How to Interview

Introduction

Organizations are constantly in search of finding the right employee to join the team. The interview process is the primary way that an organization fills its positions (Satterlee, 2009). Employers will use the interview process to make sound hiring decisions (Gerson, 2008). Employers do need to exercise caution in the areas of interview question, employee agreements, and employee termination (Hiring, n.d.).

Major Concepts

Interview Questions to Avoid

“Many of the questions found on traditional applications for employment have become sources of discrimination suits” (Hiring, n.d. para 1). It would be wise for employers to create a list of questions and submit those questions to an attorney to determine the legal ramifications (Palazzo & Kleiner, 2002). Questions regarding age, race, religion, sex, marital status, and disability should be avoiding in the initial application process (Hiring, n.d.). Some exceptions do exist, but they must be a bona fide occupational qualification such as citizenship for federal employees, age requirements for pilots, or the gender offemale locker room attendants (Satterlee, 2009). Interview questions should be avoided if the question does not have anything to do with the job or the individual’s ability to perform the job (Hiring, n.d.).

Employment Agreements

A non-complete agreement is a signed document that is given to departing employees that forbids them for working for a competing company for a specified amount of time. (Hiring, n.d.). The most effective time to get a signature on a non-complete agreement would be at the hiring of the employee. “The first step actually comes long before the employee's departure: Get a non-compete agreement, and consult with counsel to draft it in a way that maximizes its chances of being enforceable” (Kenneth, Randall, & Kerry, 2005). It is important to check with state officials regarding the legality of non-compete agreements before issuing one to an employee (Hiring, n.d.).

Proper Firing Procedures

Firing an employee is a stress generating situation for all parties involved (Hiring, n.d.). In order to prevent lawsuits proper steps should be taken. The firing needs to be approved by upper level management, and in some cases the employee should receive a document explaining the reasons for the firing (Hiring, n.d.). Due to the emotional stress that can be caused by a firing it is wise to consider any irrational reaction by the dismissed employee (Hiring, n.d.). Proper documentation needs to be written up stating the details and any significant events of the dismissal meeting (Hiring, n.d.).

Concept Application

Faith and Learning Integration

The Apostle Paul speaks to the church at Corinth about the importance of keeping order. “Let all things be done decently and in order” (1 Corinthians 14:40, King James Version). The context is clearly pointing to how a church should be administrated. However, application can be applied to the work place. No matter the situation Paul’s application encourages Christians to have a plan for carrying out any activity.

Human Resources and Management Development

Human Resource managers have the responsibility to create a working environment that respects the differences that people have. Creating a healthy working environment will promote productivity for the organizations employees (Satterlee, 2009). When employee productivity increase the productivity of the organization will increase as well (Satterlee, 2009).

Conclusion

It is important to remember the purpose of procedures and laws in the hiring and firing process. “Established policies will guide managers through the processes of hiring, retaining, and termination” (Satterlee, 2009, p.216). Managers are not the only beneficiaries of the laws and procedures that have been established. Employees have been given many protections that protect them from unfair treatment or dismissal (Satterlee, 2009).

References

Gerson, T. (2008). Sourcing, selecting and interviewing talent effectively. The Journal of Equipment Lease Financing (Online),26(1), 1-10.

Hiring. (n.d.). Retrieved from http://www.lectlaw.com/files/emp24.htm

Kenneth, A. L., Randall, E. K., & Kerry, L. B. (2005). Inevitable disclosure: Dealing with trade secret issues when hiring a new employee. Intellectual Property & Technology Law Journal, 17(2), 21-23.

Palazzo, E., & Kleiner, B. H. (2002). How to hire employees effectively. Management Research News, 25(3), 51-58.

Satterlee, Anita. (2009). Organizational Management and Leadership: A Christian Perspective. Roanoke, VA: Synergistics, Inc.