Publisher's Synopsis
This is an indispensable guide to ensuring that you make the best possible hiring decision. The wrong decision can cost your company thousands in training expenses, or worse. For example, hiring an employee with a history of suing their employer may not be a good idea, yet few know how to find this information. By the time the candidate arrives at the interview, you should have already conducted preliminary screenings of the resume, job history and academic history and found the candidate to have the minimum qualifications for the job. Now comes the hard part. The interview is always the make-or-break test of a manager. You must understand the dynamics of the job interview and the multitude of ways job candidates will try to impress or deceive you. Successful interviewing requires both knowledge and tact, and the savvy managers know the right questions to ask and the hidden meanings behind the answers. Often the important hiring information is either illegal or inappropriate. Knowing whether a female employee has small children at home can affect their attendance, lying on the resume or during the interview can indicate moral turpitude. You must learn how to assess the candidate in innocent and unobtrusive ways so that you can get the data you need to choose the perfect person for the job.
