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Employment Today™


"BIG SALARY MAY COME WITH OWN BIG PRICE!"

Dear Kathryn: I've heard that when you get paid a lot of money for a job, it's usually because you'll be performing some kind of unsavory task. That describes my situation.

I'm the corporate human resources manager of a very well known health care organization and took this job thinking this would be my home for the next ten years. Boy, was I wrong.

We do a lot of hiring on all levels and my job is hiring and firing. I determine a candidate's eligibility by their skill set to perform the job, work ethic and job stability. In my three months here, I've hired seventeen people. I never stopped to evaluate how many were blacks, whites, Asians or any other racial distinction and made certain that if the candidate was qualified, they were considered for the position.

My boss, a closet racist, told me today that he was sick of all the "black" hires I've been doing. He told me not to hire any more for the remainder of the year, and further more, he was silently instituting a "clean up policy". He wanted a staff that was white and clean, as patients felt more positive about a practice like that. He said it was better for image and business. He pointed out three white, twenty-five-ish young woman that already work here and said that he felt those individuals were model hires.

After investigating this unbelievable story with other managers that work here, I got filled in that this is his normal way of hiring. They said this is only the beginning and I better get used to it if I want to stay.

I have heard rumors of law suits brewing amongst employees regarding this discriminatory practice and I'm worried I'll be named in one if I am party to this practice. Naturally, it would be best if I quit; problem is that I looked for eight months before getting this job. I desperately need it. Is there anything I can do to protect my tail if I am forced to stay?

DONNA R., Bridgeport, CT

Dear Donna:

The short answer to your big story is this-according to Attorney Brian Clemow: You couldn't be held personally liable, in a law suit regarding discrimination. Even if you were to independently act in this discriminatory manner, Clemow tells me the race employment discrimination issue is one where the responsibility lies in the employer's lap to monitor and control. I found this fact interesting.

Take for example, when a manager acts in a sexual harassing manner, both himself/herself as well as the employer can be named in lawsuit. Clemow further explained that this was so because the claimant is claiming something individual and distinct. The accused is individually acting in such a manner that is threatening, thus the perpetrator has made themselves liable for a lawsuit as well as the company for whom they work.

I can empathize with your reluctance to start the job hunt again as corporate human resource positions are few and far between. This environment however, will not do anything for your own morale or self esteem given your nature and your boss's directives. I strongly recommend you streamline your spending, and start quietly looking for another job. Even if you aren't the one to speak up about your dislike of your bosses operational thoughts, your true nature will eventually shine through and your boss may be the one to say goodbye to you.

As a savvy human resources professional, do yourself justice and investigate much more thoroughly before accepting your next job.

By the way, what do you mean your boss is a "closet racist?" Seems to me he not only speaks his mind about it, he acts on it and gets others to as well. He's definitely out of any "closet".

Dear Kathryn:

Here I am a successful mid-sized company vice-president, but as an interviewer I'm a failure. I've read books on interviewing, and attempted to follow the suggestions, but the proof of my ineptness as an interviewer is that my hires are lousy. For example, we have a mandatory Sunday working rotation. I asked those required to be in the rotation if they go to church Sundays as I'd need to make accommodations for it. The result was a livid candidate saying I'm illegally asking about her religious beliefs.

I need a quick primer on interviewing that results in better hires and keeps me out of hot water.

TOM P., Moodus, CT

Dear Tom:

You do need to understand basic State and Federal Employment laws so as to avoid getting yourself in legal trouble. I recommend picking up The HR Answer Book by Shawn Smith, JD and Rebecca Mazin. It's a great reference guide with short suggestions as to getting the answers you need without stepping on anyone's toes.

Before doing any interviews, analyze the positions for which you're hiring and determine the basics that are vital. Look at the reasons as to why some have succeeded and others failed. It's important you compile a listing of the absolute "musts" the candidate should possess. It's not uncommon that when you like a candidate personally, you'll slip and hire them even if the "fit" for you and them isn't really right. Sometimes if you have the vital "work ethic/attitude" that's key to the job, the other skill set pieces can be learned. So whether it's the skills in combination with other "soft" elements prioritize the qualities you need and stick to the list.

Outline you questions in advance and you'll be more likely to get the information you need. It's vital to ask behavior-based questions that focus on what the applicant actually did in a given situation. If you ask the candidate if they're a positive, motivating person, they're going to say yes. If you ask the candidate to describe a time when she was successful at getting others on their page, you'll either get a concrete step she took, or you'll get "smoke".

Forget the question-"tell me about yourself". It's a total "live-under-a-rock" candidate that doesn't have a pre-rehearsed speech. Instead, focus on open-ended questions that elicit stories from the candidates. Look for them to describe real-life examples that prove the skills for which you are looking.

Last, always do second interviews. You'll have additional questions and you should be looking for the candidate to outline even more clearly what they'll be bringing to the table-the things that make them the right choice.

Don't' settle for reference letters, instead speak to business and professional references yourself. Also, ask their references the extent of their interaction with the candidate and look for specific details that could affect their performance in the job for which you're hiring.

Still not successful hiring? Do some research, save yourself endless interview hours and get a good recruiter to show you their best candidates.