Lying on Resumes

Post Written by Valerie Freeman, CEO of Imprimis Group, Inc.

Last week a reporter from the CW33 channel did a story about “lying on resumes”.  She interviewed a dentist who fired about 30 people who had good resumes but could not do the work.  Then she interviewed me about the prevalence of resume fraud and fudge and what employers can do about it.  So here’s my take on the issue:

I’ve heard statistics that throw out 40% as the percent of resumes that contain fabrications or exaggerations.  In my experience, I’d say that figure is probably true.  It’s more difficult these days to lie about degrees, certifications, felonies and misdemeanors, credit history, driving record, salary,  etc. because those items are more easily checked through background screens and other supporting documents.    What is more difficult is employment history, real reasons for leaving a job  and skills/knowledge  proficiencies.  A job hopper may choose to leave out some of their very short-term jobs; a bilingual person may not have enough proficiency in speaking a particular language, a social media expert may not be an expert at all.

Job seekers are getting wise to applicant screening systems which are looking for key words to screen out the mass of resumes submitted.  So job seekers are responding by trying to fit as many key words and phrases into their resumes to fit these very tight job descriptions that companies are now writing.  In the past few years, job seekers who are desperate for interviews, will wordsmith their resumes to try to fit into whatever job description possible.  They may have some of the skills and background required, but not all; therefore, they fudge on their resume to make it look like they have the whole package.

Companies should always perform due diligence on prospective employees – background screen for credentials and criminal activity, driving record, credit history.  If salary history is important, ask for a W-2.  Drug tests are increasingly becoming part of the hiring process.  Testing is the best means for discovering whether one can actually perform a job – and this includes having experts or people doing the job screen for proficiencies.  If a company has only one Network Administrator and no one else in the company has that skill, then find an expert and pay them to screen the candidate.  At Imprimis, we have a whole list of language proficiency experts that we use to vet candidates.  Check references and make your candidate give you the names and phone numbers of previous bosses so that they can be called.  The internet can sometimes find useful information about the candidate.  Your own network can provide useful connections to people who may have worked with this candidate.  It’s a smaller world out there than you can imagine.

As for job seekers, be as truthful as possible while making yourself look as good as possible.  We all know that a resume is supposed to make you look your best and resume preparers seek to help you stand out; but lies are  unacceptable.  When discovered, it calls into question everything else in your background — trust is destroyed and can’t be replaced.

Clip from CW33 news cast.

Are You Trustworthy?

Post Written By Bonnie Fish, Business Development Manager for Imprimis Staffing. bfish@imprimis.com

An article caught my eye in the Dallas Morning News which included numerous quotes by Cheryl Cerminara, a Frito-Lay V.P. Apparently they embrace a program developed by Stephen M.R. Covey who states that when an organization builds trustworthiness from top to bottom, it becomes not only a more humane place to work but also faster at decision-making and more profitable.  As Cheryl Cerminara says, “Low trust is exhausting and stressful”. Trust has been proven to be “learnable skill”. Are you trustworthy? Here are 13 behaviors that will make you more so:

Talk Straight.  Be honest, tell the truth.

Demonstrate respect. Genuinely care for others.

Create transparency.  Tell the truth in a way people can verify for themselves.

Right wrongs.  Apologize quickly.  Make restitution where possible.

Show loyalty. Give credit to others.  Don’t badmouth people behind their backs.

Deliver results. Get the right things done.

Get better.  Be a constant learner.

Confront reality. Address the tough stuff directly.

Clarify expectations.  Discuss them.  Don’t violate them.

Practice accountability. Take responsibility for results, good and bad.

Listen first. Don’t assume that you know what matters most to others.

Keep commitments.  Don’t attempt to ‘PR’ your way out of a commitment you’ve broken.

Extend trust. Learn how to extend ‘Smart Trust’ to others appropriately, based on the situation, risk and credibility of the people involved.

ARE YOU CREDIBLE?

Ask yourself about four core characteristics:

Integrity. Do you walk the talk?

Intent. What’s your agenda?

Capabilities. Are you relevant?

Results. What’s your track record?

Hire With An Open Mind

Post Written by Valerie Freeman, CEO of Imprimis Staffing

I have been reading about and of course, as a staffing company owner, hearing from some recruiter friends that they prefer to hire the employed. Not everyone, of course, refuses to interview unemployed folks, but the biased attitudes surrounding the subject are similar to those surrounding the biased attitudes towards other groups such as older workers. Since we’ve been placing people for some 29 years, I can say with some authority that there is virtually no difference in the employed vs. unemployed talent pool. When you explore the reasons why people are unemployed, you can most likely figure out if the layoff or termination is valid and if equal consideration should be given to these candidates right along with those who happen to be employed. As in any large group of candidates (and the current economy made the unemployed much larger than normal), there are the talented, the mediocre and the just plain bad) just as in the group of candidates that are employed. How do you know if the employed candidate is looking because they are about to be terminated or their employer is dying to get rid of them – you don’t. How do you know if the employed candidate has the best skills that you can find – you don’t.

John Sullivan wrote an article on this subject for ERE entitled “Refusing Applications from the Unemployed: Best Practice or Madness”. In this article he states that there are more negative arguments associated with the practice of refusing to consider the unemployed than positive ones and that he has never recommended this practice. You can read his article and the comments here.

I would caution all recruiters and hiring managers to be as free from bias as possible when looking at candidates. I know for a fact that some of the best employees of companies came from the ranks of the unemployed; I know for a fact that some of the best employees of companies are over the age of 50; I know for a fact that some of the best employees of companies didn’t fit the mold for the perfect candidate for the job.

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