dered an applicant and who doesn't make the cut becomes far more important.

Next, decide how you plan to respond to applicants. Good business practice dictates the courtesy of

The footwork is done, the job is posted, and applicant inquiries and resumes are pouring in. You are at a loss. What are you to do with this mountain of resumes and sea of employment candidates?

First things first, here’s how to

Screen Job Applicants

Your first step is to determine who actually qualifies as a job "applicant". If this is the first employee you are hiring, labeling persons as "applicants" is pretty straightforward: anyone who applies is considered an applicant. However, if you currently have fifteen or more employees, the EEOC requires you to keep all records of all applicants for a full year. In the interest of reducing paperwork and file maintenance, determining who is officially considered an applicant and who doesn't make the cut becomes far more important.

Next, decide how you plan to respond to applicants. Good business practice dictates the courtesy of a

candidates?

First things first, here’s how to

Screen Job Applicants

Your first step is to determine who actually qualifies as a job "applicant". If this is the first employee you are hiring, labeling persons as "applicants" is pretty straightforward: anyone who applies is considered an applicant. However, if you currently have fifteen or more employees, the EEOC requires you to keep all records of all applicants for a full year. In the interest of reducing paperwork and file maintenance, determining who is officially considered an applicant and who doesn't make the cut becomes far more important.

Next, decide how you plan to respond to applicants. Good business practice dictates the courtesy of

st employee you are hiring, labeling persons as "applicants" is pretty straightforward: anyone who applies is considered an applicant. However, if you currently have fifteen or more employees, the EEOC requires you to keep all records of all applicants for a full year. In the interest of reducing paperwork and file maintenance, determining who is officially considered an applicant and who doesn't make the cut becomes far more important.

Next, decide how you plan to respond to applicants. Good business practice dictates the courtesy of

mployees, the EEOC requires you to keep all records of all applicants for a full year. In the interest of reducing paperwork and file maintenance, determining who is officially considered an applicant and who doesn't make the cut becomes far more important.

Next, decide how you plan to respond to applicants. Good business practice dictates the courtesy of

dered an applicant and who doesn't make the cut becomes far more important.

Next, decide how you plan to respond to applicants. Good business practice dictates the courtesy of a response for all applicants, even if you decide they are not suited for your position.

Outline the types of information you require from job applicants and what vehicle you will use to get it. Are you most comfortable comparing standard job applications designed by you or a staff member, or do you prefer to let applicants speak for themselves through resumes? What additional application materials could enhance resumes and applications?

Consider employee testing. Certain industries require testing of a specific nature, but testing is largely at the discretion of you as employer. Your specific employee needs will determine if testing is important and what testing you perform. Refer to your job description to