Currently, I have an employee who is struggling. Missing deadlines, making false promises to clients etc. Recently, I sat in one of his development sessions with his manager, and I was shocked at how disengaged he was and how junior he actually vs what we pay him. After some further investigation, we are afraid he lied on his resume and how his experience. How do you go about a situation such as this? This is a first for me.

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Pull lines from his resume. Search them in google with quotation marks. If you find a line completely lifted, chances sure you'll find other lines lifted. If that's the case, maybe add plagerism to the lust of offenses.

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I agree with all the above mentioned comments from our peers. At-will definitely comes into play here. It sounds like this employee doesn’t have seniority! As long as this person is not in a protected class the easy answer is terminate especially if you’re an at-will state. If you want to give this employee the benefit of the doubt and an opportunity, maybe consider a PIP! Hold them accountable if they don’t perform! Also, do you have a policy in your handbook regarding fraud? Or on your employment application that this person signed stating the information is the truth! I also agree with the proper due diligence when recruiting, unfortunately a lot of candidates lie to get the job. SHRM has a lot of resources that can help, are you a SHRM member? Membership is like $200 annually, but very much worth it. Good luck!

Im not sure we have anything in the agreement or handbook about fraud! I’ll definitely take a look!! I actually was just researching on SHRM this weekend, SHRM membership saves my butt often with all the resources it offers. Thank you!!!

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I would also reflect on your hiring practices to see what you need to do moving forward so it does not happen again. Better interview questions? Reference checks?

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Well, learning hard way is still learning. :) we work with easy backgrounds, they do a good job

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You complete your investigation, document everything, create a detailed timeline of events. If the fact of him lying on the resume is confirmed with hard evidence, you fire him with no severance.

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And even if you determine that they didn’t lie on their resume or in the interview process, you still have the ability to terminate/discipline for the performance issues.

Additionally is it proper practice to have HR sit in on those coaching sessions? In my past experiences HR was only updated never sat in on them, but the reason I pushed for me too is because the issues were still there, and people were starting to give me feedback on the employee, including the CEO. Before making any assumptions about this individual I wanted to see it first hand which is why I requested to be in the meeting. I assume that is okay to do?

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It’s totally normal, just say to manager that you want to be a witness just in case

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Isn’t this at-will employment? If he’s not doing job, why the hesitation to let him go? Is he a minority or disabled without documentation of his failures?

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I guess HR just want to be fair here and make sure an employee wasn’t setup for failure and it’s not a repetitive problem for a manager.

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I would have a conversation with this employee go through all the concerns hear their side of the story and sometimes I have them write a statement in their own words. You should reference your last conversation when you begin talking.Depending on how the conversation goes there’s going to be accountability for the violations: decided the level. If they lied on their application typically that’s something that falls in the handbook it’s a Terminable offense as well as making false promises to clients also dishonesty, not meeting position expectations etc. Based what you uncover decide what level of accountability you want to take.

Also, IDK how applicable this is to the situation, but we also found out that he just graduated college (may 2020-Google is a beautiful tool) but mentions he has 5yrs of experience. When I look at his resume, he does have his education on there but no start or end date. He has experience from may 2015-august2015 and then there is a two year gap. 2017 he starts working again for a year, leaves and goes to another company from 2018-2020 and then now works here. Recruiting and HR is a new department at my current company, so the lack of noticing red flags in interviewing or resume reviewing and reactive vs proactive hiring has been an issue. Any advice would super helpful! It’s an interesting situation.

100000000% I have already began creating an interviewing and hiring 101 training for my managers!!

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I would say first and most important why is your HR team not making the qualified calls to follow up on references. Secondly be careful what you are looking up on an employee this could turn around and not in your favor.  With that said finish your investigation, keep clear and precise notes and if you have fraud in your policy you can let him go. If not you will need to follow any other policy in order to release him from work.

I am the only person running HR. Prior to my arrival two months ago there was no HR. He was hired 3 weeks before me. I have completed the investigation, but we have gotten to a point where his performance is taking higher priority than his “lying” unfortunately he is dropping the ball over and over again on our largest client.

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