Employers are inundated with advice— both legal and practical— about everything from employee handbooks for new hires to exit interviews for new “fires.” Th e employment relationship actually begins before hiring. Indeed, even those potential employees who are rejected can have significant impact on an employer. Claims of discrimination in hiring procedures are common. Many can be avoided through implementing simple procedures during interviewing. For several years, I was on the personnel committee of a large law fi rm which reviewed resumes and interviewed prospective new hires. I interviewed dozens—if not hundreds—of entry level attorneys. We periodically received information on how to (and how not to) conduct interviews. Sometimes, it seemed like there were so many “don’ts” that it was difficult to know what we could do. It doesn’t have to be that diffi cult.
| KENTUCKY BUSINESS QUARTERLY: How to (and not to) Conduct Interviews--John M. Williams