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EXECUTIVE POLL

Bernard Madoff, convicted of running an $65 billion Ponzi scheme, was sentenced to 150 years in jail. What’s your take on his punishment?

Too heavy. There’s no point having him die in jail.
About right.
Not nearly heavy enough.
Not sure
 
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CURRENT LETTER

 
The Kiplinger Washington Editors
July 2, 2009
 

Overhauling
Financial Regs

By year-end or so, Congress will give the nod to a major rewriting of the nation's financial regulatory system. This week’s Kiplinger Letter explores whether the package will do more harm than good and what lawmakers are likely to include.
 
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I just attended a franchise seminar. The speaker represents a few hundred franchises that (he says) are hand picked. He has the prospect (aka victim?) answer some questions about themselves then he makes recomendations - based on your personality, capital situation, etc.. If you pick a franchise, then he does some due dilligence for you. If you both decide it's a good idea, he helps you get started. He says he offers this service free of charge, which means he gets a commission if he's able to sell you a franchise. Has anyone done this? Successfully? Unsuccessfully?
-- fender
 

How Job Interviews Can Spot Poor Performers

Careful planning and a systematic approach to questions for job candidates can prevent years of headaches. Here's how.
 
 
Del J. Stil
Management Development Systems
Del J. Still, of the Coeur d' Alene, Idaho-based Management Development Systems, has a background in engineering and manufacturing management, as well as in education, training, and organization development. His book High Impact Hiring: How to Interview and Select Outstanding Employees, is based on 20-plus years of research and practical experience in interviewing hundreds of job candidates and training more than 50,000 interviewers. He recently conducted a Kiplinger audio conference on How to Spot Poor Performers Before You Hire Them.

Taking the time to make sure job screening and interviews are done right may be the best investment of time a company can make. Misreading a candidate and making the hire can mean years of managerial headaches, poor morale and low productivity. But even if you know bad hires are bad news, what's your best bet for avoiding them?

Use Behavior-based Interviewing, says Del Still, author of High Impact Hiring: How to Interview and Select Outstanding Employees. Still explains how to determine both the technical and personal skills a given job will require and how to ask a candidate to describe on-the-job experiences he or she has had that tested those skills. Ultimately, understanding how candidates behaved in handling key duties will offer the best glimpse of how they might operate in your firm.

Once these new interview skills are honed, Still says, "You will be better equipped to make your hiring decision with confidence, having a surer sense that the person you select will be able to hit the ground running and will become a valued contributor within a short period of time."

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