Respected seniors,
I am working as an Executive in recruitment at an edible oil company. Although it's an Indian MNC, our HR department is only three years old, and the organization is in the transactional phase of formulating and implementing HR policies and systems.
Among these, reference verification is crucial. Currently, we are verifying the past employment of new joiners in writing. However, we recently encountered a case of falsified documentation from a candidate claiming to have worked at a highly reputable company. What actions can we take? Please guide.
Regards,
Monu
From India, Jaipur
I am working as an Executive in recruitment at an edible oil company. Although it's an Indian MNC, our HR department is only three years old, and the organization is in the transactional phase of formulating and implementing HR policies and systems.
Among these, reference verification is crucial. Currently, we are verifying the past employment of new joiners in writing. However, we recently encountered a case of falsified documentation from a candidate claiming to have worked at a highly reputable company. What actions can we take? Please guide.
Regards,
Monu
From India, Jaipur
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Dear Alwar,
I accept what you said is true. Yes, give him a chance. But if that guy doesn't have an experience certificate, he can say directly during the interview. Why hide it? Moreover, why produce fake references and resumes? It is unacceptable. Because whoever is conducting the interview will understand if we explain why we won't get an experience letter or anything from the previous company. I don't think a well-reputed organization won't provide an experience letter. It's better to speak the truth than to engage in fraudulent activities.
Regards,
Varsha
From India, Coimbatore
20I accept what you said is true. Yes, give him a chance. But if that guy doesn't have an experience certificate, he can say directly during the interview. Why hide it? Moreover, why produce fake references and resumes? It is unacceptable. Because whoever is conducting the interview will understand if we explain why we won't get an experience letter or anything from the previous company. I don't think a well-reputed organization won't provide an experience letter. It's better to speak the truth than to engage in fraudulent activities.
Regards,
Varsha
From India, Coimbatore
Greetings,
Please consider the following procedure:
- Write to the company that has supposedly issued the experience letter, requesting to validate it.
- The company will write back, disowning the document and the data along with it.
- Take in writing what is incorrect in the document. Put a reference of the one who validates this document. Keep it strictly data-oriented.
- Call for a meeting with the employee and ask him about the documents.
- Listen to the entire details he shares. He is least likely to share anything related to the fraud document.
- Confront him with the data received from that company and ask him about it.
- He is most likely to disagree with what you say, hence deny the entire fraud.
- You may give him time to prove his point or close it right there showing the final mail from the company stating all the incorrect details in the document.
- At this point, the employee is least likely to retort. Ask him to resign at the earliest.
- Please make sure you have a detailed incident reporting of this entire discussion and communication.
- Though these cases don't amount to litigation, it's important for you to maintain all the data with relevant documents.
Blog your queries and allow us to contribute for you to resolve this.
Wish you all the best!
Regards, (Cite Contribution)
From India, Mumbai
Please consider the following procedure:
- Write to the company that has supposedly issued the experience letter, requesting to validate it.
- The company will write back, disowning the document and the data along with it.
- Take in writing what is incorrect in the document. Put a reference of the one who validates this document. Keep it strictly data-oriented.
- Call for a meeting with the employee and ask him about the documents.
- Listen to the entire details he shares. He is least likely to share anything related to the fraud document.
- Confront him with the data received from that company and ask him about it.
- He is most likely to disagree with what you say, hence deny the entire fraud.
- You may give him time to prove his point or close it right there showing the final mail from the company stating all the incorrect details in the document.
- At this point, the employee is least likely to retort. Ask him to resign at the earliest.
- Please make sure you have a detailed incident reporting of this entire discussion and communication.
- Though these cases don't amount to litigation, it's important for you to maintain all the data with relevant documents.
Blog your queries and allow us to contribute for you to resolve this.
Wish you all the best!
Regards, (Cite Contribution)
From India, Mumbai
Hi Monu,
Since your company is in the transactional phase of formulating and implementing HR policies and systems, this is the time when you prepare the baseline. From an HR perspective, this is a case of gross misconduct, and integrity can never be compromised. Ask the employee for an explanation and terminate his services with immediate effect. Do not forget to have him provide an apology letter confirming the misdeed he has committed in writing.
I hope this answers your question.
From India, Gurgaon
Since your company is in the transactional phase of formulating and implementing HR policies and systems, this is the time when you prepare the baseline. From an HR perspective, this is a case of gross misconduct, and integrity can never be compromised. Ask the employee for an explanation and terminate his services with immediate effect. Do not forget to have him provide an apology letter confirming the misdeed he has committed in writing.
I hope this answers your question.
From India, Gurgaon
Dear Seniors,
Thank you very much for the suggestions. Actually, the individual holds a senior position and has the authority to use the company's letterhead and other important documents. Therefore, we are in a dilemma about whether to wait for his performance and risk potential misuse of these privileges in the meantime.
Furthermore, his previous employer has requested details of the information he provided to us so that they can pursue necessary legal action. Surprisingly, our Managing Director is currently unaware of these developments. When would be the right time to inform him?
Thank you.
From India, Jaipur
Thank you very much for the suggestions. Actually, the individual holds a senior position and has the authority to use the company's letterhead and other important documents. Therefore, we are in a dilemma about whether to wait for his performance and risk potential misuse of these privileges in the meantime.
Furthermore, his previous employer has requested details of the information he provided to us so that they can pursue necessary legal action. Surprisingly, our Managing Director is currently unaware of these developments. When would be the right time to inform him?
Thank you.
From India, Jaipur
Hi Monu,
It's not an issue whether he is in a senior position or in a junior position. As per the rules, just go ahead and do all the right things based on the law. You should have informed your M.D. regarding this when the issue arose, but you didn't. Don't delay; take this issue immediately to your M.D. Although you mentioned that he is using your company letterhead, it's better to get a written agreement from him stating that if he uses the company letterhead without prior permission from the authorized person, then he has to face legal consequences. Regarding the previous concern, don't provide them with information without getting approval from your M.D. For the rest, you can follow what (Cite Contribution) has suggested. It is mandatory to keep all records (i.e., communications) when you are handling this sort of situation. Hope you will find the best solution.
From India, Tiruchchirappalli
It's not an issue whether he is in a senior position or in a junior position. As per the rules, just go ahead and do all the right things based on the law. You should have informed your M.D. regarding this when the issue arose, but you didn't. Don't delay; take this issue immediately to your M.D. Although you mentioned that he is using your company letterhead, it's better to get a written agreement from him stating that if he uses the company letterhead without prior permission from the authorized person, then he has to face legal consequences. Regarding the previous concern, don't provide them with information without getting approval from your M.D. For the rest, you can follow what (Cite Contribution) has suggested. It is mandatory to keep all records (i.e., communications) when you are handling this sort of situation. Hope you will find the best solution.
From India, Tiruchchirappalli
There are plenty of resume we will find there is fraud . Mostly in Banking and IT, We have come across several profile like that .
From India, Madras
From India, Madras
Hi,
What I suggest is that HR is not like cops or advocates. It's Human relations more than Human Resources. To err is a human tendency, and everyone wants to get a good job. Sometimes, due to bad luck or improper motivation, an employee may engage in indisciplinary actions.
1. Confirm the date of the employee's appointment.
2. Who conducted the interview and based on what criteria was the selection made?
3. Evaluate the employee's performance since joining by gathering feedback from department heads, line managers, and colleagues.
4. Contact the employee's reporting head to assess the employee's value without initially disclosing the purpose of the inquiry.
5. Speak with the employee to understand their work values, concepts, and organizational development plans. If the employee is senior, informing them of the reason for the discussion beforehand may prevent offense.
6. Create a comfortable environment, actively listen, and explain the purpose of the meeting to the employee.
7. Following the meeting, discuss the outcomes with your superiors and top management.
8. Once a decision is reached by top management on the necessary actions, schedule a meeting between the employee and top management or proceed with immediate termination, if required.
Avoid immediate termination at the earliest opportunity. If termination is necessary, ensure that the clause is explicitly stated in the employee's appointment letter provided during joining. Refer to the appointment letter before making any decisions.
Though this process may seem time-consuming, it provides a more justifiable approach as both the employee and management can explain the rationale behind decisions or actions.
Aryan
Senior Manager - HR Operations / ISO
From India, Bangalore
What I suggest is that HR is not like cops or advocates. It's Human relations more than Human Resources. To err is a human tendency, and everyone wants to get a good job. Sometimes, due to bad luck or improper motivation, an employee may engage in indisciplinary actions.
1. Confirm the date of the employee's appointment.
2. Who conducted the interview and based on what criteria was the selection made?
3. Evaluate the employee's performance since joining by gathering feedback from department heads, line managers, and colleagues.
4. Contact the employee's reporting head to assess the employee's value without initially disclosing the purpose of the inquiry.
5. Speak with the employee to understand their work values, concepts, and organizational development plans. If the employee is senior, informing them of the reason for the discussion beforehand may prevent offense.
6. Create a comfortable environment, actively listen, and explain the purpose of the meeting to the employee.
7. Following the meeting, discuss the outcomes with your superiors and top management.
8. Once a decision is reached by top management on the necessary actions, schedule a meeting between the employee and top management or proceed with immediate termination, if required.
Avoid immediate termination at the earliest opportunity. If termination is necessary, ensure that the clause is explicitly stated in the employee's appointment letter provided during joining. Refer to the appointment letter before making any decisions.
Though this process may seem time-consuming, it provides a more justifiable approach as both the employee and management can explain the rationale behind decisions or actions.
Aryan
Senior Manager - HR Operations / ISO
From India, Bangalore
Hi,
We have come across such cases before. At senior positions, companies tend to believe the person and take his statements at face value. However, these are positions of "ubrama fadie" (hope I have spelled that right), which means - of utmost good faith. If a person in this position has a history of misusing his position and authority, especially for personal gains, he will likely do it again. It's a risk you can't take. Furthermore, the message that then trickles down to the subordinates is that the company is willing to accept fraudsters, people of improper character, etc., which is not the way it should be.
You need to inform the MD immediately. When you approach him, be sure to have all the necessary details with you to address any potential questions from the MD; otherwise, you may find yourself in hot water. If the previous company has requested details to initiate legal action, it might be wise to bring a copy of the email/letter from the company and show it to the MD.
We had a similar case at a client's office, where a person with a history of such behavior was hired despite assumptions that he was being victimized by the previous company or that his actions were a temporary deviation due to wrong motivation, etc., and that he was fundamentally a good and skilled individual. Our audit, conducted three years later, revealed that he had engaged in further fraud by misusing the company's letterhead for personal gains. We had to invest a significant amount of time in working with the banks to clear our client's name of any wrongdoing and reach a fair settlement.
From India, Mumbai
We have come across such cases before. At senior positions, companies tend to believe the person and take his statements at face value. However, these are positions of "ubrama fadie" (hope I have spelled that right), which means - of utmost good faith. If a person in this position has a history of misusing his position and authority, especially for personal gains, he will likely do it again. It's a risk you can't take. Furthermore, the message that then trickles down to the subordinates is that the company is willing to accept fraudsters, people of improper character, etc., which is not the way it should be.
You need to inform the MD immediately. When you approach him, be sure to have all the necessary details with you to address any potential questions from the MD; otherwise, you may find yourself in hot water. If the previous company has requested details to initiate legal action, it might be wise to bring a copy of the email/letter from the company and show it to the MD.
We had a similar case at a client's office, where a person with a history of such behavior was hired despite assumptions that he was being victimized by the previous company or that his actions were a temporary deviation due to wrong motivation, etc., and that he was fundamentally a good and skilled individual. Our audit, conducted three years later, revealed that he had engaged in further fraud by misusing the company's letterhead for personal gains. We had to invest a significant amount of time in working with the banks to clear our client's name of any wrongdoing and reach a fair settlement.
From India, Mumbai
Hi,
I do agree with all the comments that other members have shared. What comes to my mind is: have we ever tried to focus on why any employee does such things? What makes them do these things despite knowing the facts about background verification? Why do we always value a candidate based on the experience they have, the companies they have worked for? Why don't we consider knowledge? And if we have considered knowledge, then why are we questioning it now? Why is years of experience always a criteria for any position that leads people to do such things? Faking things is a result of all this.
Being in HR, how many times have any of us thought to help a new joiner? How many times have we given them what they actually deserve? If we can't help a person in their career like this, then why are we creating problems in their lives just for something fake? We should give a chance to talent, not to what a piece of paper says about someone. Judge the knowledge, not the papers.
From India, Gurgaon
I do agree with all the comments that other members have shared. What comes to my mind is: have we ever tried to focus on why any employee does such things? What makes them do these things despite knowing the facts about background verification? Why do we always value a candidate based on the experience they have, the companies they have worked for? Why don't we consider knowledge? And if we have considered knowledge, then why are we questioning it now? Why is years of experience always a criteria for any position that leads people to do such things? Faking things is a result of all this.
Being in HR, how many times have any of us thought to help a new joiner? How many times have we given them what they actually deserve? If we can't help a person in their career like this, then why are we creating problems in their lives just for something fake? We should give a chance to talent, not to what a piece of paper says about someone. Judge the knowledge, not the papers.
From India, Gurgaon
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