Hiring People_ Recruit and Keep the Brightest Stars - Kathy Shwiff [33]
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The BIG Picture
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OBLIGATIONS TO AN EMPLOYER
Employees are expected to show loyalty to their employer, even if they do not have a written contract stating their obligations. For those in higher positions, the expectation is for an even greater degree of loyalty. As a hiring manager, you don’t want to encourage any breaches of loyalty in job candidates, such as:
Competing with employer: Although employees may legally make future plans to compete with their employer; while still employed at that company, they may not actually compete.
Conspiring to compete as a group: Employees cannot intentionally induce others to join them with the intent of undermining or destroying their employer’s business.
Disclosing confidential information: Employees who are privy to confidential information, “trade secrets,” or other guarded material on the job may not use or disclose it to outsiders.
Diverting business opportunites: After giving notice, employees cannot divert potential business away from their current employer. They must continue to pursue business opportunities that benefit their employer until they actually leave the company.
SOURCE: “Strings Attached” by Jonathan A. Segal, Human Resources (February 2005).
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As soon as you have filled the open position, immediately contact the serious contenders who were not chosen. Let them know you’ll be keeping their material on file in case similar positions open up in the future—and make sure you do it. Federal law mandates that all such materials be kept for at least one year after a position is filled. You will also benefit, since it provides you with a pool of screened candidates at the ready.
Next, gather the resume, job application, and your notes on the candidate who got the job and create a personnel file for him. Bear in mind that you must keep this material for three years according to federal law.
Avoid Litigation Over Confidential Information
Hiring candidates who are currently employed can be tricky, since they still owe a certain loyalty to the company they are leaving. To avoid being drawn into litigation, make it clear to applicants that you expect them to honor their obligations. If your new employee has access to confidential information and relationships with customers in her current job, you may want to make a list of actions to be avoided and send it to her.
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“Effective organizations put people in jobs in which they can do the most good. They place people—and allow people to place themselves—according to their strengths.”
—Peter Drucker
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GETTING OFF TO A GOOD START
Getting an employee established in a new job could take some time on your part, but it is time well spent. A worker who feels comfortable and welcome will be motivated and productive.
Many large companies offer orientation sessions at the corporate level if not always at the departmental level. If your business does, so much the better. Still, every job is unique, and you need to anticipate the information, facilities, and services that your new employee will need during his first weeks on the job.
Take care of basics as soon as possible. Make the arrangements necessary for setting up and furnishing an office, cubicle, or desk or other workspace. In large companies, this may mean contacting other departments to line up a computer, e-mail account, phone, and office keys.
Beyond that, new-employee orientation has three facets: familiarizing the employee with corporate policies and procedures; showing him around your office and making introductions, as well as familiarizing him with your building and your