When it comes to adding the right people to your staff, there is no such thing as being too careful. But how do you know you chose well until you actually hire someone and they start working for you?

The interviewing and screening process is your chance to establish expectations, measure skills and abilities, and determine who is the best fit for the job and your company.

Screening starts with careful resume review. Be on the look out for:

• Effective communication skills
• Careful attention to grammar and punctuation
• Large gaps in employment
• Clear and concise statements

Even font and color choices can tell you a great deal about a candidate. Note also what is left out of a resume. What is he or she not saying? Are the skills and work experience you need mentioned in the list of qualifications, or not? If you need to measure skills through an assessment test, do so before going any further.

If you like what you see, a short screening call can tell you whether to continue to a face-to-face interview. Schedule the call ahead of time. Keep it to just a few minutes. Note whether or not the candidate is on time and prepared to speak with you. Ask candidates about their current positions, if they are currently employed, as well as why they are seeking a new job. Find out what they are looking for, and what sets them apart from others. Pay attention to the level of enthusiasm the person has, his or her ability to express what they do for their current employer, and whether they can sell themselves.

If you choose to continue in the interview process, it becomes more important that the candidate fits your company’s culture. Of course, that has to be well-defined first. But it’s hard to go wrong when you hire a person who is motivated, has a positive attitude, a great work ethic and ability to work well on a team.

Before you offer the position, be sure to run a pre-employment background check. Employee screening can limit your exposure to security breaches and safety issues, while protecting your company and staff from harm.

Finding the right employees leads to much greater productivity, less turnover and lower costs. It’s worth the investment of your time and effort.

They say “Dog Bites Man” is not news, but “Man Bites Dog” is. In an unusual case in Pennsylvania, a fast-food employee pulled a gun out and pistol-whipped a customer. Why? Because he was taking too long to place his order.

Sad, but true. The customer suffered a concussion and other injuries and, not surprisingly, sued KFC. Among other claims, the customer said KFC was negligent because they had not conducted a background check on the employee, and should have known he had a propensity for violence.

KFC did have a policy in place prohibiting employees from bringing weapons to work, but only conducted employee screening on candidates for management positions. The federal district court in Pennsylvania rejected the customer’s claim and said KFC was not legally required to conduct criminal background checks on front line employees. In addition, a background check would have revealed that the employee did have two convictions for nonviolent crimes on his record—but not that KFC could have known he would bring a gun to work and use it.

While not legally required, conducting background checks on employees is still a sound practice. Putting your business, your customers and staff at risk can leave you liable in certain circumstances. While the owner of this KFC did not have to pay damages to the plaintiff, the story could have had a much more serious ending—and nobody wants to put their customers at risk for their lives.

This summer, a bill was introduced in the U.S. House of Representatives that would prohibit an employer from inquiring whether an applicant for employment has been convicted of a criminal offense. The federal “Ban the Box Act” allows for two exemptions: when a conditional offer of employment has been made or if granting employment could pose unreasonable safety risks to specific individuals or the general public.

If the bill passes, the Equal Employment Opportunity Commission (EEOC) would be required to issue rules and guidelines for employers to follow. They would define the categories in which an applicant’s criminal history would pose such a safety risk, and the factors to consider when making the determination that hiring an individual poses unreasonable risks.

The bill’s sponsor is Representative Hansen Clarke (D-MI), who has said the goal is to curtail recidivism, since individuals with criminal histories who cannot get jobs are more likely to commit additional crimes. Co-sponsors of the bill are John Conyers, Bobby Rush, Charles Rangel, Frederica Wilson and Keith Ellison.

According to GovTrack.us, a website that provides information on pending legislation and members of Congress, the bill is currently is in Committee, awaiting a report. The site’s prognosis is that the bill as a 2% chance of being enacted, mostly because just 4% of all House bills in 2009 – 2010 were enacted.

“The Box” refers to the area on an employment application where applicants are required to check a box if they have been convicted of a crime. Many states and municipalities across the U.S. have enacted such bans for themselves and employers of certain sizes. Some prohibit criminal background checks and employment screening until a conditional employment offer has been issued. Others allow criminal history checks if a conviction is related to the position.

Employers should check the laws in their localities, and utilize only a professional, trusted background check provider such as CriminalData.com.

Think you know what makes your 20- to 30-year-old employees tick? Many older bosses believe that this group values the security of a big corporation, with strict schedules and lots of rules—but they are mistaken.

A new study by PayScale.com, a salary-comparison site, says that Gen Ys, born between 1982 and 1993, are more entrepreneurial, and would rather work in looser environments, with flexible policies and more freedom to make decisions. The study’s other findings shed light on this highly educated, social media-focused group:

Education level:

• Percent of Gen Ys with bachelor’s degrees: 63.
• 12.8% of Gen Ys have earned master’s degrees.
• Percent with high school diploma only: 3.

Company size:

• Gen Y work force employed by small companies (less than 100 employees): 47%.
• Percent employed by companies with 1,500 or more employees: 23.
• Median years with employers: 2 (compared to 7 for baby boomers).

The most common job skills reported by Gen Ys were software, blogging, social media optimization, press releases and Polymerase Chain Reaction (PCR) analysis. These skills are most likely to be utilized in online marketing and media positions—except for PCR analysis, which is biochemical-related. Considering that this generation grew up with computer technology, it’s not surprising that they are comfortable with social media.

This group also embraces science and engineering. Common majors include neuroscience, chemical engineering, petroleum engineering and bioengineering, which also pay better than many fields. Only 15% of Gen Ys are currently working at the management level, according to the study, but most are very entrepreneurial, ready to start businesses without much hesitation.

Employers can harness the creativity and drive of this group by providing challenges, offering flexibility and including them on decision-making. Tap into their entrepreneurial streaks by asking for input on new products, sales and marketing channels, and technology. And don’t let too-stodgy rules dampen their spirit and inspire them to look elsewhere for employment. Think about easing up on policies such as no social media while on the clock—you may find your Gen Y staff promoting your company and creating conversations!

Some employers are requiring employment candidates or new hires to complete personality and ability assessment tests—and the trend seems to be on the rise.

Pre-screening potential employees for their personality traits—along with their credit histories and backgrounds—is gaining popularity, as employers ramp up for hiring in an economy that still requires keeping costs down. Few firms can afford to invest in hiring and training new employees, only to have them not work out. They may want to be sure they’re hiring someone with the particular traits they need, or to avoid those traits that could mean a bad hire.

Hiring the right person with the right personality and abilities reduces turnover and the associated costs, which are estimated to be up to one year’s salary for certain professional positions.

Some employers wait until they’ve hired an employee to conduct the test, so they can match them to the tasks they’re well suited for. Others use them to screen candidates before hiring. They don’t move forward with the interviewing process unless an applicant has achieved a minimum test score.

Personality and ability tests benefit employees, too. They can reveal strengths, weaknesses and preferences they might not have known they had. For example, an applicant who is not well suited to customer service tasks likely fail in that position. Or a new employee may discover that they do their job better when they have sufficient planning time. Making that part of their workday can help them succeed.

Personality and ability assessments can improve how employees work together, as well. Sharing results, such as “Bill is communicator,” “Jane is a problem solver,” or “Michelle is a planner” can help everyone adjust their work style make things work more smoothly.

At first glance, whether to allow employees to use their personal smartphones and tablets for work purposes seems like a job for IT. But it can be a headache for the HR department and business owners, as well. Mobile devices are more popular than ever, enabling people to work from almost anywhere, around the clock. This is where it starts to get sticky from a personnel policy standpoint.

Non-exempt employees must be paid for any work they perform for an employer, whether or not they are onsite—and whether or not the employer knows about or authorizes their work. To avoid this potential nightmare, many firms have established policies against issuing company-paid devices to these workers and closely monitoring any use of personal devices. At minimum, a clear policy prohibiting the practice is required. Even exempt employees could be entitled to pay if they check messages or check in on projects while on vacation or a leave of absence, so be careful to communicate the policy at every opportunity.

Personal devices also leave companies at risk for a variety of lawsuits. The proliferation of texts and social media posts present the potential for liability, from sexual harassment to consumer retaliation. It’s important to maintain the same control over text messages as any written communication—even through texts are often viewed as less formal, and therefore not subject to established policies on sexual harassment and public statements.

Finally, employees’ personal devices can be conduits for sensitive company information. When staffers with access to such information are terminated, big problems can ensue. Even though it can wreak havoc if placed in the wrong hands, employers may not be entitled to access an employee’s personal device, either to capture information for use in legal proceedings or to wipe it clean. It’s best to limit access whenever possible, but that’s not always practical. When developing a personal device policy, include a release that workers agree to allow the company to recover data from their smartphones or tablets when they leave the company under any circumstances.

Be sure to include these issues when writing your company’s policy on workers using their personal devices at work. And if you haven’t yet instituted such a policy, you should consider making it a priority.

CareerBuilder, the online job-search site, released a report about the state of hiring in the U.S. for the rest of 2012. According to the report, things look good for job seekers—at least, when compared to 2011. Overall, jobs recovery is slower than in previous times of recession, but 44% of private sector employers plan to hire full-time, permanent staff through December 31, 2012. That’s an increase of 9% over the same period last year, and 16% over 2010.

The report’s findings were based on a survey of more than 2,000 hiring managers and human resources professionals across the country, spanning many industries and company sizes. Additional findings from the report include the following:

• Job listings now show more variety in terms of size of company and region. In 2010, “hiring activity… was driven by large employers in metropolitan areas,” said CareerBuilder’s CEO, Matt Ferguson. Today, jobs are being advertised in all industries and market and company sizes.
• Employers planning on hiring part-time employees through the end of 2012: 21%, up from 15% in 2011.
• Employers with 500 or fewer employees who plan on hiring full-time, permanent employees: 34%, up from 27% in 2011.
• Employers with 50 or fewer employees planning on hiring full-time, permanent employees through the end of 2012: 21%.
• Full-time, permanent hiring looks promising in all regions, with the West at 47% of employers, up from 35% in 2011; the South, 45%, up from 28%; the Northeast, 44%, up from 34%; and the Midwest, 40%, up from 32% in 2011.
• 7% of employers expect to downsize staff.

As far as industries go, 24% of new hires will be in customer service, 22% in information technology, 21% in sales, 16% in administrative, 13% in business development, 12% in accounting/finance, and 11% in marketing.

If you’re an employer who expects to hire new personnel in the next few months, be sure to perform due diligence on each new hire. Check references and perform employment screening checks to be sure that the person you hire is who he or she says she is, has the background you’re looking for, and is not hiding any criminal background information you need to know!

How can you tell which are the trustworthy employees in your company, and which are potential thieves? The news is filled with stories of companies who have been victimized by seemingly great workers—the ones who are always on time, helpful and friendly, who are also skimming cash out of the register or taking merchandise home every night.

Most business owners don’t realize they’re vulnerable until it’s too late. In fact, the Association of Fraud Examiners released a report stating that typically, employee fraud continues for 18 months before it’s discovered.

Employee fraud affects more companies than you might expect. And since 87% of these acts are committed by first-time offenders, pre-employment screening won’t always help. That doesn’t mean it’s not necessary for helping employers determine whether a prospective employee is a good fit, based on criminal background and credit history. But it is possible for a person with a clean record to be hired, only to commit fraud on the job.

Employee fraud might entail falsifying payroll records, embezzling from company bank accounts, taking a few dollars out of the cash register on a regular basis, stealing merchandise or helping other employees cheat the company by covering up their actions.

How can business owners protect themselves from employee fraud? Should you be suspicious of all employees? No, but keep in mind the three factors that must be present for fraud to occur: motivation, opportunity and rationalization. Some employees are motivated by greed; others, by need. Know your employees. Listen to their problems. Does one have a child with a drug problem? Does another have a gambling addiction?

Then, keep your eyes and ears open at all times to make sure your employees with motivation don’t have the opportunity to steal. Implement proper controls, such as dual signatures on checks. Keep tight controls on access to cash, and never allow the same person who counts the money to also deposit it in the bank.

Finally, eliminate the possibility for rationalization. If you are skimming cash from the register yourself, what does that say to your employees? And what about the employer who brags about cheating on his or her taxes? Some employees who commit fraud think it’s okay to steal from an employer they perceive as “rich,” or whom they feel is underpaying them. This isn’t to say that you need to pay employees high wages to prevent stealing, but paying them fair wages—and never bragging about your own financial situation—can help eliminate the rationalization of thieves.

If employees like and trust you, and feel respected and trusted, they are less likely to commit fraud.

What if that new employee you just hired is not who he or she said she was? Or if a long-term employee is found to be an imposter? Every day, all across the country, employees are hired with fake drivers licenses. In some cases, employers knowingly hire illegal immigrants or other individuals with phony identification, but in most cases, the employer doesn’t know until something bad happens.

Employers are required to complete a federal form (the I-9 form) and obtain two types of identification from new employees. Most often, they receive a drivers license and Social Security Card. Employers can call the Social Security Administration to verify a Social Security Number, but will only be told whether the card is valid and the name and SSN match. There is no way for an employer to know if the card or identity is stolen.

Some employees are using phony drivers licenses or other identification to establish identity for a new job. Fake IDs are a big business. Dozens of online sources brag that they can help you establish a new identity, with a “real government-issued ID under another identity.” And the news is full of state Department of Motor Vehicle employees being arrested for providing licenses to ineligible citizens.

Employers can partner with local police to learn how to spot fake identification, and about the latest trends in ID forgery.

Fake identification is a real problem. But increasingly, criminals and others with something to hide are obtaining real drivers licenses with fake names.

In Minnesota, the Homeland Security Department is investigating 10,000 cases of possible fraud. 18 people were recently arrested and several have been indicted. One woman with a legitimate drivers license under a false name obtained a U.S. passport as well. She also once worked for the Minnesota Secretary of State’s Office, again under the false name.

When Homeland Security gets involved, you know it’s serious. Hopefully, federal and state government agencies will help employers safeguard against individuals who apply for jobs using real, state-issued identification. They could be hiding criminal records, or other incidents in their pasts that expose employers to liability and potential danger.

When hiring new employees, it’s imperative to conduct a thorough background check, credit check and employment verification through a trusted pre-employment screening service. Be alert, learn what to look for in phony identification, and always verify an applicant’s information.

Employees come and go; that’s just a fact of having them. But that doesn’t mean employers shouldn’t take steps to keep the good ones. Retaining good employees is good for business in many ways. It saves money on recruiting, hiring and training. It helps keep productivity high. And retaining good employees is good for morale.

And then there’s the other side: is it fair for employees to search for new jobs while they’re at work? Should employers have to pay their employees to find a new employer? Obviously not.

That’s why it makes sense to know the ways employees might be looking for new jobs while working for you. First, you might be able to interrupt a great employee’s job searching activities and find ways to keep him or her. Second, you can be open with job searchers and remind them they need to work for you—not look for work—while they’re on the clock.

Here are a few things employers can do to see if employees are job searching on the job:

• Check social media profiles: If employees are updating their experience, skills or recent accomplishments, it could be a sign they’re starting the job search.
• Pay attention: Look for changes in habits. Employees who suddenly wear dressy clothes could be interviewing, as could those who usually eat at their desks who are suddenly taking long lunches away from the workplace. If early morning interviews or coffee meetings are taking place, staffers who typically arrive at 8:00 a.m. might start coming in late.
• Look for a drop in productivity: For workers who use computers all day, it can be difficult to know what they’re actually doing. Is George preparing those budget forecasts or catching up with online networking contacts? Is Elizabeth preparing shipping documents or applying for jobs? If their work output is lower than usual, it’s time to check in.
• Job-searching employees who are more production-oriented may be away from their workstations more often, taking phone calls in private or borrowing other employees’ computers to check email or online job site activity.
• Monitor employee activity: Employers are allowed to monitor employee use of computers, Internet, email, telephone, etc. After all, you’re paying for the equipment, the utilities, and the building, not to mention paying the employees to be there. Do you really want them taking care of personal business—like searching for a new job—on your dime?

Remember that what employees do on their own time (even interviewing on their lunch hour) is their own business. But if they let job-searching bleed over into their work time, it becomes the employers’  business.