What You Can't Ask a Job Candidate is as Important as What You Can Ask

Written by Stephen Spain mepatwork.com

Continued from page 1
Physical, Health or Mental Disability You may discuss: candidate's ability to perform essential functions of this job with or without reasonable accommodation; applicant's impressions of performingrepparttar essential functions ofrepparttar 119416 job; days of leave taken duringrepparttar 119417 last year; and attendance requirements of this job. You may not discuss: (until after offer is made and then only related to job performance)repparttar 119418 existence, type or severity of disability. For example, do not ask: Do you have a disability that might interfere with your ability to performrepparttar 119419 job? How many days were you sick last year? Do you have any preexisting health conditions? Do you have (name of disease)? Religion/Creed You may discuss:repparttar 119420 company's regular workdays and hours. You may not discuss: applicant's religion, religious days or whether religion would prevent him or her from working weekends or holidays. For example, do not ask: What religion are you? Do you attend church regularly? Residence You may discuss: place of residence. You may not discuss: ownership of residence. For example, do not ask: Do you own or rent your home? How much are your house payments? Military Service You may discuss: relevant knowledge, skills and abilities acquired during applicant's military service. You may not discuss: general questions about military service such as dates, discharge or service in a foreign military service. For example, do not ask: How long did you serve in (name of country)? Where did you serve? Economic Status You may discuss: salary history, but you cannot use this information to disqualify applicant. You may not discuss: credit ratings, charge accounts, bank accounts, bankruptcy, car ownership, ownership or rental of a home, length of residence at an address or past garnishments of wages. For example, do not ask: Have you ever declared bankruptcy? How long have you lived at (address)? Organizations/Societies/Activities You may discuss: job-related organizations, clubs and professional associations to whichrepparttar 119421 applicant belongs, omitting ones that indicate race, religion, creed, national origin, ancestry, sex or age. You may not discuss: all organizations, clubs and lodges to which applicant belongs. For example, do not ask: Are you a member of a senior citizens' group? Have you ever been a member of (name of religious group)? Would you write downrepparttar 119422 names of allrepparttar 119423 clubs in which you're a member? Height/Weight You may discuss: height and weight issues that are related torepparttar 119424 performance ofrepparttar 119425 job. You may not discuss: height and weight issues that are not related torepparttar 119426 performance ofrepparttar 119427 job. For example, do not ask: Do you think you need to lose weight? Is being short a problem for you? References You may discuss: who referred applicant torepparttar 119428 job and names of persons willing to provide professional references for applicant. You may not discuss: questions of applicant's former employers or acquaintances that elicit information specifying applicant's color, race, religion, creed, national origin, ancestry, physical or mental disability, medical condition, marital status, age or sex. For example, do not ask: Did your last employer have a problem with your divorce? Have any of your former employers commented on your ancestry? Towardrepparttar 119429 end of each interview, be sure to explainrepparttar 119430 next phase of your hiring process to all successful candidates. This description should include items such as a physical or drug test (where applicable), as well as a background check through an independent service such as VeriCruit (www.vericruit.com) to look into each candidate's driving history, Social Security number, criminal record, credit history and possible listing on a sexual offender registry. You must obtain written permission from every candidate - on a form that's separate from all ofrepparttar 119431 other job application documents - to take these steps; if any of your candidates seem uneasy about your request, take a few moments to discuss his or her concerns before taking further action with that person in your hiring process.

Established in 1996, MEPatWORK is the leading full-service recruitment solutions provider in the HVAC, sheet metal, refrigeration, control, electrical, plumbing and piping industries. Headquartered in Des Moines, Iowa, this privately held company also has offices in Chicago and Pittsburgh and specializes in finding top talent for all levels of contracting, wholesale, manufacturing, consulting engineer and facilities management firms within these trades.

Book Summary : Primal Leadership

Written by Regine Azurin

Continued from page 1

Four Dimensions of Emotional Intelligence The creation of resonance is a hallmark of primal leadership that can only be fostered by emotionally intelligent leaders. For a leader to promote prime resonance in a group, it is important to understand repparttar four EI competencies. Interestingly, these competencies are not innately inherent but are learned abilities. According to research, an effective leader typically demonstrates at least one competence among repparttar 119415 four dimensions.

1. Self-Awareness 2. Self-Management 3. Social Awareness 4. Relationship Management

Approaches to Leadership in a Nutshell 1. Visionary 2. Coaching 3. Affiliative 4. Democratic 5. Pacesetting 6. Commanding

The Five Discoveries of Self-Directed Learning 1. First Discovery: My ideal self Who do I want to be? 2. Second Discovery: My real self Who am I? What are my strengths and gaps? 3. Third Discovery: My learning agenda How can I build on my strengths while reducing my gaps? 4. Fourth Discovery: Experimenting with and practicing new behaviors, thoughts, and feelings torepparttar 119416 point of mastery. 5. Fifth Discovery: Developing supportive and trusting relationships that make change possible.

Final Notes Primal leadership is anchored on emotions. These emotions have underlying neurological explanations to them such asrepparttar 119417 open loop system. Thus, a leader must work hard to obtain emotional intelligence competencies that will make him a resonant leader because resonance isrepparttar 119418 key to primal leadership.

A resonant leader builds a culture of resonance by demonstrating emotionally intelligent abilities that permeate throughoutrepparttar 119419 organization. A resonant leader aims to live a resonant life for him and his people in order to make resonant work. It is this kind of work that builds an emotionally intelligent organization a kind of organization that can survive repparttar 119420 changing business climate because it has built-in processes that can sustain change.

By: Regine P. Azurin and Yvette Pantilla http://www.bizsum.com "A Lot Of Great Books....Too Little Time To Read" Free Book Summaries Of Latest Bestsellers for Busy Executives and Entrepreneurs

Mailto: mailto:freearticle@bizsum.com BusinessSummaries is a BusinessSummaries.com service. (c) Copyright 2001- 2005 ,BusinessSummaries.com - Wisdom In A Nutshell

Regine Azurin is the President of BusinessSummaries.com, a company that provides business book summaries of the latest bestsellers for busy executives and entrepreneurs.

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