Q: I recently had a disturbing experience when applying for a job.

After three phone interviews, I was asked to interview in person. That meeting went well, and I was told that I would be invited back to meet the rest of the team.

On my way out, I was handed two release forms and told to return them within two days. These forms authorized the company to check my credit report, criminal background and driving record, even though driving isn't part of the job. Although I have nothing to hide, this request seemed inappropriate.

I responded by both phone and e-mail, saying that I would return the forms after a formal offer of employment, contingent upon a satisfactory background check. I also pointed out that unnecessary credit checks could lower my excellent rating.

Within a day, I was informed that my application was no longer active. Can the company do this?

A: Although regulated by state and federal laws, the general practice of conducting applicant background checks is both acceptable and common. Employers must have your permission, but if you don't give permission, they don't have to hire you.

Used appropriately, these investigations help to identify embezzlers, violent offenders and other undesirable hires. But more-upstanding candidates may feel that their privacy is being invaded. Smart interviewers explain the purpose of the process instead of robotically dispensing release forms.

The real lesson from your story, however, is that job applicants have virtually no leverage before an offer is made. Because this company requires background checks, your refusal to return the forms killed your application.

The mildly confrontational tone of your response probably didn't help. While your reaction was not unreasonable, it could have created the impression that you might be a difficult employee. And the first goal of every interviewer is to screen out potential problems.

MARIE G. McINTYRE

OFFICE COACH

Q: My boss, who is in charge of payroll records, appears to be making some serious errors.

Three of us have access to this data, and we all have noticed major mistakes.

Our company is not doing well, and these inaccuracies are costing thousands of dollars. Fixing this problem would help financially.

When we have pointed out mistakes, however, our manager has gotten really mad. Also, we don't want her to think we're spying. What should we do?

- Marie G. McIntyre is an Atlanta-based workplace coach. Her weekly column is syndicated by Knight Ridder/Tribune News Service. Send questions at www.yourofficecoach.com.

Document the errors carefully, then meet with a receptive executive or human resources manager. To increase credibility and minimize risk, all three of you should attend this meeting.

But be sure to choose your audience wisely. Select someone who will share your concerns and look into the problem, not simply alert your boss.

— Marie G. McIntyre is an Atlanta-based workplace coach. Her weekly column is syndicated by McClatchy-Tribune News Service. Submit questions at www.yourofficecoach.com.