Deceptive Practices in Recruitment Result in Poor Retention - American Society of Employers - Heather Nezich

Deceptive Practices in Recruitment Result in Poor Retention

A recent study conducted by sheds light on the prevalent issue of dishonesty in the hiring process. The survey, which gathered responses from over a thousand hiring managers, revealed that 36% of these professionals acknowledge engaging in deceptive practices when recruiting candidates.

The findings highlighted a spectrum of deceit within this group. Notably, 6% of those surveyed admitted to lying "consistently," while a significant 24% confessed to doing so "frequently." Additionally, 45% of respondents conceded to resorting to falsehoods "occasionally."

The bulk of these misleading actions materialized during the interview phase, with a staggering 75% of the deceptive hiring managers admitting to this. Another notable chunk, amounting to 52%, admitted to distorting information within the job description, while 24% conceded that their untruths found their way into the offer letter.

The Motivation Behind Recruitment Deception:

The survey disclosed that 40% of recruiters falsify the responsibilities associated with the role. Further insights into their deceptive practices included:

  1. Exaggeration of growth opportunities within the company (39%)
  2. Misrepresentation of career development prospects (38%)
  3. Distortion of the company's cultural environment (31%)
  4. Misleading information about benefits (28%)
  5. Fabrication of the company's commitment to social causes (27%)
  6. False portrayal of the company's financial health (26%)
  7. Inaccurate information about compensation (24%)
  8. Concealment of the actual turnover rate (22%)
  9. Misleading statements about job location (remote or hybrid) (20%)

The respondents provided insight into their rationale, citing motivations such as safeguarding sensitive company details, appeasing candidates by uttering what they want to hear, enhancing the allure of the job, and attracting more qualified applicants.

Implications of Deception on Employee Retention:

Stacie Haller, Chief Career Advisor at, vehemently criticized the practice of duping job candidates, highlighting its potential to erode an organization's integrity. She stated, "Maintaining honesty not only upholds the organization's reputation but is also paramount for fostering success for both the company and the individuals it aims to attract." Haller further emphasized that dishonesty could lead to detrimental outcomes for both the organization and the candidate.

While a substantial 92% of hiring managers affirmed that candidates they had deceived eventually accepted job offers, this deceit had profound repercussions on employee retention in the long – and sometimes short  –  run.

A significant 55% acknowledged that the employees who had been misled eventually quit upon discovering the deception during the hiring process. 14% of employees resigned within the first week, 35% departed within the initial month, and 31% left within the first three months.

What would the repercussions be if an employee lied during the interview? It’s a two-way street, so employers need to be honest if they expect a candidate to be honest.  The lies will be uncovered as soon as they begin working, resulting in them quitting and the recruitment process starting all over again.

"By treating candidates with the same level of professionalism that we demand from them, we not only preserve the human element of recruitment but also contribute to a more respectful and equitable job market for all parties involved," stated Haller.



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