Call it the business world’s version of a “wardrobe malfunction”…an “inadvertent error” may be the undoing of Yahoo! CEO Scott Thompson, who was recently outed for claiming to have a degree in computer science, when in fact he graduated with a bachelor’s in accounting.

The real issue at hand, however, is not so much what he lied about – after all, it doesn’t take a degree to learn how to code – but the fact that he lied. Sadly, Thompson is far from the only person who’s ever taken creative license with a resume. According to one CareerBuilder survey, 38 percent of employees have embellished their job responsibilities at some point, while 18 percent have lied about their skill sets. Other common lies surrounded information about employees’ start and end dates of employment, academic degrees, previous employers and job titles. 

6 Ways to Keep Candidates Legit
Regardless of Thompson’s fate, his story is a good reminder that no one is immune to being the victim of a fake resume. Use the following tips as you evaluate candidate resumes moving forward:

1. Perform a standard background check on things like work history, residences, dates of employment, etc. Look for discrepancies between what the candidate submitted and what the reports reveal.
2. Check for red flags: Unexplained gaps in employment, a reluctance to explain the reason for leaving, and unusual periods of self-employment can be a tip off to false employment history. Always check references, including clients, for self-employed work history. Because even references can be fake, check the web sites of previous employers and use the phone numbers found online for employment verification.  (Can’t find a previous employer’s web site, even after you’ve “Googled” it? The Better Business Bureau or the local Chamber of Commerce are good resources to check, too.)
3. Utilize social networking sites. Social networking profiles contain public information that may help you verify certain information such as a candidate’s work history or education credentials.  (Just be aware of the possible legal ramifications of using social media to screen applicants. It’s probably best not to ask candidates for their Facebook passwords, either.)
4. Test their skills. Knowing that employers use keyword searching to find and qualify their resumes, applicants may include keywords for all skills required for the job – regardless of whether they have them or not. Find out if they’re embellishing by asking specific technical questions about the skills they claim to have and actually test their computer skills.
5. Be fair. Remember that mistakes and misunderstandings do happen. If you find a discrepancy, give the candidate an opportunity to explain.
6. Use common sense. Trust your intuition and experience. If something doesn’t seem right, follow up on it.

Do you have an experience with a candidate or employee who lied on his or her resume? Share with us in the comments below.

Editor’s note: This post was adapted from an earlier post about resume lies, which includes true life stories from readers sharing their own ‘fake resume’ experiences.

When it comes to filling open positions, recruiting from within your own employee base might just be your best bet.

Remember how, in Some Kind of Wonderful, Eric Stoltz’s Keith relentlessly pursues the attractive, but ever elusive Amanda, played by Lea Thompson, only to discover that (spoiler alert!) his true love was actually Mary Stewart Masterson’s Watts, who’d been by his side all along?

There’s actually a lesson there for recruiters and hiring managers: sometimes the very thing you’re looking for in terms of new hires is actually right in front of you. In other words, next time you’re searching for candidates to fill an open position, don’t overlook the perfectly good candidates who may just be right in front of you: your current employees.  You might not immediately consider your current employees – the Watts’ of the candidate world, if you will – when considering who your next hire is going to be, but if you look at the benefits of recruiting from your current employee base, you might find that they’re ultimately your perfect match.

Internal recruiting: Driving down costs while increasing productivity
Consider the time you invest when you bring in new hires, onboarding them and familiarizing them with the organizational culture. Current employees are already familiar with the culture of the organization and daily business operations. While that employee might need some training to supplement the skills needed for his or her new role, the costs of bringing in a new employee will likely still outweigh the costs of training a current one for a new role. Newly promoted employees can also assist in training their replacements while transitioning to their new role within a company, further driving onboarding and training costs for other hires.

Another beneficial side effect of internal recruiting is the potential to positively affect morale and productivity. Hiring from within your own company proves to other employees that you recognize their hard work, trust them to take on other responsibilities, and are truly providing the career advancement opportunities workers value so much. As a result, they’ll be driven to work that much harder to take advantage of those opportunities themselves.

As the labor market gets more competitive and candidates with the specialized skills you need become harder to find, employers are placing higher importance on the practice of hiring employees based on cultural fit and then, once they’re on board, providing them with the skills they need for the role. After all, you can teach a smart, eager employee certain technical skills in a relatively short amount of time, but you can’t necessarily teach values, work ethic and other soft skills that are just as crucial to the growth of the organization.

Prepare your company – and your employees – for future growth
Whether you currently have an open position or not, and regardless of whether you plan to hire internally when you do, it’s always a good idea to set the groundwork for the possibility of promoting from within in the future.

By investing in training and educational opportunities for employees, you not only make them more productive in their current roles, but you’re providing a foundation that enables them to move up and take on bigger challenges in the future. Take a cue from employers like AT&T, Esurance and 24 Hour Fitness, all of whom discuss how and why the prioritize employee training their companies in the video below.

As we’ve talked about before, many members of Generation Y look at work a little bit differently than other generations.  ”I love my job, but I love my life more” is something you might hear Gen Yers say. Although members of Gen Y (the generational group comprised of those 18 to 29 years of age) have no problem with working hard, as a general rule, their job will never be the whole of their identity. Even more interestingly, as Aaron Kesher pointed out at SHRM 2011, their job and life may intersect in new ways than we’ve seen in past generations. “Gen Y doesn’t want a job – they want a life that hopefully includes a job.”

Hmm. So, what happens when that “life” is online — on Facebook, for example? How do their work and personal lives overlap, and what can employers learn from it? A new study, conducted by Millennial Branding, a personal branding agency based in Boston, Ma., of four million Gen Y Facebook profiles (gleaned from data and analytics company Identified.com), found that members of Gen Y, intentionally or not, are using their Facebook profiles to not only socialize with family and friends, but also to serve as an extension of their professional personality. And it seems that behavior on sites like Facebook is actually reflective of their attitute toward life and work as a whole. By understanding how Gen Y treats their personal and professional lives, employers can better understand how to attract, engage and retain this generation of workers.

Gen Y: Work versus personal lives on Facebook

Gen Y’s tendency to mix work and life appears to spill over into the way they manage the overlap of friends and family with co-workers on sites like Facebook, though the way in which they’re mixing their worlds may look different than you’d expect.

• Work stays at work (sort of): Sixty-four percent of Gen Y workers, for example, choose not to list an employer on their profiles, but have an average of 16 co-workers in their “friends” network. It may be that they’re comfortable with “friending” select people they’re closer to at work and sharing more personal details with them, but not comfortable making their Facebook profile a replicate of LinkedIn.
• Low on job pride? Eighty percent of Gen Yers list at least one school entry on their Facebook profile, while only 36 percent list a job entry; that’s a pretty significant gap. The reasons for this aren’t entirely clear — it could be due to them feeling a stronger sense of identity/pride/community with their school than with their job, a desire to keep work life separate from Facebook, or even good old college nostalgia. It could also point to the fact that with the current economy, many Gen Y and non-Gen Y workers aren’t in their ideal fields or jobs, and don’t necessarily want to highlight their current source of income.

Check out the infographic for more details about Gen Y’s Facebook behavior:

What does this mean for you, the employer?

For employers, it’s important to keep in mind that Gen Y workers, while similar to other generations in many ways, are seeking particular traits in an employer. By remaining flexible with workers and understanding that they value a life outside of work, a solid career path and the trust to try new ventures and fail, you’re one stop ahead of many other employers. As Dan Schawbel, founder of Millennial Branding and author of Me 2.0, recommends, “you must allow your employees to become more entrepreneurial at work so they stay with you longer instead of working for a startup or starting their own company.”

In addition to encouraging an entrepreneurial spirit, connecting with Gen Y is not necessarily about a 180 degree company change, but about taking your current way of doing things and steering it in a new direction. Initiating flexible schedules, knowing that employees are often on all the time, is a start, as is making sure employees have a mentor and giving proper recognition for a job well done or sharing innovative ideas.

How could these findings help you better understand and connect with Gen Y employees?

The data and analytics for this study were provided by Identified.com.

What do you suppose ZoomInfo is up to?

The company launched Fresh Contacts a month ago offering participants two months free access to the ZoomInfo database just for uploading their personal contacts. Upload one or one thousand contacts, it’s all the same – two months’ access to the 45 million contacts and 5 million company profiles ZoomInfo claims.

Without a doubt, it’s a shot over the bow of competitor Jigsaw, which built its leads business on an early faith in crowdsourcing.

But as you’ll see shortly, there could be more afoot here than a front-on challenge to a competitor.

Enlisting users to provide content is not unknown at ZoomInfo, where the subjects of its machine-created profiles have long been able to correct and update them by “claiming” them.

But this wholesale pitch to users is a first for the company that built a business by aggregating personal and corporate information. Spiders quarry nuggets from all over the visible Web, which are then assembled into profiles.

“The center of our success is technology, and it always will be,” CEO Sam Zales told me at the outset of a GotoMeeting presentation Tuesday. “The secret sauce is really how we connect the dots.”

Even as he was saying that, he was introducing the company’s three-legged stool, which, besides the spidered, processed, and packaged profile content, and the “claimed” profiles, now includes the user-uploaded contacts.

The Fresh Contacts program is one of those win-wins. ZoomInfo gets fresh and updated contacts for its database. Participants, many of whom are expected to be job hunters, get free access to the database, which can make the difference between a resume in an ATS and one that goes directly to a hiring manager.

The contacts themselves get to say yea or nay to being included in the database.

This third leg of the stool is no doubt giving Jigsaw some indigestion. Founded in 2003 on a faith in crowdsourcing, Jigsaw built a community of loyal players who earn points by uploading or correcting contacts. You can buy contacts or trade your points for them.

Like ZoomInfo, it has company data, crowdsourced and presented in wiki style.

Both companies have their limitations. Jigsaw’s contacts are pretty good. The carrot-and-stick reward system tends to keep them fairly accurate. But voluntary contributions of business-card info means the bigger the company, the better the data. Smaller companies, where there are fewer players in the Jigsaw system, are less well-represented and what info there is tends to be staler.

ZoomInfo spiders keep its data fresh, especially the business intelligence. The downside, though, is that machines aren’t very good at telling one John Doe from another. And then there’s the matter of individuals and companies who make an effort to hide addresses and direct dial contact info from the search engines and the “leads” companies.

What if, though, you could combine the self-correcting mechanism of a Jigsaw, with the machine updating of ZoomInfo? And what if somehow you could convince everyone they just had to maintain a personal profile, the way LinkedIn has?

Sam Zales

I ran that scenario past Zales as we were talking. There’s no doubt, he said, that users can mediate spidered content to improve its accuracy. They do that on Wikipedia very effectively. And spiders more quickly can keep a profile fresh and current.

But building a social network such as LinkedIn’s is not easy. That may be why Zales was emphatic in saying, “I want to be clear that we don’t want to be called a social network.”

LinkedIn, he told me, is a complimentary service to ZoomInfo. You can research companies and individuals on ZoomInfo, then go to LinkedIn to see if there is someone in your network who can help open a door to the company or the contact.

Still, something Master Burnett joked about at the Social Recruiting Summit is germane here. Burnett, who’s managing director of John Sullivan’s consulting firm, was poking fun at the digitally illiterate executives who run America’s companies when he said that their LinkedIn profiles are stuck at around 12 percent complete.

That struck a chord when I mentioned it to Zales. ZoomInfo’s spiders could build those profiles and keep them fresh, while the execs would only have to police them.

They can do that with their ZoomInfo profile now, but few do. After three years, not quite a million profiles have been “claimed” by their owners. LinkedIn hit 50 million profiles this year, all of them created by their owners.

See the potential? Zales does. I asked him if my scenario was behind his curve or ahead of it.  “You’re right there,” he said, somewhat ambiguously.

While ZoomInfo might not aspire to be a social networking site, there’s no reason it couldn’t partner with one.

If that’s the direction Zales is taking the company, he didn’t let on. In fact, the Fresh Contacts program, as it is currently structured, is all about growing the ZoomInfo contact database, rather than building a community. At the end of the two months of free access, users have to start paying if they want to continue. At $1,000 a year, the casual user and the job hunter will bow out.

But Zales is a savvy business executive with a background in marketing at American Express and B2B online sales. So he has not put an end date to the Fresh Contacts program and told me it could continue, perhaps with some changes.

Perhaps with something akin to a community?