人力资源管理（英文版·第12版）加里·德斯勒-Dessler_HRM12e_PPT_06.pptVIP

Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 6–* To avoid negligent hiring mistakes, employers must check the candidate’s background thoroughly. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 6–* Most employers check and verify the job applicant’s background information and references. Commonly verified data include legal eligibility for employment (in compliance with immigration laws), dates of prior employment, military service (including discharge status), education, identification (including date of birth and address to confirm identity), county criminal records (current residence, last residence), motor vehicle record, credit, licensing verification, Social Security number, and reference check. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 6–* In practice (as most people instinctively know), giving someone a bad reference can drag you into a legal mess. A communication is defamatory if it is false and tends to harm the reputation of another by lowering the person in the estimation of the community or by deterring other persons from associating or dealing with him or her. Employees can sue employers for disclosing true but embarrassing private facts about the employee. In practice, many firms have a policy of not providing any information about former employees except for their dates of employment, last salary, and position titles. To avoid potential invasion of privacy issues, employers should obtain the applicant’s written permission before checking into the applicant’s background information, even if that information is publicly available (e.g., published on social networking sites). Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 6–* To obtain better information on an applicant’s background, e