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).
• Honesty In Business - Does It Pay? Is Honesty The Best Policy?
  I guess you have heard it said that honesty is the best policy. Unfortunately, many of the people who say that are dishonest themselves. They only pay lip service to honesty. Consequently, they lie and cheat whenever it is convenient to do so.The truth is . . . many people are honest only to the point where there is the possibility of being caught and when sanctions are applied without fear or favor. Those same people will be dishonest whenever the chances of being caught is
  earing 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).
• The Package Goods Category Is a Battleground
  Are Product Margins Merely Margins of Error? Packaged goods companies continue to fight for every drop of margin they can squeeze out of a crowded category. Traditionally, the brand was powered forward through product innovation, research and development. New advertising campaigns rolled out when product improvements warranted them.Preference and margins cannot be found in product enhancements and efficacy — these two improvements are simply
  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).
  • Career Choices; Buying a Franchise, Starting a New Business or a Job in Corporate America
    There is no doubt that life is full of choices and one of the toughest choices of all is deciding which career path to take. There are no guarantees and sometimes success in the workforce depends a lot upon luck and due diligence. Taking a job in corporate America makes a lot of sense because you get a regular paycheck and you know exactly how much it will be.Often you also find yourself with benefits such as health insurance for yourself and your family. Most corporate jo
    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).
    • Don't Assume All Candidates are Ambitious -- Make Them Prove It!
      The goal of the behavioral based interview is to identify qualities that work well in your organization. But you also need to look at the flip side of this as to what are the characteristics of your problem people?Look at the qualities of the people who didn't work out so well AND BE HONEST. In some cases, the responsibility could fall to you in how you interviewed, hired or trained them. In other cases, it will be some part of their personality that you didn't account fo
      hey 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 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.