No one is perfect. Most of us have a blemish in our background. I’ve worked with candidates with a variety of blemishes. From poor job performance to bankruptcy to being fired to being arrested, I’ve spoken with many candidates with stories to tell. Some negative information can be easily handled. Other issues are more difficult to overcome. Often, the outcome is affected by the situation under which the information is discovered and the timing with which it is disclosed. As a candidate, the questions are which blemishes need to be confessed to the recruiter and employer, and when do they need to be revealed?
In the situations where I’ve been involved, how much of an impediment the adverse information turned out to be depended mostly on timing. Surprises in the recruiting process are seldom appreciated by the recruiter or the employer. As a recruiter, I prefer to have any and all adverse information shared with me as early as possible in the process, so the candidate and I can strategize on the best way and best time to tell the employer. No reputable recruiter will help a candidate conceal information that would impact a client’s decision. However, most recruiters will help a candidate put the adverse information in context, and emphasize other strong points to balance the information out.
The effectiveness of the explanation depends greatly on what the information is compared to what the job is. Employers are less likely to consider a candidate with baggage when they are paying a recruiter, but depending on the issue, they may look past it. When self-represented, candidates should plan carefully to decide what to tell the employer and when. Part of deciding what to share with the employer depends on the role, responsibilities and on how the company will find the adverse information.
Here are three thoughts on dealing with detrimental information about you.
- Personal Information
I was once discussing a potential search with a client. They had identified one candidate on their own. While excited to meet the person, the client commented, “I hope he’s not the shirtless guy we found on the internet.” Negative personal information is the easiest to counter because it’s mostly avoidable. Unfavorable personal information should be revealed when the process reaches the stage that the company is asking for additional information. If they ask permission to do a background check, tell them what they will find before they find it.
- Online – clean up your online presence. Google yourself. Know what surfaces, especially if it is information about someone else with the same name. Pay attention to photos you are tagged in. Let your friends and family know you’d appreciate not having embarrassing photos posted publicly (and keep in mind few private postings remain private.) Avoid posting about topics your employer may not like being associated with.
- Education Verification – degree verification is almost always done because it is easy and inexpensive for employers to verify degrees. Do not embellish your education. If you’ve done it successfully in the past, stop, because at some point the truth will surface. I’ve seen several examples of a candidate falsely claiming a degree that was not required to get the job, but telling the truth was. Lies cause offers to be withdrawn and taint reputations unnecessarily.
- Credit Check – most info that surfaces during a credit check can be successfully explained. Know what your report will show. Have countering details prepared to put the information in context. Many people have experienced credit issues or bankruptcy after health problems, divorce or unsuccessful businesses. Be prepared to explain what happened and what you did to remedy the situation. For some jobs, adverse financial information will not be easily overlooked, especially if the job involves handling money.
- Criminal Check – facts matter. Give the company the facts about the reason you were ticketed or arrested and the resolution of the case. Some cases will be overlooked. A past DUI may not keep you from getting a job as an accountant, but an embezzlement charge might.
- Drug Tests – if you will not successfully pass a drug screening, don’t put yourself in a situation where you have to take one. Once you fail, the company is unlikely to hire you for any role at all. Do not rely on explaining a failed drug test after the fact. If any prescribed medication would be flagged, get a letter from your doctor and submit it to the HR department and the testing facility ahead of time. The legal status of cannabis in a state does not eliminate a company’s ability to prohibit cannabis use.
- Job Performance Information
Unfavorable information about your job performance or the circumstances of your departure usually comes from references or former coworkers or supervisors, and you won’t always know that the recruiter or employer has received that information. Know what people are likely to say about you. Be honest about your job performance. If you mishandled something, own it and explain it. Job performance information should be shared when the interview discussion focuses on your performance.
- Why did the failure happen? Lack of planning, lack of resources, poor timing, poor execution or changing market conditions can all lead to project failures. Explain what you learned from the experience and how you will avoid repeating the mistake. Family emergencies or personal health crises can also impede performance. Explain what happened and show why you don’t expect the same issue to surface again.
- Verifiable versus rumored information – documentation matters. If you have documented evidence of your employer’s expectations versus your actual performance, share it. Especially in sales or business development, you can often show your annual goals compared to actual performance and pipeline development. Make sure you redact any confidential or proprietary information before sharing outside of your company.
- Philosophical differences – sometimes business leaders disagree on what strategy to pursue. Those discussions can be arduous and may lead to managers or leaders leaving the company. An unemotional explanation is the best course. Make a supportive statement if you can. “The CEO deserves a team wholly dedicated to executing her strategies. I couldn’t fully support her, so I left to make room for a Vice President who could.”
- Current or Prior Employer Information
Sometimes, adverse information is really about the company, not the employee. A company (or your boss) may have been investigated, debarred, fined or prosecuted. The events leading up to the action may have occurred prior or subsequent to your employment, or you have not have been in a position to know about it while it was happening. Try to collect the actual facts about what happened, especially explanations offered by your employer, so the recruiter and future employer won’t have to rely solely on news reports to dissect the details. Information on your current or prior employer should be shared as the conversation warrants, especially when discussing why you left (or want to leave.)
- Be honest about what you knew and when you knew it. Own your part of the problem.
- Document any actions you took (such as, I called the FBI and the SEC and then I quit on the spot.)
- Explain what you learned and how you’ll help a future employer avoid similar problems.
Unfavorable information will surface. Be prepared to separate fact from fiction. Own your actions and take responsibility for your decisions. Be honest with your recruiter and potential employer. Give them reasons to evaluate your actions favorably. Look in the mirror and recognize your own blemishes. Remember them when you are in the position to be gracious to another person and give them a second chance if you can.
Cheryl Bedard represents the best interests of candidates and clients. She identifies opportunities for success for talented executives and companies and reconciles hopes and dreams with reality.
