Sometimes, the best lessons are learned from the worst examples. That’s often the case with HR management. When employers make big mistakes and have to pay for them in court, other employers with good practices—that maybe need just a little tweaking—can discover what not to do. Here’s a good example:

Have you reminded managers and supervisors that they should keep their dress professional when conducting interviews? If not, do so. Attire that’s too casual—especially if it features a potentially offensive logo or design—can easily lead to a discrimination lawsuit.

At some point, an unsuccessful job candidate may challenge your decision not to hire him. Then you will have to justify your selection process. The more objective criteria you use, the more likely a court will agree not to second-guess your decision. But if you add subjective elements to the process, you may end up being charged with discrimination.

Most lawsuits against employers don't start with some outrageous injustice. More often, a simple management mistake or a perceived slight starts the snowball of discontent rolling downhill toward the courtroom. Here are 12 of the biggest mistakes managers make. They can all lead to litigation—and kill your credibility in court.

As unemployment continues to hover near 10%, the temptation to stretch the truth on a résumé is becoming harder for desperate job-seekers to resist. That’s why experts say job applicants are doing more “creative writing” on their résumés these days. And hiring managers need to be more vigilant. Some tips:

As unemployment continues to hover near 10%, the temptation to stretch the truth on a résumé is becoming harder for desperate job-seekers to resist. That’s why experts say job applicants are doing more “creative writing” on their résumés these days. And hiring managers need to be more vigilant. Some tips:

Smart employers have well-developed and organized hiring and promotion processes. Not only do they have them, they follow them carefully. That’s critical because when people don’t get jobs they want, they often suspect discrimination. And then they sue, whether they have a good case or not.

Does your selection process rely heavily on how applicants handle themselves during job interviews? If so, be aware that courts are often suspicious of such inherently subjective decision-making. That’s why it’s best to document how objective qualifications counted for more than the fleeting impression of an interview. (For another perspective on hiring, see "The top 15 oddball interview questions" below.)

As the economy rebounds, you may be looking closely at ex-employees who departed on good terms. But poorly managed rehiring can result in reduced productivity and morale. Plus, you face the possibility of discrimination lawsuits from rejected internal applicants. Here are six common rehiring mistakes:

Q. In our experience, employees who take public transportation or rely on rides from others are more likely to be tardy to work than those who own their own vehicle. Therefore, before hiring an applicant for employment, we would like to make sure the applicant has a reliable method of transportation to work. Would it be appropriate to inquire, for example, whether the applicant owns a vehicle?

Most managers rely too much on a list of standard interview questions for which most applicants have canned responses. Instead, try these queries, each designed to get applicants to really tell you about themselves and their skills. Plus, read the winning entries from our just-concluded HR Professionals Week question: What’s the most bizarre thing you’ve ever experienced in a job interview?