| Many folks believe they are good judges of human | | | | works out, but often it leads to terrible problems down |
| nature, integrity and personal character, but have you | | | | the road. Not to mention the near nepotism effect and |
| considered that someone wanting a job is out to make | | | | how favoritism can destroy the team already in place. |
| you think they are the best thing since sliced bread and | | | | The upper echelons of companies are already far too |
| will over exaggerate their qualifications in order to get | | | | Machiavellian and lose efficiencies and organizational |
| a high-paying cushy job? | | | | capital due to these factors. If an executive finds |
| It makes sense to "trust but verify" and you need | | | | someone that they would like to hire, that individual |
| someone who can get to the truth as fast and | | | | needs to be put through the same process as anyone |
| efficiently as possible. And that is just one of the | | | | else. Further, executives should not second guess the |
| important things human resource consultants and HR | | | | human resource directors, who understand the laws |
| Directors do. | | | | regarding employment and do the fact checking. |
| Too often, corporate executives and medium sized | | | | You must listen to your HR Director or Human |
| business leaders will hire folks they think they can trust | | | | Resource Consultant to prevent lawsuits and help your |
| who they have met, perhaps at their church or | | | | company build the very best team to take your |
| someone who is a friend of a friend. Sometimes this | | | | company to the top of the charts. Please consider this. |