The steps you take during the hiring process can mean the difference between a productive quality hire and a costly bad hire. To help ensure an effective process, avoid these 10 hiring myths:
Myth #1: To save time and resources, it's a good idea to automatically exclude candidates with a felony conviction.
Fact: Blanket policies barring candidates with criminal convictions may violate federal, state, and local laws and can disproportionately affect underrepresented groups and other protected groups. The Equal Employment Opportunity Commission says that an employer cannot simply disregard any applicant who has been convicted of a crime. Instead, employers should evaluate how the specific criminal conduct relates to the duties of a particular position. When making this assessment, consider a variety of factors, such as the facts and circumstances surrounding the offense, the timing of the offense, the number of offenses for which the individual was convicted, rehabilitation efforts, and employment or character references.
Myth #2: Relying on one recruiting method, as long as it's worked in the past, is a great strategy.
Fact: Relying on one recruiting method, even if it's worked for you in the past, could limit the quality and diversity of your applicant pool and increase the time it takes to fill the open role. Consider a mix of recruiting methods that fit your budget, including online job boards and referrals. For highly specialized roles, consider industry organizations or use a professional recruiting firm.
Myths #3: Bans on asking about salary history are a trend I don't need to worry about.
Fact: Some jurisdictions, including Massachusetts (effective July 1, 2018) and New York City (effective October 31, 2017), have enacted laws that restrict employers from asking about an applicant's pay history during the hiring process. Other jurisdictions are considering similar laws, since pay history may reflect discriminatory pay practices of a previous employer, which could lead to lower wages in the new job. If you are subject to these restrictions, remove salary history questions from your application form and train your managers not to ask about an applicant's pay history during the pre-employment process.
Myth #4: If we have a candidate's resume, we don't need their application, since they're basically the same thing.
Fact: Even if a candidate has provided a resume, he or she should also be required to submit an employment application. An application can reveal job-related information that the candidate may have excluded from their resume, such as the reason for leaving their former jobs. Additionally, applications allow you to collect relevant information in a standardized way, making it easier to compare candidates to one another and identify any potential discrepancies between the information provided in the resume and the application.
Myth #5: We can't compete for candidates with other employers that pay more.
Fact: Candidates look at a wide variety of factors when determining whether to accept job offers. Even if your company is unable to offer the highest wages, consider a total compensation package that includes a mix of both direct compensation (wages, salaries, commissions, and bonuses) and indirect compensation (health insurance, paid time off, retirement plans, etc.). Some job seekers may also place a greater emphasis on flexibility or professional development, so if you can offer flexible work schedules, telecommuting, or other perks, this could help you recruit more employees.
Myth #6: Interviews are a waste of time.
Fact: Even though interviews aren't always easy, they can uncover important job-related information beyond what's provided in the candidate's resume or application. When used effectively, interviews can help you identify how candidates have handled situations in the past that are similar to what they would experience on the job. They also provide an opportunity for the candidate to clarify and expand upon the information on their resume or application. Preparing for and conducting interviews can take time, so be sure the candidate meets the minimum qualifications for the job by carefully reviewing their resume and employment application. Also, consider conducting a phone interview before bringing candidates in for a formal interview.
Myth #7: We aren't required to provide reasonable accommodations to applicants with disabilities. We only have to worry about that after they're hired.
Fact: Under the Americans with Disabilities Act (ADA), and similar state laws, applicants with a disability may require a reasonable accommodation during the hiring process in order to have an equal opportunity to be considered for a job. For example, an otherwise qualified individual with a sight-related disability may need to take a written test in an alternative format, such as in large print, or may need a reader, in order to have the same opportunity to apply for the position. The ADA requires reasonable accommodations during the hiring process even if providing an accommodation on the job would create a hardship for your business.
Myth #8: We need to wait for the perfect candidate.
Fact: Ideally, you will have several strong candidates with many of the skills, knowledge, and attributes you seek. While there is no such thing as the perfect applicant, your job is to determine the best fit for the open position. If you have difficulty filling a position, you may need to reevaluate your criteria. Perhaps there isn't an exact match for the skills you need but maybe there are candidates with related skills and on-the-job training could fill in any gaps.
Myth #9: Rejection letters are passé.
Fact: Sending rejection letters is still considered a best practice to help maintain goodwill with applicants. This can be important if your needs change and you want to tap into former applicants for future openings or if someone ever asks the candidate about their experience applying for a job at your company. Once you have disqualified a candidate, inform him or her of your decision in writing.
Myth #10: If you make a verbal offer to a candidate, there is no need for a written offer letter.
Fact: While some employers choose to gauge the candidate's interest by first extending a verbal offer, it's a best practice to follow up with a formal written offer. A written offer should include the job title, supervisor, location, work hours, starting pay, an abbreviated summary of benefits, and a statement that the offer letter is not an employment contract. Additionally, if applicable, clearly list any contingencies that could lead to withdrawal of the offer, such as results of a background check, drug testing, references, and/or the individual's inability to demonstrate work eligibility.
Conclusion:
Following misguided hiring advice can make the process more time consuming and costly. Make sure you have an effective hiring process that complies with federal, state, and local laws.