Red Flag a New Hire: Do’s and Don’ts

“I believe a person who joined my team doesn’t having any IT experience as claimed. Please let me know how can I inform my HR on this.”

Appreciate your effort to inform your HR timely. However, before proceeding would want to understand that your doubt is based on facts which will remain unchallenged no matter how deeply it is examined.

Hence, please allow me to begin by asking your role in the team. Are you the reporting manager to the new hire ? If not are you a team member and how is your team structured? What is the role in which this person is hired?

A little background on your role would help us guide your correctly .

About your doubt to the experience claimed by the new hire, how did you detect his or her incompetence ? From your statement it sounds as if the new hire have the education in place but not the practical experience . How did you arrive at it?

Is your doubt based on a factual incident where a work was allocated to the new hire and he or she couldn’t deliver? Are you sure there was a conducive environment for performance? How close is the skill required to deliver the job from what any other new hire may have? Have you tested this person on the basic skills? At times, basic skills differ from that required in the delivery phase. Such as a programmer may know a computing language very well. However , developing a product would still remain light years away. Product knowledge often requires many more addendum on the threshold skills.

Given the fact that every new hire will bring his or her own learning curve , did you count that in? Are you sure the learning support is in place to bring a new hire up to a speed?

Every answer to these questions , will help building your case stronger.

Please keep in mind that the new hire have gone through the same interview procedure that every other employee working in the role went through. Hence the opportunity for error would be minimal.

When you claim the fraudulence , please be assured that you might ruffle a lot of feathers. The new hire might not be anyone’s favourite , but the fact that you would prove a gap in the hiring system might back fire . Hence please pre-wire that first. Talk to your superiors to understand how such cases were handled earlier .

You effort to save your team from a bad hire must not be misconstrued . Hence make sure you are rightly understood by your reporting managers.

Please keep none of your personal agendas around it. In no case you should try to get any limelight or credit out of this situation. Stay focussed on serving your organisation and none of your personal gains.

Raising a red flag during the probationary period would help your team. Wishing you all the best in your effort to save your firm !

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