectively identify the core competencies required for a given job. Then they customize a list of behavioral-based interview questions to identify those competencies. Finally, they not only train their recruiters, but also their executives, department managers, and hiring managers on legal and effective interview techniques. Here are some examples of questions that focus, not on the person, but the specific competencies that the job requires.

• "What has been a particularly demanding goal for you to achieve?" (This question taps into the candidate’s achievement orientation and requires them to explain the obstacle and their and actions to overcoming the obstacle).
• "What are the typical customer interactions you have in your present position?" Can you think of a time when you had to think quickly on your feet to solve a problem? (This question focuses on the candidate’s customer service skills and orientation).
• "Have you ever been in a situation where you have h
  Coaching - Don't Quit on Me
  There is a scene in a movie called “Facing the Giants” where the coach of a small high school has to inspire a team that hasn’t performed well and is used to failure. When the quarterback of the team indicates he doesn’t think they can win Friday’s game the coach pulls him aside for one of the most inspiring moments in the film.“Don’t you quit on me, Brock,” he commands the quarterback who is blindfolded and made to crawl on the football field with another player on his back
  When?
• Have you ever filed a workers’ compensation claim?
• How many days of work did you miss last year due to illness?
• What off-the-job activities do you participate in?
• Would you have a problem working with a female partner?
• Where did you grow up?
• Do you have children? How old are they?
• What year did you graduate from high school? (reveals age)

Steer clear of questions that would be considered discriminatory.
For example, you shouldn’t ask a female applicant detailed questions about her husband, children and family plans. Such questions can be used as proof of sex discrimination if a male applicant is selected for the position, or if the female is hired and later terminated. Older applicants shouldn’t be asked about their ability to take instructions from younger supervisors. Younger applicants should not be asked about working with older workers.

Don’t make binding contract statements.
When describing position, avoid using terms like permanent, career job opportunity or long-term. Suppose that an applicant is told: “If you do a good job, there’s no reason why you can’t work here for the rest of your career.” The applicant accepts the job and six months later is laid off due to personnel cutbacks. This could lead to a breach of contract claim where the employee asserts that he or she can’t be terminated unless it’s proven that he or she didn’t do a ‘good job’.

Ask the right kinds of interview questions.
Organizations that consistently hire top performers and also stay on the right side of the law use a behavioral-based interview process. First they conduct a job analysis audit to objectively identify the core competencies required for a given job. Then they customize a list of behavioral-based interview questions to identify those competencies. Finally, they not only train their recruiters, but also their executives, department managers, and hiring managers on legal and effective interview techniques. Here are some examples of questions that focus, not on the person, but the specific competencies that the job requires.

• "What has been a particularly demanding goal for you to achieve?" (This question taps into the candidate’s achievement orientation and requires them to explain the obstacle and their and actions to overcoming the obstacle).
• "What are the typical customer interactions you have in your present position?" Can you think of a time when you had to think quickly on your feet to solve a problem? (This question focuses on the candidate’s customer service skills and orientation).
• "Have you ever been in a situation where you have
  Cash Bonus or Gift Vouchers? Overdraft or Experience?
  The dilemma that most HR managers face, is that their staff want cash as bonuses and not gifts or gift vouchers. But why is this a dilemma?Well it has long been established that companies need to give their staff not necessarily what they want, but what they need. This way companies can start to reap the reward of giving rewards by getting their staff churn down, and by their sales /service increasing.How many of us have had a cash bonus and it has gone into t
  a male applicant is selected for the position, or if the female is hired and later terminated. Older applicants shouldn’t be asked about their ability to take instructions from younger supervisors. Younger applicants should not be asked about working with older workers.

  Don’t make binding contract statements.
  When describing position, avoid using terms like permanent, career job opportunity or long-term. Suppose that an applicant is told: “If you do a good job, there’s no reason why you can’t work here for the rest of your career.” The applicant accepts the job and six months later is laid off due to personnel cutbacks. This could lead to a breach of contract claim where the employee asserts that he or she can’t be terminated unless it’s proven that he or she didn’t do a ‘good job’.

  Ask the right kinds of interview questions.
  Organizations that consistently hire top performers and also stay on the right side of the law use a behavioral-based interview process. First they conduct a job analysis audit to objectively identify the core competencies required for a given job. Then they customize a list of behavioral-based interview questions to identify those competencies. Finally, they not only train their recruiters, but also their executives, department managers, and hiring managers on legal and effective interview techniques. Here are some examples of questions that focus, not on the person, but the specific competencies that the job requires.

  • "What has been a particularly demanding goal for you to achieve?" (This question taps into the candidate’s achievement orientation and requires them to explain the obstacle and their and actions to overcoming the obstacle).
  • "What are the typical customer interactions you have in your present position?" Can you think of a time when you had to think quickly on your feet to solve a problem? (This question focuses on the candidate’s customer service skills and orientation).
  • "Have you ever been in a situation where you have
    Job Search
    Introduction There is one thing you need to understand about getting a job and that is, the simple fact that "Getting a job is a full time job in itself". Read that again, I did not say it is a part time job, I said that it is a full time job.The fact that you are reading this page means you are serious about your future, you are serious about finding a job and you are obviously willing to put in the time and effort that is needed to get that job.To help yo
    where the employee asserts that he or she can’t be terminated unless it’s proven that he or she didn’t do a ‘good job’.

    Ask the right kinds of interview questions.
    Organizations that consistently hire top performers and also stay on the right side of the law use a behavioral-based interview process. First they conduct a job analysis audit to objectively identify the core competencies required for a given job. Then they customize a list of behavioral-based interview questions to identify those competencies. Finally, they not only train their recruiters, but also their executives, department managers, and hiring managers on legal and effective interview techniques. Here are some examples of questions that focus, not on the person, but the specific competencies that the job requires.

    • "What has been a particularly demanding goal for you to achieve?" (This question taps into the candidate’s achievement orientation and requires them to explain the obstacle and their and actions to overcoming the obstacle).
    • "What are the typical customer interactions you have in your present position?" Can you think of a time when you had to think quickly on your feet to solve a problem? (This question focuses on the candidate’s customer service skills and orientation).
    • "Have you ever been in a situation where you have
      Studying the Role of Organization's Image
      “To be an excellent leader, one must lead with values, engage and inspire others, communicate effectively, and drive to win” Nelson Fabian.Effective management is more then just a useful skill, this is a genuine art. Among the traditional qualities and roles of an effective leader, Stephen F. Stefano and Karol M. Wasylyshyn identified the three leadership essentials, which further have been allocated into the ‘ICE’ – model. These scholars preach integrity, courage, and
      Here are some examples of questions that focus, not on the person, but the specific competencies that the job requires.
      • "What has been a particularly demanding goal for you to achieve?" (This question taps into the candidate’s achievement orientation and requires them to explain the obstacle and their and actions to overcoming the obstacle).
      • "What are the typical customer interactions you have in your present position?" Can you think of a time when you had to think quickly on your feet to solve a problem? (This question focuses on the candidate’s customer service skills and orientation).
      • "Have you ever been in a situation where you have had to take on new tasks or roles? Describe this situation and what you did?" (This question allows you to probe into the candidate’s degree of flexibility).

      By implementing the behavior interviewing, all organizations – small or large, private or public, for profit or non profit – can significantly reduce their exposure to employment practices claims and increase their potential for hiring top performers.