We’ve all heard stories about younger job applicants’ conduct during interviews: from being unprepared and texting, to having their mothers call the interviewer—some behavior ranges from annoying to bizarre. Has the millennial generation somehow missed the memo on how to be prepared for the workforce?

Many 20-somethings are new at this work thing. They came of age during the recession, when typical teenager jobs like flipping burgers or scooping ice cream were going to more seasoned, older workers desperate for a paycheck. They haven’t experienced typical job pressures of showing up on time, doing what they’re told and carrying themselves with some sense of professionalism.

Plus, millennials have a different approach to the workplace altogether, which may strike older generations as odd. In fact, a major human resources company conducted a recent survey which showed that 66% of hiring managers don’t believe recent college graduates are prepared for the workplace. In other words, most hiring managers don’t think millennials can land and keep a job.

Others disagree, saying that the younger generation’s affinity for collaboration and dedication to causes will make them ideal trainees. They may be better at working on and building teams, and demonstrate greater loyalty—especially when made to feel that they are part of something bigger. However, this group was also stung by seeing friends and family struggle with job searches after being laid off during the recession. As a result, they may tend to mistrust employers.

Since millennials will eventually make up the bulk of the working-age population, hiring managers and business owners will need to figure out how they fit into their worker mix. As a group, they are well-educated and technically savvy. With clear direction and loyalty from their employers, they could become just as successful as previous generations.

Perhaps as a result of fallout after the Great Recession, Nevada’s governor signed a new law limiting employers’ use of credit checks when making hiring and personnel decisions. The law, which takes effect October 1 2013, prohibits employers to ask any employee or prospective employee to submit a consumer credit report or other credit information as a condition of employment.

Further, employers may not use, refer to or inquire about a consumer credit report of discipline or discriminate against an employee or deny employment or a promotion on the basis of a credit report. Employees who refuse or fail to submit consumer credit reports and those who have file complaints in the past cannot be discharged or disciplined, either.

That’s a very broad prohibition of credit checks, denying employers the right to know whether a prospective employee has a history that could negatively affect the employer’s business.

However, Nevada allows certain exceptions, including:

• The employer is required or authorized under state or federal law to use a credit report for an accepted purpose.
• The employer reasonably believes the employee or prospective employee has engaged in a specific activity that may violate a state or federal law.
• The information contained in the employee’s or prospective employee’s credit report is reasonably related to the position for which he or she is applying or being evaluated for.

“Reasonably related” refers to several categories. Employers may conduct credit checks for employees or prospective employees who:

• Would be handling or responsibility for money, credit and debit cards and financial accounts.
• Would have access to trade secrets, proprietary information or confidential information.
• Are being considered for managerial or supervisory responsibilities.
• Have access to financial information belonging to others.
• Would be handling or responsible for personal information of others.
• Would be directly exercising law enforcement authority.
• Are being considered for employment with a financial institution or a licensed gaming establishment.

The new law contains remedies of up to $9,000 for each violation, along with lost wages, reinstatement, promotion or employment, depending on plaintiffs’ claims.

Joining California, Washington, Oregon, Illinois, Connecticut, Colorado, Vermont and Hawaii, Nevada is making it more difficult for employers to use credit checks in personnel decisions, unless the person falls under one of the above categories.

Employers often speak of their staff members as “family.” It’s great when supervisors and workers can hang out together, bond over a softball game or grab a beer after work. But in the age of social media, it’s far too easy to know far too much about your employees’ personal lives. And getting too involved can lead to real problems.

You cannot, by law, discriminate against employees who belong to a protected class or category. Examples are gender, race, age, sexual orientation, religion or disability. You can’t even ask questions about these issues in interviews. Why? Because there is a possibility of discrimination if decisions are made based on these characteristics.

It’s important to create a workplace that is free from any inkling of discrimination. And the less you know about employees’ personal lives, the easier that becomes. For example, you might have an employee who shows up every day on time, works hard, achieves his goals and has a great attitude. But if you’re friends with him on Facebook, you may also find out that his political views are 180 degrees from your own—even if he’s never brought up politics at work. And that could affect how you treat him.

Here are some other personal things you don’t need to know about your employees:

• How they spend their free time. Some people run for fun. Others sit in bars. It’s not your concern one way or the other.
  
• What church they belong to—or don’t. If an employee speaks about his religious beliefs or tries to proselytize to other workers, have a talk and insist that the behavior stop.
  
• How they spend their money. If you know she buys expensive shoes or likes good wine, you might decide Sara doesn’t need that raise she has earned.
  
• Their sexual orientation. It’s none of your business. Period.
  
• Whether they have physical or mental illnesses. Some illness will carry over into the workplace. But knowing that an employee is in therapy, taking medication or dealing with a chronic disease can affect your objectivity in evaluating her performance. Remember though, that employees with disabilities who need work station adjustments are entitled to them.

In a time when everyone announces what they’re eating for breakfast on the Internet, it takes more effort to respect the employer/employee professional relationship. But this is also a litigious time, and knowing less about your employees could keep you out of legal trouble. Keep the professional wall between you and your employees intact.

The U.S. Equal Employment Opportunity Commission (EEOC) has issued revised rules designed to protect employees and applicants with certain diseases or conditions.

Under the law, employers are forbidden from treating an applicant or employee less favorably because he or she has a history of disability (such as cancer that is in remission), or is believed to have a physical or mental impairment that is not transitory and minor. In addition, employers are required to provide reasonable accommodation to job applicants or employees with disabilities, unless it would cause undue hardship.

Harassment of applicants or employees who have or have had a disability is also illegal. Harassment is deemed illegal when it is so frequent or severe that it causes a hostile or offensive work environment, or results in an adverse employment decision (firing or demotion, for example).

Recently, the EEOC issued revised documents updating the requirements of anti-discrimination laws. The updates cover how the Americans with Disabilities Act (ADA) applies to applicants and employees with cancer, diabetes, epilepsy and intellectual disabilities.

The new guidelines take into account the nearly 34 million Americans with epilepsy, diabetes and cancer, and the two million with intellectual disabilities. Many of these Americans are in the workplace, or trying to enter the workplace.

The documents contain changes to the definition of “disability” to make it easier to conclude that people with these diseases and conditions are protected by the ADA. In addition, the documents answer typical employer questions, such as what types of accommodations they must make, how to handle safety issues and whether the employer is allowed to ask employees and applicants about medical issues.
From the EEOC website, the following is a definition of disability:

A person can show that he or she has a disability in one of three ways:

• A person may be disabled if he or she has a physical or mental condition that substantially limits a major life activity (such as walking, talking, seeing, hearing, or learning).
• A person may be disabled if he or she has a history of a disability (such as cancer that is in remission).
• A person may be disabled if he is believed to have a physical or mental impairment that is not transitory (lasting or expected to last six months or less) and minor (even if he does not have such an impairment).

In cities like Philadelphia and Portland, Oregon, city councils have recently approved laws requiring that employers give employees paid days off when they are sick.

San Francisco, Washington, D.C., Seattle and Connecticut have already enacted laws that require paid sick leave. In addition, two lawmakers have introduced a bill in Congress that makes paid sick leave a federal requirement.

How does your small business handle sick pay? Some allow employees to accrue sick days according to time on the job. Others give a set amount of paid time off per year, and employees can choose to use it for vacation or when they are sick. And others don’t give paid days at all, forcing employees to choose between going to work when they’re ill and getting paid.

Many employers say they cannot afford to give sick time; it’s a burden they can’t handle until the economy fully recovers. Others are nervous about federal health care changes, and aren’t sure what their financial impact will be.

But employees and experts say that paid sick leave is worth the investment, because it improves morale, increases productivity and lowers turnover.

Employees feel valued by their employer when they are incentivized to get well before returning to work. Plus, they don’t spread their illness to others, keeping productivity higher. Keeping illness out of the workplace is particularly important in the food industry, but any company can benefit.

Nationwide, 66% of all small businesses (up to 499 employees) provide paid sick leave, according to the Bureau of Labor Statistics (BLS). Of those businesses with fewer than 50 employees, half do. And 82% of employees at companies with 500 or more workers receive paid sick leave.

The federal Healthy Families Act would require that workers be allowed to earn up to seven days of paid sick leave per year. It would exempt employers with fewer than 50 employees. The BLS recently issued a study that shows that in general, workers take few sick days. Those in information, transportation, financial services and professional services take an average of four sick days per year. In the leisure, construction and hospitality industries, the average is two per year.

What do you think about the prospect of a federal law mandating paid sick leave? Or do you already offer this benefit to your employees?

pre-employment screening process includes employee background checks, employee credit checks, and criminal background checks. You’ll know you’re hiring safe when you screen employees before offering a position.