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Hiring and Firing Employees
1. Hiring and Firing Employees
Dr. Bernie Erven
Professor Emeritus
Ohio State University
& Erven HR Services
2. A new setting for hiring and firing
High unemployment by recent standards
Employees willing to sacrifice to keep their
jobs
Good people looking for jobs
Less attention to labor because of bigger
problems
Emphasis on today rather than today AND
the future
3. Facing labor challenges not
known in recent years
Increased importance of keeping employees
informed
Taking care of employees in bad times to
increase chances of keeping them in the good
times
Opportunity to hire higher quality employees
Dealing forcefully (and fairly) with problem
employees to make room for better people
4. But the importance of the
basics has not changed
Reputation as a place to work
Hiring
Training
Motivation as an employer/employee
partnership
Communication
Fairness in compensation
5. Reputation as a place to work
The good news Employers own their
reputation as a place to work
Good reputation in the community is
most powerful hiring tool
Following 14 guidelines can provide a
checklist for gauging one’s reputation
6. Guidelines
1. Like, enjoy and appreciate employees
2. Use written job descriptions
3. Provide more orientation and training
than is expected
4. Show trust
5. Catch people doing things right
7. More guidelines
6. Celebrate successes
7. Communicate clearly and often
8. Compensate fairly
9. Provide exceptional non-monetary
benefits
10. Provide extraordinary informal
benefits
8. More guidelines
11. Promote from within
12. Build pride in your business
13. Make the business family-friendly
14. Be proud of advancing employees
9. Hiring starts with building a
pool of applicants
Take advantage of your good
reputation
Walk-ins
Internet
Referrals
Creative help wanted ads in right places
10. Another method -- Offer
incentives to current employees
For example:
$200 for being first to recommend a
person who is hired
$200 more if the person stays at least
six months
$100 more if the person stays a full
year
11. Interviewing
By far most common selection method
Other selection tools and tests can be
used to complement interviews
Applicants may have much more
experience than interviewer – “I will say
and be whatever it takes to get the
job.”
12. Three steps for interviewing
success
1. Preparation
2. Conducting the interview
3. Follow up after the interview
13. Preparation requires answers
to these questions:
1. Who will be on the interview team?
2. Where to conduct the interviews?
3. Questions to ask?
4. How to use the interview time?
5. How to summarize & report evaluations?
14. But just one minute please!
What is legal?
Questions directly related to the job and
the ability of any person to do the job
15. Questions to ask
Have more questions ready that you will use
Avoid yes/no questions
Ask questions that encourage applicants to
use their own words
Cover a variety of topics
Focus on what an applicant has done in
previous jobs (behavioral interviewing) not
what he/she promises
16. Use three types of questions
Past behavior ”How did you resolve
conflicts between co-workers when you were
a barn manager?”
Job knowledge “How do you know
when hot weather is affecting production?”
What if “What would you do if we asked
you to do something you don’t know how to
do?”
17. Questions that waste interview
time
“What are your goals and aspirations?”
“What do you think about . . . ?”
“How would you describe yourself?”
“Is a family-like workplace important to
you?”
“Are you a hard worker?”
“Do you come to work on time?”
18. Sample questions
1. Describe a sow-related problem you
have solved in the last year. How did
you go about solving it?
2. What has been your most important
accomplishment in your current job?
3. Describe your favorite co-worker.
4. What has been your most important
accomplishment outside of work?
19. Some unusual questions
1. What is the most difficult challenge you
have ever faced? How did you handle it?
2. Describe the person you would most like to
have as your supervisor.
3. What is your best friend from high school
doing now?
4. What is the one question you are most
afraid I will ask you?
5. Why should I hire you?
20. How to use the interview
time?
Have a plan
Go into the interview feeling organized
and confident
Give applicants all the time promised
them – Don’t cut interviews short!
21. Sample schedule for 30
minute interview
1. Relax applicant (2-3 minutes)
2. Accurately explain the job (3-5)
3. Check any problems in the application
form (4-7)
4. Ask set of structured questions
(10-15)
5. Encourage questions from applicant
(2-5)
22. Sample schedule for 30
minute interview (Continued)
6. Summarize business’ mission, goals
and values (2-4)
7. Summarize opportunity of the position
(2-4)
8. Encourage more questions from
applicant (2-10)
9. Close (2-4)
23. Most important interviewing
guidelines
1. Maintain control of the interview
2. Listen intently and observe carefully
3. Be mindful of your own personal biases
4. Be patient, encouraging and interested
5. Avoid quick judgments
6. Allow interruptions only for emergencies
24. Checking references
Be aware of legal advice not to respond
Telephone works better than mailing a
form
Ask same questions of all references
Pay attention to tone of responses
Pay attention to what is not said
Use a form to record responses
25. Written offer
Put job offer and employment in writing with
simple, clear language
Include at least:
Name and address of employee
Job title and summary of duties
Starting date, times and other employment terms
Compensation and benefits
Work schedule
Supervisor
26. Firing
There are no winners in a firing!!
When a firing is best, attention turns to:
How do to do it fairly
How to minimize negative impacts on other
employees’ morale
Minimizing chances of a wrongful discharge
27. Critical legal questions in a
discharge?
1. Was the employment at-will?
2. Was it a wrongful discharge?
3. Was there just cause?
4. Was there due process?
5. Was there constructive discharge even
though the employee resigned?
28. Legal and defensible firing
Builds on preventive actions taken before the
firing:
Orientation and training
Clear expectations, job descriptions and work
rules
Progressive discipline
Paper trail is clearly established
Incorporates careful answers to following
seven key questions
29. Seven key questions
1. Solid case?
2. Who will fire?
3. Where?
4. When?
5. Participants in termination meeting?
6. Content of termination meeting?
7. Immediately afterwards?
30. Take home message
Much different labor situation from two years
ago -> Need to make some adjustments
Success in hiring and firing requires planning
and disciplined follow through
The alternative is lost opportunities, lost
applicants, costly turnover and preventable
litigation