Put hiring decisions in writing

You've got enough on your plate every day—your receptionist calls in sick, clients show up late for appointments, and a new team member needs training. The last thing you want to worry about is whether a job applicant you told "no" is going to sue you. But a rejected applicant could sue you if he or she felt discriminated against. So, to protect yourself and your practice, you need to put all of your hiring decisions in writing. Implement a system that documents why an applicant was rejected and why the person you ultimately chose for an opening was hired.

Cover your bases

To keep it simple, Sheila Grosdidier, RVT, a partner at veterinary consulting firm VMC Inc. in Evergreen, Colo., recommends you keep the four "C's" of documentation in mind:

1. Consistency. You must demonstrate that you evaluated each qualified candidate, considered him or her for the position, and followed the hiring process. Map out and put your practice's hiring process in writing so that everyone on your team knows what steps the practice follows when assessing a candidate.

2. Compliance. Create a written job description for the open position, and make sure you evaluate and consider each candidate based on the skills and responsibilities listed in that description. Also, to comply with nondiscrimination guidelines, compile your interview questions ahead of time and use the same questions for all applicants.

3. Communication. Job candidates need to know what steps you'll follow during the hiring process and the timeline for your decision. Many qualified candidates take other jobs because they don't know how long they'll need to wait before a potential employer makes an offer. Keep potential hires in the loop to prevent the good ones from getting away.

It helps to think of the hiring process as a marketing program, Grosdidier says. As part of your "media kit" for potential hires, create a packet that includes samples of the documents you'll use to evaluate them: a resumé evaluation checklist, possible interview questions, working interview objectives, and a sample offer letter and compensation statement. Then, if you hire the candidate, simply move all of these completed documents to his or her employee file. If you don't hire the candidate, follow your state's requirements for storing or disposing of this information.

4. Credibility. Documenting the hiring process includes a background check of the candidate or, at the very least, checking references. The background check verifies potential team members' accuracy—and credibility. Ensuring that a potential hire really went to college or obtained the certification listed on his or her resumé is an integral part of the process.

Keep this in mind

The bottom line is that you could be found liable for discrimination if you can't demonstrate that your selection and rejection decisions were based on job-related criteria. You must also show that those criteria were consistently applied to all candidates. So maintain detailed documents throughout the process. You'll protect your practice—and your peace of mind.