I work in a previously understaffed sales department. About eight months ago the company employed a new sales executive, who we were assured had the experience to “hit the ground running”. It's becoming clear that even with extra training our new colleague seems unable to cope, will be demoted or asked to leave and may have given false information on or exaggerated their CV. How can we avoid this happening again?

Recruitment under pressure

Recruiting in an economic downturn presents its own unique set of challenges. Traditionally, we see an increase in applicants “beefing up” their CVs as they try to secure ever more elusive positions. On the other hand, employers, who are often running departments on a reduced headcount, don't have the slack within their teams to support a lengthy recruitment process.

What went wrong?

You say you were assured that your new colleague had the experience to “hit the ground running”. How were you assured? Were those assurances based on what they'd written on their CV or did your manager/the HR department speak to past colleagues? In a sales position, it is often useful to speak not only with colleagues who worked alongside the prospective employee but also with the clients they served. Claiming previous experience would tend to mean that they had worked for a competitor, so they should have contacts within the industry. Is your colleague claiming to have a specialist degree that is required to enable them to sell your products but is not demonstrating enough knowledge? Or does your colleague claim management experience or a management qualification but is making all the mistakes in the book?

How to avoid it happening again

It is essential that your company defines a pre-employment policy - and sticks to it. Decide on the risks for each position and the checks to mitigate them. Your policy may include a sliding scale of checks relative to the seniority of the position, but don't make the mistake of equating risk with seniority. More often than not, the lower the position within the company, the greater risk that it poses to the organisation. Think of the IT tech who controls the company's passwords.

Try to access “360 degree references” from clients, subordinates and supervisors rather than only previous bosses. In this way, you'll start to build a 3D picture of past performance. Verify employment history and credentials at source with the HR or registry departments. It is not unusual for personal relationships to be formed at work that can cloud the judgment of the referee. If you cannot find the time to undertake these checks yourself, then use a CV verification and background screening agency. You would be surprised how much you can learn even from standard references that provide only dates and position. Suddenly, the three years' experience as a director is actually three months in admin support. Also remember that certificates can be forged or bought off the internet and there are thousands of fake universities that will sell unaccredited degrees.

A final word of warning. For positions of trust, obtain criminal and credit records. The diligent accountant in the corner, who is always glued to their screen, could be gambling online - with your money.

- Eyal Ben Cohen is managing director of Verifile, a background screening consultancy

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