This program is part of The Employment Law Compliance Series for Managers & Supervisors.
Click here to see how you can get a discount when purchasing the series
Interviewing and hiring is a legal minefield. You want your hiring managers to push hard and probe deeply to make sure they get the right “fit” – that is, the person with exactly the right capabilities, attitude and work ethic. The deeper they probe, the more selective they are, and the higher the standard they set – the greater their risk of provoking a lawsuit.
Think about it. When you reject job candidates, they’re hurt. Many feel they’ve been disrespected, misunderstood and treated unfairly. They want to lash out against the company that rejected them. All they need is a little traction. Some shred of evidence that a hiring manager’s decision to reject them was motivated by conscious or unconscious bias. And there are plenty of lawyers lined up to take their case.
If you believe, “A lawsuit can’t happen here,” think again. If you figure, “My managers don’t have biases, so they’d never discriminate,” think again about that, too. Well-intentioned hiring managers who had no ulterior motives get sued all the time. And they lose in court. Your only defense against discrimination lawsuits is knowing where the traps are, and being careful enough to sidestep them.
Viewers will learn:
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This program is part of The Employment Law Compliance Series for Managers & Supervisors. Click here to see how you can get a discount when purchasing the series.
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