The Secret to Screening Out Unethical Candidates

Many managers fail to ask questions that probe a job candidate’s integrity. After all, they reason, liars will cover up ethical lapses. But shady applicants often will admit dishonest acts. Why? Because they believe their behavior is normal. And if everyone fudges the occasional expense report, they think it’s ingratiating to discuss such indiscretions. Consider testing the honesty of applicants by posing a few of the following questions developed by William C. Byham, president and CEO of Pennsylvania-based HR consultancy Development Dimensions International Inc.”

Pose integrity questions toward the end of the interview, after you have worked to establish an easy rapport with the candidate. If you hear an unethical answer, offer a response that conveys empathy and understanding — but no acceptance — to keep the applicant talking. Was the action a one-time lapse the candidate is admitting to out of lingering guilt and embarrassment? Or was it part of a pattern of deceit? The answer will help you determine whether the candidate is worth a second look.

Adapted from “Can You Interview for Integrity?” in Across the Board

Quiz: How Ethical are You?

If asked, most of us would probably say we’re upstanding, ethical folks. But someone on the outside looking in at our behavior might have a different perspective. Get a sense of how you and your staff rate on the ethics scale by taking the following quiz. Score 1 point for every yes answer, nothing for a no. And if you feel inclined to fudge on your responses — well, that tells you all you need to know, doesn’t it? Do you think it’s acceptable for people to exaggerate their abilities, education, or work experience on a resume or during a job interview? Have you ever padded your expense account? Do you think it’s okay to come in a few minutes late or take a long lunch if you make up the time later? Would you accept a date with someone you didn’t find attractive solely to further your career? Have you ever kept silent and implied agreement with racist, sexist, or other offensive remarks because you feared alienating a boss, client, or coworker? Would you shop online or surf porn at work if you knew you would not get caught? Would you turn a blind eye if you suspected your boss was stealing from the company? If you had to choose between two job candidates — a friend or a stranger — would you give more weight to the friend’s application even if the stranger were more qualified? Have you ever taken office supplies such as pens, legal pads, or binder clips for personal use? Have you ever promised a delivery date you knew you could not make? Would you protect your job rather than blowing the whistle on potential safety problems? Would you keep quiet and make the sale even if you knew a customer could find an item cheaper somewhere else? Check your score and learn more about how to view these sticky situations by visiting the Motivational Manager Web site at www.managementresources.com/mm.

Adapted from “Career Pros: A Question of Ethics” by Carole Kanchier, in the California Job Journal

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Staff Matters
Cantaloupe and Green Bananas: Humor as Communication
By Stephen O’Connor

My dad was a man who appreciated the richness that a sense of humor could add to an otherwise tedious life. His humor was either self-effacing or intelligently clever, but never hurtful. He was also a humble poet and only recently did the family see some of the poems he had written over the course of a lifetime. Some are sad, some are poignant and one in particular is a great example of his ability to combine wit and an economy of language:

Love In The Garden
The Watermelon was so fond
Of the melon, musk
And lay in awe of its beauty
All from dawn to dusk
Honey come and say you love me
You know I love you too
Though I lay impotent here
Oh tell me, Honeydew
And I know we Cantaloupe
Because I cannot rise
Lettuce whisper here together
And brush away the flies
– Aloysius R. O’Connor

He was a man who knew how to use humor carefully and without malice. This is also a quality of a good manager. In a recent article titled Workplace Humor is Valued but It has Its Place, which appeared in the Newark, NJ, Star-Ledger, Julie Ciamporcero suggests some guidelines for the appropriate level of humor on the job.

Don’t forward funny e-mail at work — Sure, that list of “Top Ten Excuses for Falling Asleep at Work” may be funny, but forwarding it to your coworkers or boss can look as if you’re wasting time.

When in doubt, apologize — When a joke seems to offend someone, don’t waste time arguing about it. Your safest course of action is to apologize at once. Explain that you didn’t mean to cause any harm.

Strive for wit, not wisecracks — Concentrate on humor that doesn’t demean people. Show a willingness to laugh at your own mistakes.

Al O’Connor was an accountant for 35 years at Consumers Power Company in Jackson, before retiring in 1971. He never got into management, although he would have made a wonderful manager. His combination of wit, humility and a staunch allegiance to a set of non-negotiable values would have served him well as a leader. I know it has served me well as his son. Another one of dad’s poems has to do with the workplace and demonstrates his ability to chide his coworkers in a good-natured fashion. One year, as he was preparing to go on vacation, he wrote a parting poem to his fellow employees.

A Parting Shot
When I relax on nature’s bosom
I will think of you
And while you sweat among your ciphers
I’ll apostrophize the dew
And revel in the scintillating light
Of the rising sun
You’ll be trudging, weary, to your work
I’ll be having fun
With Diana I’ll walk the forest
And linger in the dark
While in a dusty, noisy office
Your sweating rear will park
– Aloysius R. O’Connor

My dad understood that humor is the antidote for self-pity. As ALS ravaged his body, it could not touch his love or his humor. I called him one day and asked how he was doing. He replied, “Well, I’m not buying any green bananas.” I didn’t know if I should laugh or cry. So I did both. He was truly the “master of his fate, the captain of his soul” (Invictus: William Ernst Henley). He died on Jan. 26, 2000. He would have been 94 this year. I’ll miss you, Papa.

This article originally appeared in the September/October 2000 issue of Michigan Health & Hospitals magazine and is being used with permission.

 

Good Advice for Newer Employees

Speaking of ethical behavior and “doing the right thing” in the workplace, here’s some good advice for your newer employees (or for one of your kids just starting out in the work world)...
If you gather 100 experienced managers together and asked for their advice, they probably wouldn’t say much about “competing values models” or “temporal rhythms.”

Instead, this is a good idea of what you’d hear:

“Don’t be afraid of the phrase, ‘I don’t know.’” If you don’t know the answer, don’t try to bluff. If you’re at fault, take the blame. If you’re wrong, apologize. A wise person once said, “If you always tell the truth, you never have to remember anything.”

“Never gossip.” And if someone wants to gossip with you, politely say you’re not interested. This corporate adage rings true: When someone gossips, two careers are hurt — the person being talked about, and the person doing the talking.

“No task is beneath you.” Don’t think you are above anything. Be the good example and pitch in — especially if the job is one that nobody wants to do.

“Share the credit whenever possible.” Managers who spread credit around look much stronger than those who take all the credit themselves.

“Ask for help.” If you think you’re in over your head, you are. Before it gets out of hand, ask someone for help — most people enjoy giving a hand. Besides saving yourself from embarrassment, you’ll make a friend and an ally.

“Keep your salary to yourself.” Discussing salary is a no-win proposition. Either you’ll be upset because someone is making more than you , or someone will be upset with you.

“When you don’t like someone, don’t let it show.” Especially if you outrank them. Never burn bridges or offend others as you move ahead.

“Let it go.” What shouldn’t happen often does: You weren’t given the project you wanted, you were passed over for the promotion you deserved. Be gracious and diplomatic ... and move on. Harboring a grudge won’t advance your career.

“When you’re right, don’t gloat.” The only time you should ever use the phrase “I told you so” is if someone says to you: “You were right. I really could succeed at that project.”

Source: The Manager’s Intelligence Report

 

 

Professional Services Health Care Management Recruiting Large national pool of candidates for management and executive positions. Low contingency fee. Internet recruiting at www.mhaservicecorp.com Steven O' Connor, SPHR Senior Director 6215 West St. Joseph Highway Lansing, Michigan 48917 (517) 663-5755 Fax: (517) 663-5897 E-mail: soconnor@mha.org Jennifer Marshall Bobbie Sauvain MHA Account Managers 3000 Lava Ridge Ct. Roseville, CA 95661 (800) 943-2589 • (636) 586-2204