The Hiring and Firing Question and Answer Book | Notes & Review

Posted on November 21, 2010


Paul Falcone. The Hiring and Firing Question and Answer Book. Amacom, 2002.

The premises we’ve used are simple:

  • Everyone wants to make a positive difference at work.
  • People want to be treated with dignity and respect.
  • People will respond in kind: They will assume responsibility for their actions when they are treated as adults and held accountable for their performance.

Remember, employees become disheartened for one of two reasons: They perceive either (1) a lack of communication with their supervisors and peers or (2) a lack of recognition or appreciation for their efforts. (2)

When it becomes necessary to consider ending employment as swiftly as possible, it becomes even more important to:

  • Treat the employee in question with respect and dignity.
  • Allow the individual to make choices and have some say in the outcome of the management intervention. (3)

Chapter 1: Common Questions About the Hiring Process

  • Key employment laws (7)
  • CPH: Cost-per-hire (13)
  • Effective recruitment methods (12)
  • Immigration issues (18)
  • Accommodations (33)

Chapter 2: Recruitment Tools

  • Employee applications (37)
  • Fee negotiations (43)
  • Campus recruitment programs (63)

Chapter 3: Online Recruitment

  • Advantages and disadvantages (67)
  • How to…write an online job ad, corporate Website, etc.

Chapter 4: Interviewing

  • Three criteria used in selecting high-potential hires (longevity, progression through the ranks, technical skills) (87)
  • How to interview (90)
  • Careful what you write down as it becomes part of the written record. (93)
  • Behavior-based interviewing (100)
  • Ten most common interviewing questions that could cause legal problems. (maiden name, age, birth place, marriage status, religion, disability, arrest record, military discharge, financial history, and relatives) (109)

Chapter 5: Making the Final Selection

  • Conducting effective reference checks (114)
  • Background investigations (121)
  • Hiring on the basis of gut feelings (128)
  • Salary negotiation and counteroffers (129)

Chapter 6: Common Questions About the Performance Management and Termination Process

  • “At will” hiring (142)
  • Internal investigations (148)
  • Discipline (155)
  • Firing “for cause” (156)
  • Maximizing exit interviews (163)

Chapter 7: Progressive Discipline

  • Three biggest mistakes when documenting discipline (failing to document affirmative efforts, documenting “state of mind” offenses, codifying the damage done to the organization) (187)
  • Including documentation, pay management, written warnings, unions, etc.

Chapter 8: terminations for Cause and Summary Offenses

  • Letters of termination (198)
  • Job abandonment (201)
  • Violence, anxiety, depression and announcement…

Chapter 9: Reductions-in-Force (RIFs) and Layoffs

  • How to select, and who (213)
  • Handling the actual meeting (221)
  • Outplacement (225)

Appendixes: Sample Policies, Agreements, and Letters

— VIA —

Very helpful. Insights and questions that a non-HR person would most likely never think about.