Purdue extension

Recruiting, Interviewing, and Selecting the Best Employees

PPP-69

Cover photo, Fotosearch Stock Photography

Recruiting, Interviewing, and Selecting the Best Employees

Fred Whitford, Coordinator, Purdue Pesticide ProgramsMark Hanna, Senior Corporate Counsel, The Eastridge Group of Staffing Companies

Cindy Gerber, Human Resources Manager, JFNewMark Wade, Manager of Human Resources, Evans Properties, Inc.

Arlene Blessing, Developmental Editor and Designer, Purdue Pesticide Programs

Introduction .......................................................................................................................................... 5HiringWasNeverMeanttoBeEasy.................................................................................................... 6 TheCostofHiring ................................................................................................................... 7 TaketheTimetoHire .............................................................................................................. 8TheStepstoHiring .............................................................................................................................. 10 StepI:CreateaJobDescription ............................................................................................. 11

StepII:DevelopanApplicationforEmployment ..................................................................... 13 StepIII:InterviewtheCandidates ........................................................................................... 16 StepIV:GatherData ............................................................................................................... 21 StepV:MaketheOffer ............................................................................................................ 24

StepVI:NotifyRejectedApplicants......................................................................................... 25Step VII: Define the Introductory Employment Period ............................................................. 26

Completing the Hiring Process ............................................................................................................ 27 RetentionofInterviewFiles .................................................................................................... 27

Form I-9: Employment Eligibility Verification ........................................................................... 30SSAWarningLetters:WhenNamesandNumbersDon’tMatch ........................................... 31

New-Hire Reporting: Tracking Parents Who Owe Child Support ............................................ 32ChildLaborRegulations:RestrictionsonJobsandHours...................................................... 33Employment-At-Will:NoNotice,NoReason,NoCause......................................................... 33NegligentHiringandRetention:YouShouldHaveKnown ..................................................... 35Employees’ Right to Privacy .................................................................................................... 37Non-Compete Provisions: Restricting Employees’ Right to Work ........................................... 38

Conclusion ........................................................................................................................................... 39Acknowledgments ................................................................................................................................ 40Appendixes .......................................................................................................................................... 41

5

Consider the following situation:You have spent months comparingthe cost and quality of new fleet vehicles, pagers, office copiers, computerequipment,andsprayrigs;and you’ve spent the entire winterconferring with experts about whichpesticides and fertilizers to use inthe upcoming season. But suddenlyone of your valued employeestells you she has accepted a job in

afternoon. Fifteen minutes into theinterviewyoureachacrossthedesk,shake his hand, and say, “Welcomeaboard.” You tell him to see the office secretary for the necessary newemployeepaperwork.

You think back to your morningfraughtwithpanicwhenyourtrustedemployee resigned. But you havefilled the position without having to recruit job applicants, which waspainless and quick, and your peaceof mind has been restored—or

another state, indicating that hernew employer offers better careerdevelopment opportunities and thatshe will be given responsibilitiesthat will showcase her skills andexperience. The new job includesadditional perks, better pay andbenefits, and expanded retirement options. She will resign at the endofhershifttogetreadytomoveandbeginhernewjobthefollowingweek.

Panic sets in, but you graciously wish your employee the best and beginthinking about filling her position quickly. You ask your office staff if thereareanycurrentjobapplicationson file and, in fact, there is one that

was submitted a few weeks earlier.Youquicklyscantheinformationandnote that the applicant can at leastwrite neatly! You call the applicant,and it’s your lucky day: he is stillunemployedand looking forwork.Aquick interview is arranged for that

Introduction

6

so you think. Unfortunately, yourrelief will be short-lived. If you hadchecked the applicant’s references,you would have discovered that hehadatroubledworkhistory:poorat-tendanceandcustomerserviceskills,unsatisfactory work, and a negativeattitude.Youmighthavebeenbetteroff just walking down the street andhiring the first person you met. Does thisscenariosoundfamiliar?

When faced with an unexpectedresignation, some companies re-act by hiring too hastily. Hiringsomeonewithoutareferencecheck,abackground review,and validationoftheinformationsuppliedonthejob

Hiring Was Never Meant to Be Easy

application seldom works out, longterm.

This publication provides you

with the tools you need to increase

your efficiency in hiring andretaining

employees. We will discuss writing

adetailed jobdescription,providea

guidefordevelopinganemployment

application form tailored to the

pesticide application industry, and

list essential interview questions.

Taking the steps outlined here will

helpincreaseyouroddsofattracting,

hiring,andretaininggoodemployees;

anditwillreducethelikelihoodoflow

morale, low productivity, and staff

turnover.

Selecting job applicants to in-terview, drafting good interviewquestions, and ultimately decidingwhich person to hire can be adauntingchallenge.Aneffectiveandefficient hiring process is essential to yourpersonalandbusinesssuccess.You must hire people who can putforthyourcompany’spositive imagewhile performing with accuracyand efficiency. Your well trained, conscientious employees are yourmostvaluableassets.

A thorough review of applicants’backgrounds is essential to the

JohnKatterjohn

Your human resources manual should address hiring procedures.

7

hiring process, and your subjectiveevaluation of how well their person-alities and work ethics will fit into youroperationisalsoimportant.Theprocess requires a lot of time spentreviewingjobapplications,goingoverdetails presented on resumés, and

interviewing candidates to decidewhat technical, communication, andpersonalskills theycanbring to thecompany. Time invested in carefulhiring procedures will save time inthe long runbyhelpingyouavoida“badhire.”

Consider what it costs to hire a

new employee, from the time the

position opens until the employee

becomes productive—that is, when

the person’s performance becomes

an asset to your company. There

are readily identifiable costs such

as training manuals and/or initial

classroom training, pesticide licens-

ing, and pesticide recertification

classes.

In addition to the tangible costs

of hiring a new employee, there

are intangible expenses known

as “opportunity” costs. A good

exampleisthecostofasupervisor’s

time spent working with the new

employee—timethatcouldotherwise

be spent managing the business.

Intangible expenses also include

timespent listening toandresolving

complaints lodged by customers

andotheremployeesabout thenew

person’sperformance.Everytimean

employeeresignsoristerminated,the

company’sinvestmentislost;andthe

costlycycleofrecruiting,interviewing,

hiring,and traininganewemployee

startsalloveragain.

The Cost of Hiring

The initial and ongoing expense of training and certification—not to mention the value of your time spent on orientation—is part of the cost of hiring a new employee.

A suggestion box provides a discreet way for staff to communicate concerns about a new employee. The value of your time spent resolving new employee issues is part of the cost of hiring.

FredWhitford

8

Take the Time to Hire

The longer the period betweenan employee’s resignation and thehiring of a replacement, the longerother staff must take up the slack;or,evenworse,thelongerworkgoesundone and you lose revenue. Youmay find yourself under enormous pressure to hire someone quickly.Buttherecruitmentprocessrequiresa great deal of patience, especiallywhenworkisbackloggedbecauseofdelaysinherenttothehiringprocess.Takethetimetodo it right,andyouwillnotregretit.

Youmayask,Whytakethetime?Considerthefollowing:

• Make the right decision the first time. Seldom will good hiresturn bad—nor bad hires, good.Common effects of a bad hire,

such as reduced employeemorale and increased customerdissatisfaction, can be long-term.

• Hire someone who has thesame goals and work ethic asyour valued employees andmanagementpersonnel.

• Hirethebestpersonforthejob.Thepesticideapplicationindustryrequires people who are willingandabletolearn,whotaketheirresponsibilities seriously, whoworkeffectivelywith customers,and who know how to solveproblems.

• Determine if any of the jobcandidates have the skills toexceed core job functions.Technical know-how, foreignlanguage fluency, research experience,andpublicspeakingskills can add value to yourorganization.

• Hire a qualified individual who will work and interact well withothers.Oneoftheleastdesirablemanagerial responsibilities isdealing with an employee whois not a team player. Disruptiveemployees can turn otheremployeesagainst you; changefriends into enemies; drivetrained, trusted employees toseek employment elsewhere;and transform a good businessintoapoorone.

9

• Decide how to spend your

training dollars to transform the

newemployeeintoanasset.This

requiresanunderstandingofthe

knowledge, skills, and abilities

he brings to the job. Today’s

successful pesticide applicator

must be physically fit to work

underless-than-idealconditions,

bothindoorsandout.Inaddition

to meeting the job’s physical

demands, the employee must

beabletopassstateandfederal

certification examinations; will-

ing to use new technologies

andmethodologies;receptiveto

new ideas; capable of working

harmoniously with others; and

attentive to completing paper-

workproperlyandprofessionally.

It may take years for a person

to achieve the level of training,

education,andperformancethat

meetsyourexpectations.

• Retaingoodemployees.Initially,

a new hire must adjust to the

company’s everyday operating

procedures while focusing on

hisownposition; later,youmay

want him to learn more about

how the business runs and

how business decisions are

made. It may take years—and

thousands of dollars—to train

anemployeetothedesiredlevel

of proficiency. And employees

who leave take with them the

skills,education,andexperience

they have achieved within your

organization;theyalsomaytake

valuable informationabout your

business toanew jobwithone

of your competitors. Protect your

assets by making it appealing

forgoodemployees tostayon-

board.

• Make your company attractive

to job applicants. You probably

remember the good employee

who got away, or the one who

would have been a perfect fit

for the job but declined your

offer.Rememberthat,whileyou

are evaluating a candidate’s

qualifications, he is considering

whetherhereallywantstowork

foryourcompany.Itisimportantto

makeagood,honestimpression

throughout theentireevaluation

process to reflect the level of

professionalismyoumaintain.

• Comply with all laws applicable

to hiring employees. The hiring

process poses legal pitfalls if

conductedincorrectly.Themore

informal the process, the more

vulnerableyouaretoregulatory

investigation, charges of dis-

criminationandnegligenthiring,

andlawsuits.

There are many regulations that a business owner must deal with, including those pertaining to the hiring and termination of employees.

JohnKatterjohn

10

Managementmustbeawareofwhatcan—andcannot—besaidordoneduring the hiring process. Hiring is regulated by state and federal laws.Chargesallegingracial,gender,religious,orphysicaldisabilitydiscriminationareabundant,andmanycasesgotocourt.Thelawrequiresthatyourhiringprocessbeconsistent,well-organized,andfairtoeveryone.

The Steps to Hiring

The hiring process includesrecruiting, processing, eliminating,andselecting.Itcaninvolve

• posting a job advertisement inappropriateplaces;

• evaluating the information pro-videdoneachjobapplication;

• screening candidates to deter-minewhichonestointerview;

• verifyingreferencesandinforma-tion;

• conducting personal interviews;and

• decidingwhowillbeoffered thejob.

Thegoalistochoosethemostcompetentpersonforthepositionbyobtainingand carefully reviewing all relevant information. Consider implementing thestepsbeginningonpage11inmakingyourhiringdecisions.

JohnKatterjohn

Post job openings on your company bulletin boards as well as in public places.

11

Itisalmostimpossibletoselectthe

right person for a position without first

giving careful consideration to your

organization’s specific recruitment

needs. Do you require technical

skills?Communicationskills?Agood

job description provides a summary

of the tasks to be performed and

states specific position requirements.

Itservesmanydifferentfunctions:

• It aids in recruiting the right

applicants, whether it is used

as an internal posting or a

media advertisement. The job

descriptiongetsthewordout,not

onlythatyouarehiring,butthat

youarelookingforcertaintalents.

It lists minimum performance

expectations and is worded to

attracttherightpeople.

Step I. Create a Job Description

• It discouragesuninterestedand

unqualified individuals from ap-

plying, enabling you to limit the

applicationreviewandinterview

processestofewerpeople.

• It serves as a guideline for se-

lecting and interviewing candi-

datesandmakingyourdecision

onwhichonetohire.

• Itgivestheprospectiveemploy-

eeabasicunderstandingofwhat

will be expected of him if he is

hired.Thejobdescriptionshould

stateplainlyandsuccinctlywhat

you want the new employee

to accomplish. Once you hire

someone, you can use the job

description as an outline to

structuretraining.

• It serves as a benchmark forreviewing and measuring thesuccess and growth of anemployee. Review it with theemployee periodically and dis-cuss his performance of thedutieslisted.

• It informs other employees ofthe jobdutiesandrequirementsin case they are interested inapplyingfortheposition.Itshouldbe displayed in the area wherelegal requirements are posted,aswellasotherlocationswhereemployeeshaveeasyaccess.

• If the description clearly statesall jobdutiesand requirements,it may later serve as evidenceagainst grievances, wrongfultermination, lawsuits, or claimsofdiscriminationorretaliation.

MarkWade

Take the time and effort to develop an accurate, all-inclusive job description.

12

It takes time to write an effectivejob description, but defining the duties and skills pertinent to thepositionisessentialtothesuccessfulhiring process. Start by defining the characteristicsofthe“perfect”person

forthejob.Makealistofeducation,experience, and qualities you areseeking. Ask supervisors and otheremployees to contribute. Decidetogether what abilities, skills, andpersonality traits someone needs tobe proficient and personally satisfied intheposition.

Limit the job description to twopages or less, and keep it simpleand easy to understand. Omitjargon, even if it is common to thepesticide application industry. Usegender-neutral language. Describewhat knowledge, skills, and abilitiesare required of the applicant, andlisttheexactdutiesthejobincludes.Once you are finished, have the initial job description reviewed byyour human resources personnelandyourcompanyattorneytoassurethatitislegal.Wordingmakesallthedifference.

Write a Job Description

Purdue Extension publication EC-728, Developing Effective Job Descriptions for Small Businesses and Farms, is an excellent reference for writing job descriptions.

13

Treat the initial job descriptionas a draft.Ask employees who arecurrently performing similar jobs toreview it and make comments, thenincorporate their suggestions asappropriate.Haveahumanresourceprofessional or an attorney reviewthe final draft. If you don’t have such personnelonstaff,contactahumanresourceconsultant(seeTheSocietyfor Human Resource Management

Website,http://www.shrm.org)oraskyourpersonalattorneytoreferyoutoa legal advisor who specializes inthistypeofwork.

Organizingandwritinganeffective

jobdescriptiontakestimeandeffort.

Butbydoingathoroughjobyoucan

attract and hire the right person for

the position in the least amount of

time.

A well-designed employment ap-plicationformisacriticalmanagementtool.Itgeneratesadetailedoverviewof a candidate’s work history, skills,interests, and education; and it or-ganizes all applicants’ biographicaldatatofacilitatecomparison.

Youshouldbeabletoachievethefollowing goals from information ontheapplicationform.

Step II. Develop an Application for Employment• Protect the company against

liability by obtaining informationlegally.

• State certain human resourcepolicies.

• Collectconsistentandcomplete

informationrelevanttotheappli-

cant’saptitude forandability to

performthejob.

See Job Analysis, Appendix 1, for assistance in drafting a job description.

• Collectinformationrelatedtothe

applicant’spertinentprofessional

experience.

• Acquire permission from theapplicant to verify the informa-tionpresented.

• Identify any outstanding attri-butes or shortcomings thecandidatemayhave.

• Provide facts for those in charge ofhiring.

14

Youremploymentapplicationformshouldinstructapplicantstodescribethemselves and outline their skillsand related work experience. Butyou must word it so that they knownot to write “See resumé” underthe heading “Experience.” Specifythat you want a description of theirexperience,notsimplya list.Designyourformsothatapplicantswillhavetoprovideenoughinformationforyoutodeterminewhethertheyshouldbeinterviewed.

YoumayusethesampleApplica-tion for Employment (Appendix 2),that we provide, but it should bemodified to fit your specific needs. Specific segments on the sample may be used to update an employment

Sample Application for Employment

form that you already use. If youhave questions regarding the legali-ty of your application, contact anexperienced employment law attor-ney or consultant. And be sure tocheck federal, state, and local lawsregarding retention requirements foremploymentapplications.

MarkWade

Develop your employment application form to elicit the specific information you need to make sound hiring decisions.

15

Review the Employment Application to Locate the Best Candidate

Employmentapplicationsareoftenjust skimmed. But candidates whothoroughly complete their applica-tions deserve careful consideration:you owe them thoughtful attentionto the information they provide.Choosing applicants to inter-view isyour first hiring decision.

Consider these questions whenreviewingemploymentapplications:

• Has the applicant given youpermission to do a backgroundcheck and contact references?If not, consider rejecting theapplication.

• Is the person actually qualified for thejob?Compareinformationonthe application to requirementslistedinthejobdescription.

• Are theregaps in employment?You may ask about them—tactfully—but remember thatthey may be due to legitimatesituations such as family leaveor time off due to sickness ordisability.

• Didthepersonoffervalidreasonsforleavingapriorposition?

• Howlongdidtheemployeeworkforeachpreviousemployer?Fre-quentjobchangesmaybeared

flag if you are looking for a long-termemployee,buttheyarenotalwaysnegative;theymayresultfrompromotionorfromnewlyac-quiredtrainingoreducationthatqualified the person for a better job.

• Hasthepersonreceivedpromo-tions from previous employers?Previous internal promotions re-flect dependability, good job per-formance,andapositiveattitude,all of which speak positively fortheemployee’scharacter.

• What skills can the applicantbring toyourcompany?Feelingthat he can contribute helps anemployee start out on the rightfoot.

• Could the applicant improvehimself by working for yourcompany?Anemployee’sdesiretowork foryoucanmakeabigdifference.

16

Step III. Interview the Candidates

You have reviewed numerousresumés and job applications andselected the candidates you believecould best fit your needs. Now it is timetointerviewthem.

Types of Interviews

Telephone (Screening) InterviewsTrytelephoneinterviewstoscreen

jobapplicants.Thetelephone inter-viewisagoodwaytoassesswhetheranindividualisgenuinelyinterestedinthetypeofworkyouhaveavailable,or just something topay thebills. Italso is a quick and convenient way

to identify and eliminate applicantswho would have a difficult time meeting job requirements. Makingtheseassessmentsbyphoneismuchlesstimeconsumingthanpersonallyinterviewing each applicant; and byruling out unlikely candidates youcan devote more interview time to

JohnKatterjohnTheinterviewisanopportunityfor

you and a prospective employee tolearnmoreabouteachother;itallowsyoutogoover informationdisclosedon the application and to askquestionsandassesstheapplicant’spersonality, character, verbal skills,and ability to reason through toughquestions. The personal interviewallowsyoutogetafeelfortheperson,whichisimpossiblebysimplyreadinganemploymentapplication.

Allow plenty of time for the employment interview. The applicant has set aside this time for you, the same as you have for her; so don’t rush. Give the applicant your full attention during the time you have with her.

17

individuals who seem genuinelyinterested and qualified. Look for someone who seems committed togetting hired from the first moment of theinterview.

One-on-One Interviews

The one-on-one interview ismost frequently used for entry-level positions. It is less stressful tothe applicant than facing a groupof people, and in most cases it iseasierandmoreexpedient:youaskquestions,theapplicantresponds,andyoutakenotes.Aftertheinterview,goover yournotesandmakesureyourecordedtheinformationgainedfromyourconversationwiththeapplicant.Also, write down your generalimpressionsofwhatkindofemployeeyou think theapplicantwouldmake.

These thoughtsmayprovevaluablein deciding between two candidateswho seem equally qualified.

Panel (Team) Interviews

When you are the only person

interviewing a candidate it can be

difficult to assess all that is being

said, especially if you have little or

no experience in the position under

consideration. A panel interview

brings together key members of

your organization to participate in

the interview process. Consider

includingtheprospectiveemployee’s

immediate manager, the division

director, someone from human

resources, and perhaps a manager

fromanotherdepartment.

The First and Second Interview

A 30- to 45-minute interviewis sufficient for most entry-level

positions. This is enough time togeta feel forwhetherapersonwhoseemed qualified on paper is right for thejob.Askallcandidatesthesamequestionsandtakegoodnotes,whileinterviewing,tofacilitatecomparison.Factor each person’s responsesinto thevalueof theirskills, training,and education. If you have difficulty deciding between two candidates,invitethemforasecondinterview.

Technical and professional po-sitions may require a series ofinterviews. Use first interviews to narrow the field. Invite a few select candidates for a second visit and, ifnecessary,ask the twotopcontend-erstoreturnforathirdinterview.

MarkWade

The supervisor (right) conducts a portion of an employment interview in the workplace.

18

In an actual university interview,anapplicantwasaskedwhathiswifedid fora living.Heanswered,“Whatdoesmywifehavetodowithmeandthis job?”Whywouldtheinterviewerask such a question? Perhaps he innocently viewed it as small talkthatwouldputtheapplicantatease,or maybe he was wondering if thespouse’soccupationwouldaffectthecandidate’savailabilitytoworkcertainhours.Herearesomeexcerptsfrompage19,withcomments:

How old are you?

Why would you want to know an

applicant’s age? Perhaps you think

that older individuals are less fit,

mentally or physically, to perform

certaintasks.

Are you married?

Maybe you feel married peoplearemorestableandresponsiblethansingles.

Do you have children?

A common assumption is that awomanwithchildren is likely to takeoff work more often than a womanwithoutchildren.Oranemployermaywonder if awoman isseekinga jobwith medical benefits primarily so she canstartafamily.

How is your health?

It is commonly assumed thatsomeonewithahistoryofpoorhealthwillhavecontinualmedicalproblems.

“I’ll see you in court” Questions

The fear is that this would increaseabsenteeismandperhapscausethecompany insurer to raise employeehealthinsurancepremiumsoverall.

What do these and similarquestions have in common? Theyareusedtostereotypeaperson:oldvs. young,male vs. female,marriedvs. single, healthy vs. unhealthy,etc. Responses to such questionsoften identify the individual witha certain group—working moms,career women, insurance seekers,etc.—about which the interviewer

may have a strong opinion. These

typesofquestionscanbeconsidered

discriminatory,andyouraskingthem

could cause legal problems. Here’s

the rule: If the question is not job

related,don’taskit.

Specifically train all company

personnel involved in the interview-

ingprocessontheappropriatenessof

interviewing behavior and questions

that are off limits. Never ask pros-

pectiveemployees thequestionson

page 19 nor include them on your

employmentapplicationform.

ArleneBlessing

ArleneBlessing

ArleneBlessing

19

Questions Likely to Be Considered Discriminatory

What is your race? Where were you born?

How old are you? What is your date of birth? What is your religious affiliation? What is your national origin?

What is your primary language?

Are you an American citizen?

Do you have good credit? Are you married?

Do you plan to have children?

Do you have children?

What are the ages of your children?

What are your childcare arrangements?

What is your sexual orientation?

How tall are you?

How much do you weigh?

Are you a member of any organizations? (e.g., membership in AARP is indicative of age; ethnic organization membership might imply national origin)

What is your spouse’s name?

Does your spouse work?

What does your spouse do for a living?

How is your health?

Have you ever had a back injury?

Have you ever been hospitalized?

Do you have a disability?

Have you ever filed for medical disability?

How many days were you absent from your job last year?

Do you have any ongoing medical conditions?

What kind of name is ?

20

Interviewspersonalize the facts.Assoonaspossibleafter interviewingajobapplicant,askyourself,Whichcandidates

• exhibitedapresence?

• wereinteractiveduringtheirinterview?

• have significant experience relative to their technical skills?

• wereconsistentinansweringquestions?

• possessacceptablecommunicationskills?

• willbeabletoworkwellwithotheremployees?

• seem to be a good fit with the company?

The interview should focus on

whether a candidate is qualified

and would be able to perform the

functionsof the job.Ask candidates

howtheymightreactincertainwork-

relatedsituations.Listenandobserve

how they construct their thoughts

in response to your questions,

and evaluate their manners of

presentation. Getting to the heart

of their characters is difficult, as is

accuratelyjudgingtheirpotential.

Ask thought-provoking questionsand evaluate how applicants thinkwhen challenged. Leave yourquestions open-ended to allow theapplicant an opportunity to offerpersonal information. Open-endedquestions prompt responses thathighlight the applicant’s skills andpersonality.Listenattentivelyandaskfollow-up questions. Ask permissiontotakenotes,butdon’t letextensivenote taking distract you from theinterview.

A very good list of interview questions that cover work history, jobperformance,education,careergoals,self-assessment,motivation,creativity,leadership,etc.,canbefoundontheIndianaUniversityBloomingtonLibraries’Web site: http://www.indiana.edu/~libpers/interview.html. The questionson page 21 have been modified from an article appearing in the July 2004 issueofthenewsletterHRToday,publishedbytheCouncilonEducationinManagement,and from theUniversityofKansasathttp://www.ku.edu/cwis/units/coms2/via/conducting.html.Manyprofessionalsconsiderthesethebestquestionstoaskpotentialjobapplicants.

Challenging Questions that Reveal

21

Have you ever left an employer involuntarily? If so, what were the circumstances?

What is it specifically about our organization and this position that is attractive to you?

What made you happy or satisfied at your last job?

How does your experience of the last two years make you a suitable fit for this position?

If you were me, why would I hire you? Why do you want to work here?

What do you know about our company?

What did you like/dislike about your last job?

What would you like to be doing five years from now?

What are your biggest accomplishments?

Can you work under pressure? Tell me about a time when you had to meet a tough deadline.

Are you able to take direction/criticism well? Tell me about a time when your supervisor gave you feedback that surprised you. Tell me about yourself.

What is the most difficult work-related situation you have faced?

Tell me about a customer situation that you found challenging. How did you handle it? Were you pleased with the outcome?

Do you prefer working with others, or alone?

Have you had an opportunity to work on a team? What was your role? Was the team successful? Why or why not?

How would your former boss describe you, using just one sentence?

Step IV. Gather Data

Write down your opinions as you progress through the hiring process.Sometimesthetopcandidateonpaperislessimpressiveinperson.Considercertainpointsaftertheinterview,usingtheInterviewRatingForm(Appendix3),toevaluateyourimpressionsoftheindividual.

22

Prior distrust of management

Negativityinanyform

Expressionofillfeelingsaboutprioremployer,manager,company,etc.

Unreasonable inflexibility of any type

Out-of-reachexpectationsforthejob

Noncommittalattitude

Historyofjobjumping

Incompletereferences

Personal references only (no prior employment references)

Ambiguousresponses

Poor communication skills

Lying

Falsification of information on resumé or employment application

Emphasisonwages

Moreinterestinwhatemployercandoforemployeethanviceversa

Prior layoff without a strong reference (unless prior employer had a policy ofnotprovidingreferences),orwithoutprovidingadditionalinformationuponrequest

Failure to research thecompanybeforeapplying foremployment (indicatesapplicant’sassumptionthatemployerwillprovidetheinformation)

Disinterestdemonstratedduringcommunicationwithcompanyemployees

Displayofdisrespectforcompanyemployees

Excessivevoluntaryexpressionofpersonalinformation(mayindicatethattheapplicantwillbringpersonalissuestotheworkplace)

Red Flags within the Hiring Process

Bealerttoindicationsthatanapplicantmightnotberightforyourcompany.Thefollowingexpressionsandbehaviorsmightbecauseforconcern:

23

All candidates have filled out the samejobapplicationandhavebeenasked the same questions. In theprocess, you have selected the topcandidate and ranked the others.Now it is important to call the topcandidate’s references to confirm yourinterpretationsoftheinformationprovided. References can be theapplicant’s professional colleaguesorpersonalfriends.Butkeepinmindthat personal references typicallyare more familiar with the personsocially thanprofessionallyandmaynot have firsthand knowledge of his professionalskillsandexperience.

Some companies have policiesthat limit references to providingonly minimal information (e.g.,employmentdates, theperson’s titlewhile employed with the company,and perhaps salary). But it neverhurtstoaskadditionalquestions,justin case the person is willing to tellyou more (see Questions for Prior Employers,Appendix4).

Write down questions in advanceand ask the references a few basicquestions on the candidate’s pastwork experience, technical skills,personality traits, and work ethic.Takenotesasthereferencesrespond(see Reference Checks and Prior Employment Verification, Appendix5). Evaluate both what is said andwhat is not said, and maintain yournotes in the interview file.

Checking References and Background

What duties did this person perform for your firm?

Would you rehire this person? Why or why not?

How would you describe the person’s work ethic?

How thorough is the person?

Does this person pay attention to details?

Was the person punctual in reporting for work?

Did this person get along well with others?

Did the person take his job seriously?

Is there anything I have not asked that I should know about this person before offering him the job?

Drug Screens and Motor Vehicle Records

Drug screening and checking Bureau of Motor Vehicle records are keycomponentsofthehiringprocess.Theseareveryimportantifthejobinvolvesdriving. Most insurance companies conduct their own BMV checks onindividualsauthorizedtodriveyourcompanyvehicles.Ifthepositionrequiresdriving,makesure thecandidatehasagooddrivingrecordand isproperlylicensed.Ifacommercialdriverlicenseisrequired,stipulatethatthepersonacquire it prior to starting work if offered the job. Be cautious about hiringsomeonewhofailsadrugtestduringhispre-employmentphysical.

MarkWade

24

Candidates have been screenedand interviewed, and you havemadeyourselection.Youhavebeendiligentinchoosingyourtopprospect.Hopefully, this was accomplishedquickly because good prospectsdo not interview with you and wait;they submit applications to yourcompetitors while you are makingupyourmind.Thelongeryouwaittomake the offer, the more likely theywill find work elsewhere.

Once you have made yourchoice for the job, call theapplicantimmediately and make a verbaloffer. Answer any questions thepersonmight have, especially thoseconcerningcompensationandbene-fits. Often the applicant will give you an answer immediately; but,regardless,youshouldfollowupwitha formal,writtenoffersoonafter theconversation.

If the candidate asks for timeto consider your offer, agree on adeadline.Thisisimportantbecause,if

Step V. Make the Offer

with a disclaimer: The companycurrently offers the following benefits to eligible employees. These benefits are subject to change and/ortermination at the discretion of thecompany.

Manycompaniesincludeacopyofthejobdescriptionwiththeofferlettertoremindthecandidateofthejobre-quirements.Includeanemployment-at-will disclaimer (see page 33) sothe candidate can consider the jobspecifications in deciding whether to acceptyouroffer.

Place an acknowledgment line at thebottomof your offer, allowingthe individual to confirm acceptance of theofferbysigningand returning(or faxing) it. Maintain the signedacknowledgment in the individual’spersonnel file.

your first choice declines the position, youhavealreadylosttimeofferingittoyoursecondchoice.

Alloffersofemployment,includingthose made over the telephone,should be followed up in writing.Many companies use a standard,fill-in-the-blank form or letter. One of the key phrases in the job offergoes something like this: “This is toconfirm our offer of employment for thepositionof atasalaryof$ (hourly;weekly; biweekly; monthly).” Donot state an annual salary becausesomecourtshaveruledthatdoingsoimplies a one-year contract with theemployee.

Also, be careful about describingbenefit plans, making sure to introduce any summary of benefits

Make your selection quickly to avoid losing the best person for the job.

MarkWade

An employer shakes the hand of a new hire who has just accepted a position with his company.

25

Rejectionlettersshouldalwaysbesenttocandidateswhowereinterviewedeitheron the telephoneor inperson. Ithelpsportray thecompanyasa fairemployer; you want to maintain a good reputation and be respectful of allapplicants.Intheeventthattheprimarycandidateturnsdownyouroffer,orif new positions become available, you might want to reconsider qualified applicants not selected the first time.

Step VI. Notify Rejected Applicants

Thefollowingsentencesmightbeusedintherejectionletter,dependingonthesituation:

• Wewereimpressedwithyourcredentialsandworkexperience.(Donotsaythisunlessyouaresincere.)

• Wehaveofferedthepositiontoanindividualwhowefeelisbettersuitedtotheposition.

• Weappreciateyourinterestinourcompany.

• Weinviteyoutoapplyforpositionsthatmaybecomeavailablewithusinthefuture.

26

Applicantswhosubmitajobapplicationviae-mail,fax,orU.S.mailshould

be contacted in the same manner in which they applied. Explain that their

informationwasreceivedandthattheywillbecontactedonlyiftheyarechosen

foraninterview.Thiseliminatesyourhavingtosendarejectionletterifthey

arenotselected.

Most states are “employment-at-

will”states;thatis,eithertheemployer

or the employee may terminate the

employment relationship at any

time, forany reason,withorwithout

cause. If you designate a period

of time immediately after hiring for

determiningifthenewhireisrightfor

the job, use the term “introductory”

period, not “probationary” or “trial”

period.Thiseliminates the idea that

there isanofferofcontinuedand/or

permanentemployment.

Many companies stipulate a

30- to 90-day introductory period

for new employees; if things do not

workout, theemployermay release

the employee after the specified

time, without obligation. Sometimes

a seemingly qualified job applicant

cannot learn the job for one reason

or another. Sometimes work ethics

or personality conflicts become an

issue. Conversely, the introductory

period allows employees a graceful

exitiftheydonotliketheworkorfeel

uncomfortableonthejob.

A New Employee Performance

Review (Appendix 6) should be

completed at 30, 60, and 90 days,

andattermination.

Step VII. Define the Introductory Employment Period

Training films are instrumental in helping new employees learn the job during their introductory period of employment.

Performance review records should be kept with the employee’s personnel file.

CindyGerber

MarkWade

27

Manyhiringandemployeeretentionissueshaveevolvedfromlegalrulings,stateandfederalagencyregulations,andgoodbusinesspracticespromotedbyindustryassociationattorneysandhumanresourceconsultants.

Completing the Hiring Process

Document your entire hiringprocess: position description; jobposting; applications received andletters of acknowledgment; yournotes fromtelephoneconversations,personal interviews, and theselection process; rejection letters;joboffers;andanypaperworksignedby job applicants and the newly-hiredemployee.Maintainanongoing“hiring” file as well as individual personnel files.

Thesearesomeoftheadvantages

toretainingemploymentdocuments:

• Instant access to good candi-

dateswhowerenot chosen ini-

tially. You may want to review

their strengthsandweaknesses

as a replacement if your first

choice does not stay with the

company.

• Ready reference to qualified,

previous applicants who might

fit other positions within the

company. A person might not

be hired for one job but might

becomea leadingcandidate for

another.

Retention of Interview Files

• Viable alternative to readvertis-

ing.Goodinterviewrecordsfrom

previous employee searches

might save you the cost of ad-

vertisingemploymentopportuni-

tiesinthefuture.

• Documentation of grounds for

termination. Keeping interview

records allows you to take

action against those who lie on

their resumés or employment

applications. For example,

say a person falsifies her work

history or qualifications on the

applicationformandishired.But

onceshebeginsworkitbecomes

obviousthatshecannotperform

thejob.Youinformtheemployee

that she was hired because

her experience would enable

her to immediately assume the

responsibilities of the position.

Youraccuraterecords,including

the written application form,

are evidence of falsification.

Therefore, you could terminate

the employee and your liability

potentialwouldbeminimal.

• Documentationagainstclaimsof

discrimination. Recruitment and

interview recordscanbecritical

in defending against charges

of discrimination by a prior job

applicant or a current or prior

employee. Dated records that

state precisely why one person

washiredoveranothercanassist

legalcounselinyourdefense.

• Satisfaction of federal require-

mentsmandatingthatemployers

retainforaminimumofoneyear

all information regarding the fill-

ing of a position (29 CFR Part

1602.14). Additional require-

ments for employers subject to

federalcontractoroversightstate

that personnel records must be

keptoneyearfromthedateofin-

voluntarytermination. If theem-

ployer is charged with discrimi-

nation,therecordsmustbekept

until the charges are resolved

(longerinsomestates).

28

A key aspect of your hiring process filing system is to place every piece of information pertaining to each candidate in that person’s individual file: resumé,lettersofinterest,jobapplication,alistofinterviewquestionsasked,notesfromtheinterview,informationcollectedfromreferences,rejectionletter,joboffer,etc.Documentwhometwiththecandidate,aswellasthedatesandtimes. There are numerous options for organizing files.

Establishing a Filing System

Companies are legally requiredto maintain “sensitive” personnelfiles for materials personal to the employee but unrelated to theposition: medical records, medicalquestionnaires, accident reports,workman’s compensation claims,investment data, Social Securitynumbers, addresses, phone num-bers, and emergency contact in-formation. For example, under theAmericans with Disabilities Act,medicalrecordsmustbemaintainedin a separate confidential file. The file also might include training records,

taxforms,memoranda,performanceevaluations,disciplinaryreports,etc.

Most companies have policiesregulatingaccesstoemploymentandpersonnel files, but they differ from county to county and from state tostate.Normally, companiesallowanemployeetoseemost,ifnotall,ofthe

Employee and Personnel Files

documents in their own files. But you maywanttokeepcertaindocumentssuch as those developed in strictconfidence by another person—letters of recommendation, notestaken during the interview process,supervisory notes, etc.—separatefrom the file to which they have access.

MarkWade

CindyGerber

Traning records (left) and tax records (above) must be kept in a confidential file.

29

Filing by Individual

A popular choice is to maintaina separate file for each employee and job applicant. Reference theperson’s last name and first initial, the titleof theposition forwhich thepersonappliedorwashired,andthedate the position was filled. Each file can be cross-referenced with othercandidates’ files that list the same positiondescriptionandpostingdate.In thismanner,youcanpull recordson a specific position and determine who submitted applications besidesthepersonwhowasultimatelyhired.

Files organized by position title and the date the vacancy was filled contain information on all candidates, organized alphabetically by the candidates’names.Filingbyposition isespeciallyuseful if youdonothavehuman re-sources personnel to develop and maintain an individual filing system. Position filing makes information retrieval relatively easy, whether to accommodate an official investigation or to fill a vacancy.

Filing by Position

You have a duty to make sure certain employee information remains private and confidential in a secure, fireproof location. Controlled access should be limited to those with a legitimate reason to review the file. Designate one trusted employee as the contact for all requests for access to confidential employee information.

Most employers do not allow employees access to their personnel files except as required by law. Typically, individuals requesting permission to review their files may do so under proper supervision but may not copy, add, or removeinformationwithoutexpresswrittenpermissionfromanauthorizedcompanyrepresentative.

There is recruitment software available for tracking applications, usuallyoffering a database and electronic application formats that can be utilizedon your company Web site. These systems are beneficial when dealing with numerousapplicants.

MarkWade

30

Employers are required to verifyemployees’ identity and eligibility towork in theUnitedStatesbyhavingthemcompleteFormI-9,EmploymentEligibility Verification. Form I-9 can be downloadedfromtheU.S.Citizenshipand Immigration Services (USCIS),Department of Homeland Security,Web site: http://uscis.gov/graphics/formsfee/forms/i-9.htm. USCIS alsohas an easy-to-read informationalbulletin entitled “Handbook forEmployers” (M-274) that describestheI-9process;itcanbeviewedandprinted at http://uscis.gov/graphics/lawsregs/handbook/hnmanual.htm.

It takes approximately five minutes to complete Form I-9. Have theemployee complete Section 1 onthe first day of work. You may allow

Form I-9: Employment Eligibility Verification

There are some critical issuesassociatedwithFormI-9:

• Every employer must have a

currentI-9oneachemployee.

• Form I-9 should be completed

only after the individual has

accepted employment. Asking

all candidates to complete an

I-9 could lead to charges of

discrimination;therefore,stateon

yourapplicationthatemployment

is contingent upon verification of

employmenteligibility.

Form I-9 must be kept by the employer either for three years after the date of hire or for one year after employment is terminated, whichever is later.

the employee up to three workingdays to produce the requireddocuments. Once they are verified, complete Section 2, yourself,verifying that documents providedby the employee satisfy the identityand eligibility requirements from a

Critical Issues with Form I-9

• According to federal law,you and your staff may notadvise employees as to whichauthorizationdocumentstosub-mittosatisfytheI-9requirements.Sayanewemployeeaskswhatdocuments are needed, and amemberofyourstaffasksfortheemployee’s driver license andSocialSecuritycard.What ifhedoesnothaveoneortheother?Wouldyourstaffknowthatotherdocuments are acceptable?Provide the new employee a copy of the reverse side of

listingofacceptabledocuments;i.e.,

one document from List A, or one

documentfromListBalongwithone

documentfromListC.Acompletelist

ofacceptabledocumentsappearson

thebackofFormI-9.

MarkWade

31

Form I-9, which specifically lists the various documents that willsatisfytherequirements.

• Employers have the right tophotocopy the documents pro-videdbytheemployeetosatisfythe I-9, but USCIS does notspecify that you must. But beconsistent: copy everyone’s ornoone’s.

Ifyoudomakecopies,keepthemseparate from the completed forms.That way, if USCIS asks to see theemployee’s I-9 documentation, youwill not have to hand them the per-son’s complete file; if you do provide them the complete file, they are privilegedtolookatallcontents.

Some attorneys suggest thatyou not photocopy I-9 documentsbecause,whileyoumustinspectthemanddetermineiftheyaregenuine,you

arenotaforgeryexpert.Ifadocumentpresented by the employee looksreasonablyauthentic,youacceptit;ifnot,youasktheemployeetosubmitanother document from the list. Ifyoumakecopiesandyourcompanyis audited, the USCIS may use thecopies to assess validity—and tosecond-guessyourjudgment.

On the other hand, some attor-

neys strongly recommend that

you photocopy the I-9 verification

documents. Their rationale is that,

intheeventofaUSCISaudit, itwill

demonstrate your intent to work

withinthelegalsystem.

Maintain I-9 files separate from

personnel files. Upon notice to your

company,USCISinspectorshavethe

right to inspect I-9 documents and

accompanyingdocumentation.

TheSocialSecurityAdministration(SSA)isresponsibleforensuringthatSocialSecuritynumbersandnamesmatch. The process begins whenan employee completes InternalRevenue Service (IRS) Form W-2thatliststhenameofthepersonandtheirSocialSecuritynumber.Acopyof theW-2 issent fromIRStoSSA.IftheinformationprovidedontheW-2 does not match what is on file with SSA,theemployerissentawarningletter indicating a mismatch. How-ever, a mismatch does not meanthe employer should terminate theemployee.

SSA Warning Letters: When Names and Numbers Don’t Match

There are many reasons why

namesandnumbersmaynotmatch.

It might be because a number has

been transposed, or because a

hyphenhasbeenleftoutofaname.

Mismatches also can occur when

someone marries or divorces. But

while a mismatch simply may result

fromaharmlesserror,youshouldbe

concerneduntilthematterisresolved.

Youremployeemayhavecompleted

FormI-9illegallyandisnotauthorized

toworkintheUnitedStates.

Attorneys recommend that younotifyyouremployeeuponreceiptof

32

awarningletterstatingthatSSAhasindicated that his name and SocialSecuritynumberdonotmatch.Givetheemployeeacopyoftheletterandadvise him to correct the situationdirectly through SSA. Inform theemployee that youarenotifyinghimjust as you were notified by SSA, and stress that he must resolve thediscrepancy.

New Hire Reporting: Tracking Parents Who Owe Child Support

Sign and date the SSA letter,indicating that you have notified the employee, and have the employeesign it to document notification; place the signed letter in his personnelfile. Attorneys also recommend that you give employees a reasonableamountoftimetonotifyyouoncetheproblemisresolved,andtoreviewI-9documentation if theemployeeused

Federal and state governmentswork cooperatively to track themovementfromjobtojobofparentswho owe back payments for childsupport.Complete informationaboutthe Indiana New Hire ReportingCenter can be found at https://newhirereporting.com/in-newhire/default.asp. The site includes thereportingformthatemployersusetonotifytheIndianaNewHireReportingCenter.

Employersarerequiredtosubmitinformation on new hires within 20daysofthehiredate.Theterm“newhire” includes a first time hire as well as any former employee rehiredafterlayoff,anemployeereturningtowork following leavewithoutpay,oran employee rehired after previoustermination.You may send the newhire form by U.S. mail or fax, (317)612-3036or(800)408-1388,orusethe online registration form on theIndiana New Hire Reporting CenterWebsite.IfusingU.S.mail,sendtheformtothefollowingaddress:

Indiana New Hire Reporting CenterP.O. Box 55097Indianapolis, IN 46205-5097

You may report new hires electronically, by fax, or by U.S. mail. The Indiana New Hire Reporting Center Web site will guide you through the process.

a Social Security card to establisheligibility to work in the United

States.

33

“Employment-at-will” means that either the employer or theemployeemayterminatetheemploymentrelationshipatanytime,withorwithoutnotice,andwithorwithout cause.However, thisapparently straightforward employee/employer relationship maybe subject to and modified by other laws. When relying on the employment-at-willstatusofanemployee,youmustbecarefulnottodiscriminate,retaliate,orbreakacontract.

Child Labor Regulations: Restrictions on Jobs and Hours

Indianalawallowsbusinessestoemployminorsiftheyareatleast14yearsold.Ifyouhireaminoraged14–17,youmustsatisfymultiplerequirements:

• Secure, from school officials, an employment certificate (right) documenting that theminoriseligibleforemployment.

• Knowthenumberofhoursaminorisallowedtowork.

• Be aware of limitations on the kinds of workminorsmayperform.

• Post a child labor employment poster.

• Submit a termination notice (located on thelower third of the Employment Certificate) to the minor’sschoolupontermination.

Minors include students enrolled in public orprivate schools as well as those who are homeschooled. Employers can obtain specific information regarding laws pertaining to the employment ofminorsbygoingtotheIndianaChildLaborBureauWebsite:http://www.in.gov/labor/childlabor.

Employment-At-Will: No Notice, No Reason, No Cause

CindyGerber

34

Discrimination

Civilrightslawsprotectemployeesfrom discrimination based on race,age,gender,nationalorigin,disability,etc., in the hiring and terminationprocess.

Retaliation

An employer must not retaliateagainst employees for engaging inprotectedactivitiessuchas

• filing a workman’s compensation claim.

• asking for medical assistanceforinjuriessustainedonthejob.

• threatening or filing a lawsuit againstthecompany.

• becominga“whistle-blower.”

• missingworkduetojuryduty.

• refusingtoperjurethemselvesincourt.

• helpingformaunion.

• refusingtodohazardouswork.

Breaking a Contract

Some employment and unioncontracts,byrelyingontheemployee-at-will status, make terminationdifficult. For instance, some contracts contain progressive disciplinarypolicies that require employersto follow a series of steps prior totermination(e.g.,oralwarning,writtenwarning,suspension,termination),orrequirethatemployeesbeterminatedonly“forcause.”

or written. Often a union will initiate

unfair labor practice proceedings

with the National Labor Relations

Boardonbehalfof terminatedunion

employees,especially if it isalleged

that they were terminated for taking

part in union activities. There are

various time frames during which

legal actions must be filed.

Employees who believe theywere terminated unlawfully haverecourse despite their at-will status.For instance, they may file a wrongful termination suit if they believe theiremployer discriminated or retaliatedagainst them. Employees may file a breach-of-contractsuitiftheybelievetheir employer did not honor anemployment contract, either implied

35

Defending legal action is not

cheap. The cost of defending

against employee litigation claims

ranges from $20,000 to $200,000

per case. The average jury award

for wrongful termination based on

racial discrimination is $750,000;

age discrimination, $550,000; and

disability discrimination, $380,000.

Prevailing employees might also

recover attorney fees and back

pay, and they may be reinstated to

their former positions; in addition,

juries often require employers to

compensatetheemployeeforemo-

tional distress and to pay punitive

damages. Obviously, complying

with discrimination laws in an at-

will relationship goes a long way in

protectingyourcompany.

Youhaveheardaboutthesecasesorreadabouttheminthenewspaper:Anemployeekillsanotheremployee,a service technician assaultsa customer, a coworker makessexually explicit comments, or anintoxicated employee causes anaccident that claims innocent lives.While these situations may notappear to spell legal problems forthe employer—because, after all, itwas the employee who committedthecrime—thecourtssayotherwise.In some states, statutes provide

Negligent Hiring and Retention: You Should Have Known

for lawsuits against employers fornegligenceinthehiringorretentionofthese employees. Plaintiffs contend that, had the employers researchedtheseemployees’criminalanddrivingrecords and contacted professionalreferencesandprioremployers,theywouldhaverecognizedtherisks.

Courts have generally held thatemployers are obligated not to hireemployees with abusive, combative,belligerent, or violent tendencies.Those who file negligent hiring suits (i.e., those who are injured by anemployee) allege that the employerfailed to meet his obligation to duecare.Thesetypesofcasescanoccurunderavarietyofscenarios.

I knew, but I hired him anyway

This scenario occurs when anemployer hires someone, knowingthereissomethingintheemployee’spast that could threaten the currentworkforce—for instance, the indi-vidualhasbeendisciplinedforsexualharassment.Theemployerwasawareof the incident but hired the person

An employer checks a prospective employee’s criminal record and driving history.

MarkWade

36

anyway, thinking that the employeehad learned his lesson. One day atwork, the employee gropes a co-worker. The coworker may havegrounds against the employer forknowinglyhiringanemployeethatheknewhadapropensitytoharass.

I did not know, nor did I check

This is a case where negativeinformation on an employee (e.g.,a criminal conviction) was readilyavailable, but the employer failedto make the necessary inquiry. Forinstance,acustomerwhoisassault-edbyyourtechnicianmayhavevalidgrounds foranegligenthiringactionif you knew or should have knownabout the person’s prior assaultconviction. If you are in charge ofhiring, always conduct thoroughbackgroundchecks.

I checked, but I did not know

The employer unknowingly hireda person with a problem past. Theemployer had checked all sourcesregarding the employee’s back-ground but, despite his diligence,nothing of significance was revealed. In this situation, the employer mayhave a valid defense against anegligent hiring or retention action.That is, theemployerdideverythingwithin reason to identify a problem

beforedecidingtohiretheperson.

I knew what the employee wasdoing, but I failed to act

Ifanemployeecommitsanoffenserepeatedly and the employer doesnothingabout it, thevictim—afellowemployer or a customer—may bejustified in holding the employer

responsible.

Asanemployer,youareobligedtoassurethatemployeesdonothaveahistoryof

drunkdriving,abusiveorviolentbehavior,oroffensiveconductsuchasharassment.If

youfailtoconductthoroughbackgroundchecksbeforehiring,youcouldbeliablefor

youremployees’actionsonthejob.

Thereisnoplacefornegligenceinhiring.Certainlyyouwanttoavoidlitigation,but

asanemployeryoualsomustberesponsibletootheremployees,customers,andthe

communityindecidingwhichpersontohire.Alwayscheckreferences.Ifareference

hesitatesor refuses toansweraquestion, theremaybeaproblem.Beprepared to

pushfortheanswer.

Runcriminalbackgroundchecksandinvestigatethecandidates’drivinghistories.

Askpermissiontodoadrugtest;ifapersonrefuses,theremightbeareason.Keep

goodrecordsoneverystepyoutaketodetermineanapplicant’ssuitabilityforthejob.

Evidenceofyourdiligence inseeking informationonprospectiveemployeeswill be

valuableifyouarelaterfacedwithanegligenthiringorretentionlawsuit.

37

Privacy is a major issue working its way through the courts. Doemployeeshavearighttoprivacyatwork? Do employers have the rightto view e-mails sent and receivedbyemployeesandtocheckoutwhatWebsites theyarevisiting?Are thecontentsofanemployee’sdeskandfiling cabinet off-limits to employers?

Generally speaking, employersmay monitor their employees’ e-mail and Internet usage. However,employeesshouldbemadeawaresotheywillnotassumeprivacyintheseareas. Most employers enforce andreinforceinternalpoliciesaddressing

Employees’ Right to Privacy

employees’ right to privacy in theworkplace. For example, you mayhave a policy on personal use ofcompanyequipmentandtechnology.Companypolicyagainstpersonaluseofthetelephones,voicemail,e-mail,and the Internet makes privacy alesserissue.

Employeesearchandsurveillance

alsocanbecomeanissue.TheU.S.

ChamberofCommerceestimatesthat

U.S. businesses lose approximately

$40 billion per year from employee

theft. To fight this trend, the courts

have allowed random searches of

lockers,desks,suitcases,toolboxes,

work areas, etc., with justification and

advanced notice. Employees should

have no reasonable expectation of

privacy in areas where work is the

primary function and where rules

described under company policy or

in the company manual state that

inspectionscanandwilloccur.

Employersmayusephotographic

and video surveillance equipment

to monitor employees and visitors

to company facilities. But you must

have a compelling business reason

tomonitoremployeesandmustnoti-

fy them in advance that electronic

monitoring may occur. Employees

may sue for invasion of privacy, but

theymustbeabletoshowthat their

reasonable expectation of privacy

outweighs the company’s justifica-

tionofsurveillance.

Clearly state your policy regarding personal use of company computers. Make sure all employees know the rule and fully understand the consequences of misuse.

ArleneBlessing

38

Non-compete provisions in em-ployment contracts are used toprotect a company’s future interestsby defining what employees may and may not do after leaving thecompany. The rationale is to keepformer employees from revealingproprietary and confidential infor-mation to competitors. Most com-paniestailornon-competeprovisionsto specific positions.

Non-Disclosure ClauseThis clause prevents former

employees from sharing confidential information with anyone outside thecompany. Examples of confidential information include price lists,business and marketing plans,marketing strategies, employee payrates,andcustomerlists.

Non-Compete Provisions: Restricting Employees’ Right to Work

Non-Solicitation Clause

This clause prevents formeremployees from soliciting thecompany’sclientstofollowthemtoanewemployer.

Non-Interference Clause

This clause prevents formeremployees from trying to recruittheir formercoworkers to leavetheirpositions with your company to joina new company or a competitor; itisalsoknownas“Non-SolicitationofCurrentEmployees.”

Non-Compete Clause

This clause prohibits formeremployeesfromcompetingwithyourcompany for a specific period of time withinageographicareayouserve.Italsomaybanformeremployeesfrom

Legality of Non-Compete Provisions

Non-compete agreements are

aimed at preventing former employ-

ees from taking your company’s

valuable and confidential information

(businessplans,customerlists,price

lists) to your competitors. However,

courtsviewthemcautiouslybecause

they may limit a person’s ability to

makealiving.

Instateswherevalidnon-competeagreements are enforceable, theagreement must be valid for areasonable duration and must state

employment with your competitors.

Some states do not allow non-

competeclauses;othersthatdoallow

themstipulatethewordingthatmust

beused.

Non-Disparagement Clause

This clause restricts former em-

ployees from spreading negative

informationthatcouldbedetrimental

toyourcompany.

reasonable limitations. Prohibiting

someone from competing with you

indefinitely is not reasonable. Non-

competeagreements for technicians

generally are invalid because

technicians normally are not privy

to vital company information. The

primary purpose of non-compete

agreements should not be to keep

employees from leaving your

company nor to block competition;

rather,theyshouldbeusedtoprotect

legitimate proprietary or confidential

businessinterests.

39

Many hiring and employee retention issues have evolved from legal

opinions rendered by the courts, regulations written by state and federal

agencies, and good business practices promoted by attorneys and human

resource consultants. Finding the best person to hire takes considerable

timeandeffort.Screeningcandidates,diggingthroughmultipleresumésand

employmentapplications,listeningintentlytowhatcandidateshavetosay—

andwhattheydon’tsay—anddecidingwhichpersontohireistime-consuming

andchallenging.Butconsideritaninvestmentinyourcompany’sfuture.

Conclusion

Your hiring decisions form the basis for how others view you and your

business.Youremployeesrepresentyoutocustomers,peers,andcoworkers;

andtheymaysomedaybecomeleadersinyourcompany,sochoosewisely.

There are numerous reasons why you might neglect to develop a welldefined hiring process:

• “Weareasmallcompany.”

• “Ineedsomeonenow.”

• “Noneedtolookfurther.Wehavefoundthebestperson.”

• “Iknowthisperson.”

40

TheauthorsthankStephenAdduciforhisillustrationsandthefollowingindividualsfortheirtimeandexpertiseinreviewingthispublication:

Ifyourcompanyissmall,youprobablywearmanyhats.Buta littlemoretimedevotedtorecruiting,selecting,andhiringcouldsaveyouawholelotoftimelateron.

Somebodyoncesaid,“Thereisnevertimetodoitright,butthereisalwaystimetodoitover.”Historyteachesusthattakingthetimetohiretherightpersongoesalongwayinpreventingtheextratime,effort,andanguishinvolvedindealing with “fixing” or replacing a poor hire.

Regrettable situationsoften stem fromhiring thewrongperson: reducedemployee morale, rude or inappropriate behavior, lost customers andopportunities, wasted time and dollars in training and development, orincreasedsupervisoryexpense.Hiringtherightpersoncanhelppreventlegalactionsagainstthecompany.

Strive forexcellence in recruitingandhiring,andexcellencewillcometoyou.Timeinvestedinmaximizingemployeerecruitmentandretentionistimegained for employee development and profit maximization. It’s that simple!

Acknowledgments

LindaRucks,SoutheasternAerialCropService,Inc.

EmmettRussell,KSWB

JoAnne Sandifur, Purdue University

ElizabethShaffer,JFNew

CarrieDoveStorer,DowAgroSciences

JoesphvonWahlde,JFNew

TraceyWeatherwax,JFNew

MarkWester,WesterCitrusCaretaking

Tonya Byrd, Purdue University

JenniferLemler,JFNew

KathleenMartin,JFNew

KimberliMock,ElectronicCommerce,Inc.

ScottNamestnik,JFNew

Pamela Nesbitt, Purdue University

MichaelNicholas,1stSourceBank

DeborahOttsen,CroweChizekandCompany,LLC

Angie Robinson, The Eastridge Group of Staffing Companies

41

Appendixes

APPENDIx 1,JobAnalysis.................................................................................................................. 43

APPENDIx 2,ApplicationforEmployment.......................................................................................... 49

APPENDIx 3,InterviewRatingForm................................................................................................... 59

APPENDIx 4, Questions for Prior Employers ...................................................................................... 61

APPENDIx 5, Reference Checks and Prior Employment Verification ................................................. 63

APPENDIx 6, New Employee Performance Review ........................................................................... 65

43

JobAnalysis

Your Company Name

MainOfficeStreetAddress

City,State,ZIP

Positiontitle:

Department:

Joblocation(address):

Immediatesupervisor:

Datethepositionwillbeavailable:

o Exempt (not eligible for overtime) q Nonexempt (eligible for overtime)

o Full-time Positiondescription o Part-time preparedby o Seasonal Effectivedate: o Other Positiondescription revised by Effectivedateofrevision:

SAMPLEAPPENDIx 1

(continued)

44

I. Jobsummary

Explainwhatkindofworkthepositionincludes.Limityoursummarytothreesentences.

II. Essentialfunctions

A. Choosethreetofiveessentialjobfunctions—worktheemployeewillbeexpectedtoperform—anddescribethemainactivitiesandresponsibilitieswithineach:whatistobedone,howitistobedone,andwhyitistobedone.Alsostatethepercentageofjobtimethatwillbedevotedtoeachfunction.

Describesixtoeightdutiesundereachfunction,statingthemethods,procedures,andtechniquesrequiredtoperformthem.Begineachsentencewithanactionverb,andkeepsentencesshortandtothepoint.

1.

2.

(continued)

45

3.

4.

5.

B. Listnoncriticaljobfunctionsandotherdutiesthatmaybeassigned.

(continued)

46

C. Stateperformancerequirementssuchaspunctuality,dependability,andtheabilitytowork well with others in a team environment.

III. Physicaldemandsoftheessentialfunctions

A. Isheavyliftingrequired? rYes rNo

Explain:

B. Isworkingindoorsinvolved? rYesrNo Outdoors? rYesrNo Both? rYesrNo Willtheemployeehavetoworkinclosespaces? rYes rNo

Explain:

C. Istheresignificantwalkinginvolved? rYesrNo Driving? rYesrNo Standing,sitting,orkneelingforlongperiodsoftime? rYesrNo

Explain:

IV. Workingconditions

Doesthepositionrequireeveningorweekendwork? rYes rNo Same-day(beyondeighthours)travel? rYesrNo Overnighttravel? rYesrNo Explain:

(continued)

47

Willtheemployeehavetodealwithcustomersone-on-one? rYesrNo

Explain:

Willtheemployeehavetomakepresentationstogroups? rYesrNo

Explain:

V. Equipmentrequiredforthejob

Listequipmenttheemployeewillberequiredtooperate.Describetrainingontheuseofindustry-specificequipment.

VI. JobQualifications

A. Listqualificationsthatarerequired,thenthosepreferred.Forexample,youmightrequireadriverlicenseandoneyear’srelatedworkexperience;butyoumightpreferacommercialdriverlicense,twoyears’experience,familiaritywithpertinentequipment,andpesticideapplicatorcertification.

Required:

Preferred:

(continued)

48

B. Providethejobtitle(notthename)ofthepersonwhowillsupervisetheemployee,andindicatethelevelofsupervisiontheemployeewillreceive.

C. Describethelevelofsupervisiontheemployeewillberesponsibleforprovidingother employees.

End

49

NOTICEtoapplicantsapplyingforpositionsthatinvolvedrivingacompanyvehicle:

If you have been convicted of driving under theinfluenceofalcoholordrugs,youmaybedisqualifiedfromemploymentduetoinsuranceconstraints.

APPLICATION FOR EMPLOYMENT

[your company name]A Drug and Alcohol Free Workplace

An Equal Opportunity Employer

A Violence Free Workplace

Equal access to programs and services is available to all applicants. If you need assistance in completing this form, or if you require reasonable accommodations during the employment interview process, please notify the company manager or a representative of the human resources department.

~ PLEASE PRINT ALL INFORMATION ~

Name

Name you go by

Mailing address

Telephonenumberwhere Alternativeyouprefertobereached telephone number

Fax number E-mail address

Applicationisforthefollowingposition(s):

Thecompany’sreceiptofthisapplicationdoesnotconstituteajoboffer,nordoesitimplythatapositionisavailable.Thisapplicationwillremainactiveandonfileunlesstheapplicantaskstohaveitwithdrawn.

First Middle Last

StreetorP.O.Box

City,State,ZIP

FOROFFICEUSEONLY

Date submitted

Date reviewed

Reviewed by

APPENDIx 2

(continued)

50

WorkAvailability

Wereyoureferredtous? rYesrNo Ifyes,bywhom?

Haveyoueverappliedforajobwiththiscompany? rYesrNo

Answeronlyifthejobforwhichyouareapplyingrequiresadriverlicense:

Has any court of law or any government agency suspended, revoked, ormodifiedyourdriverlicenseinthelastfiveyears? rYes rNo

Areyoucurrentlysubjecttoanon-competeclause? rYes rNo

Ifyes,pleaseexplainthenatureoftheagreement:

Dateyoucouldbeginworkingifofferedajob:

Areyouunder18yearsold? rYes rNo

Areyoucurrentlyonlayoffstatus? rYes rNoIfyes,areyousubjecttorecall? rYes rNo

Areyouwillingtotravelifrequiredforthejob? rYes rNo

Areyouabletocompletetheessentialfunctionsofthepositionwithoutspecialaccommodations? rYes rNoIfno,whataccommodationsareneeded?

Days you would be availabletowork:

rMonday

rTuesday

rWednesday

rThursday

rFriday

rSaturday

rSunday

Checktheworkingarrangementsyouwouldaccept:

rFull-time rOn-call

rPart-time rSeasonal

rWeekends only rOther(specify)

(continued)

51

References

Listthreeemploymentreferencesnotrelatedtoyou:

Person’s Company Business Fax Years FullName Name PhoneNumber Number Known

PersonalInformation

SocialSecurityNumber: – –

YourSocialSecuritynumberwillfacilitateourrecordkeepingandminimizeerrorsinreferencetootherrecordsthat

areaccessiblebySocialSecuritynumber.YouhavearighttorefusetoprovideyourSocialSecuritynumber,without

penalty,ortorequestthatitberemoved.NOTE:Someemploymentapplications,suchasthosesubjecttoDepartment

ofTransportationregulations,mayrequireyourdateofbirthandSocialSecuritynumber.

Haveyoueverbeenconvictedofafelony(includecourt-martialconvictionsbutexcludeminortrafficviolations)?

rYes rNo

Ifyes,listthedate,charge,place,court,andactiontaken.Apriorconvictiondoesnotnecessarilyexcludeyoufrom

considerationforemployment,butthetypeofconvictionandwhenitoccurredareimportantconsiderations:

Haveyoupleadguiltytoorbeenconvictedofanytraffic-relatedoffenseswithinthepastfiveyears?

rYes rNo

(continued)

52

EducationHistory

Circlehighestyearcompleted: Undergraduate College, Grammar/HighSchool TradeSchool,BusinessSchool 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5

GraduateSchool Other(specify):

1 2 3 4 5

Degree Major GradePointNameandLocation Received (ormajorcourses) Average

HighSchool

Business,Trade,Correspondence

CollegeorUniversity

CollegeorUniversity

CollegeorUniversity

Ifyoudidnotgraduatefromhighschool,doyouhaveaGED? rYes rNo

Howmanyhoursperweekdidyouworkwhileinschool? HighSchool College

Listhonorsreceivedandofficesheld:

(continued)

53

WorkExperience

Company Name Employment Date

Job Title From /

StreetorP.O.Box To /

City rFull-Time rPart-Time

State,ZIP Hours/Week

Supervisor’sName Salary:$ per

Maywecontact? rYes rNo Telephone Number

BriefJobDescription/Responsibilities

Leftvoluntarily? rYes rNo LaidOff? rYes rNo Terminated? rYes rNo

Company Name Employment Date

Job Title From /

StreetorP.O.Box To /

City rFull-Time rPart-Time

State,ZIP Hours/Week

Supervisor’sName Salary:$ per

Maywecontact? rYes rNo Telephone Number

BriefJobDescription/Responsibilities

Leftvoluntarily? rYes rNo Laidoff? rYes rNo Terminated? rYes rNo

(continued)

rSeasonal

rSeasonal

(Month/Year)

(Month/Year)

54

ForeignLanguages

Listthelanguagesyouknowandputacheckmarkbeneaththecolumnheadingsthatapply:

Foreign Speak Knowledge Language Fluently Read Write of

SupervisorySkills

Haveyousupervisedotheremployees? rYes rNo Ifyes,when?

Describesupervisoryexperience:

ComputerSkills ProficiencyLevel

Hardware/SoftwareYouKnowHowtoUse Beginner Intermediate Advanced

Howmanywordsperminutecanyoutypeonacomputerkeyboard? WPM

DrivingInformation

Doyouhaveavaliddriverlicense? rYes rNo Doyouhavea validCDL? rYes rNo

DriverLicenseNumber CDLNumber

Listallstatesthathaveissued youadriverlicenseinthepast:

(continued)

55

ConditionsofEmployment

Readeachitemcarefullybeforeanswering.Ifyouhavequestions,pleaseaskforassistance.

IntroductoryPeriod

Ifyouarehired,youwillservea90-dayintroductoryperiod.Duringthe90days,everyaspectofyourworkwill

beevaluatedand,ifourstandardsarenotmet,youwillbeterminated.Completionofthe90-dayIntroductory

Periodisnoguaranteeofcontinuedemployment.

PermissiontoCheckReferences

Doyouauthorize(nameofcompany)tocontact Do you authorize your present and/or previous employer(s)

yourpresentand/orpreviousemployer(s) to provide information to (name of company) through the

throughperson(s)youhavelistedasreferences? person(s)youhavelistedasreferences?

Presentemployer(s)? rYes rNo Present employer(s)? rYes rNo

Previous employer(s)? rYes rNo Previous employer(s)? rYes rNo

PermissiontoVerifyInformation

Doyouauthorize(nameofcompany)toverifyinformationprovidedonyouremploymentapplicationrelevantto

youreducation,publicrecordsofcriminalconvictions,andBureauofMotorVehiclerecords? rYes rNo

PhysicalExamination

Doyouunderstandthatoffersofemploymentforcertainpositionswithin(nameofcompany)arecontingentupon

thesuccessfulcompletionofamedicalexaminationbyaphysiciandesignatedby(nameofcompany)atasitealso

designatedbythecompany? rYes rNo

DrugandAlcoholScreening

Doyouunderstand thatyoumaybe required tosubmit toapre-employment test fordrugsand/oralcoholas

permittedbylaw? rYes rNo

(continued)

56

FormI-9,EmploymentEligibilityVerification

CanyouprovideproofofeligibilitytoworkintheUnitedStates? r Yes r No

WorkRequirements

Do you understand that, if hired, you may be

• requiredtoworkovertime? r Yes r No

• requiredtoworkweekends? r Yes r No

• subjecttootherconditionsofemploymentsuchascompanyrulesandpolicies? r Yes r No

StateandFederalCertification

Do you understand that, if hired, your jobmay require that you pass certain pesticide applicator certification

examinations,tradeassociationcertificationrequirements,and/orthecommercialdriverlicensetest,andthatfailure

todosomayresultinterminationortransfer?

rYes rNo

Discrimination

Doyouunderstandthat(nameofcompany)willnottolerateunlawfuldiscriminationorharassmentandthatyou

haveadutytoreportanysuchactivitytothecompany?

rYes rNo

Doyouunderstand thatunlawfuldiscriminationorharassmentonyourpart towardothersmaybegrounds for

termination?

rYes rNo

(continued)

57

Employment-At-Will

Indiana is an “employment-at-will” state. This means that an employee may leave employment at any time, with or

withoutcause,andwithorwithoutnotice;further,itmeansthat(nameofcompany)hasthesamerighttoterminate

anemployeeatanytime,withorwithoutcause,andwithorwithoutnotice.Doyouunderstandthisdefinitionofan

“employment-at-will”state? rYes rNo

FalseStatement

Doyouunderstandthatfalsificationofthisapplicationorfailuretoprovideinformationrequestedmaybecausefor

yourdenialoforterminationofemploymentwith(nameofcompany)? rYes rNo

ConfirmationofInformationProvided

Do you understand that, by signing below, you are declaring all information provided on this application for

employmenttobetruetothebestofyourknowledge? rYes rNo

Printed Name

Signature

Date

End

59

InterviewRatingForm

Excellent Average Poor

Howwelldoestheinformationyouwereabletoconfirm

reflecttheinformationgivenbythejobcandidateonthe

applicationform? ................................................................... r r r

Howwelldotheapplicant’sgeneralqualificationsmatch

thosenecessarytoperformthework?.................................... r r r

Howdoyouratetheperson’sskillspertinenttothejob?...... r r r

Howdoyoufeelaboutthispersonworkingforyou?............ r r r

Howdoyouratethecandidate’sabilitytocommunicate

conceptsandideas?................................................................ r r r

What is the likelihood that this person will work well

withyourpresentstaff?.......................................................... r r r

What is your level of optimism as to whether or not this

personwillworkwellindependently? ................................... r r r

Howdoyoufeelabouttheapplicant’spotentialto

dealpositivelywithyourcustomers? .................................... r r r

APPENDIx 3

End

61

APPENDIx 4

(continued)

QuestionsforPriorEmployers

Important:Do not call the applicant’s current employer without verified consent, even if listed as areference.

An“X”representsthenameofthejobapplicantanywhereitappearsonthisdocument.

• HowlonghaveyouknownX?

• HowwouldyoudescribeyourprofessionalrelationshipwithX?

• WhenwasXhiredbyyourcompany?

• WhydidXleaveyourcompany?

• WasX’sdeparturevoluntary?

• Whatposition(s)didXholdwithyourcompany?

• WhatwereX’sdutiesandresponsibilities?

• DidXreceivefavorableperformanceevaluations?

• WasXaresponsibleandtrustworthyemployee?

• HowwouldyoudescribeX’sworkethic?

• DidXinteractpositivelywithotheremployees?

• HowwouldyoudescribeX’sjobperformancecomparedtothatofotherswhodothesamework?

• BasedonyourknowledgeofX’sskillsandqualifications,doyoubelieveXwouldperformeffectively in this(nameof)position?

• PleasedescribeX’sbestattributes

• PleasecommentonX’s

- writtenandoralcommunicationskills.

- reliability.

- dependability.

- ability to assume responsibility.

- potentialforadvancement.

- degree of supervision needed.

- overall attitude.

- ability to work with management.

- ability to get along with peers.

- unfavorablequalities.

62End

• HasXeverbeenconvictedofacrime,asfarasyouknow?

• HasXevershownanyviolenttendencies?

• WasXeverdisciplinedforharassmentordiscriminationwhileunderyouremployment?

• WasXeverreportedordisciplinedforcarelessdriving?

• WasXeverinvolvedinanaccidentwhiledrivingacompanyvehicle?

• WouldyourehireX?Pleaseexplain.

• Isthereanythingyouwouldliketoadd?

63

ReferenceChecksandPriorEmploymentVerification

CandidateInformation

Nameofcandidate

Position Date ofapplied for interview

Person who interviewedtheapplicant(nameandtitle)

Basicbackgroundinformationontheapplicant

ContactInformation

Company City,State

Company phone

Personalcontact’sname and title Contact’sBusiness phone Home Cell

SummaryofInformationReceived

APPENDIx 5

End

65

NewEmployeePerformanceReview

NotetoEmployee:Yourcommentsarewelcomedandencouraged. Pleaserequestaseparatesheetofpaper.

1 = Outstanding2=AboveStandard3=Standard4=BelowStandard5=Unacceptable

Rating

30Days 60Days 90Days

Job knowledge ..................................................

Quality of work ................................................

Quantity of work ..............................................

Teamwork .........................................................

Publiccontact ...................................................

Supervisionrequired ........................................

Communication ................................................

Adherencetocompanyprocedures ..................

Workattendance ...............................................

Punctuality........................................................

Personalappearance .........................................

Comments

30Days:

60Days:

90Days:

Employee’sSignature Date

Supervisor’sSignature Date

End

APPENDIx 6

Thecontent of this publication is for educational purposes only.Theauthors’ view has not been approved by

any governmental agency or business. The publication is distributed with the understanding that the authors

are not engaged in rendering legal or other professional advice, and that the information contained herein

should not be regarded or relied upon as a substitute for professional or legal consultation.The use of infor-

mationcontainedherein,byanyperson,constitutesanagreement tohold theauthorsharmless forany liabil-

ity,claims,damages,orexpenses incurredasa resultof reference toor relianceon the informationprovided.

It is the policy of the Purdue University Cooperative Extension Service, David C. Petritz, Director, that all persons shall have equal opportunity and access to the programs and facilities

without regard to race, color, sex, religion, national origin, age, marital status, parental status, sexual orientation, or disability. Purdue University is an Affirmative Action employer. This

material may be available in alternative formats.

1-888-EXT-INFO

http://www.ces.purdue.edu/new

New 09/05

PURDUE AGRICULTURE

PPP-69