You think a Band-Aid will stop the bleeding—. While the short-term needs of any business can be pressing, try not to act in a “quick fix” manner that detracts from the organization’s long-term horizon, particularly if there is a high probability of negative impact to an otherwise healthy workplace climate.

You believe everything on the candidate’s resume—. It has been estimated that up to 40 percent of resumes have everything from little white lies and exaggerations to blatant misrepresentation.

Resumes aren’t fact sheets; they’re “eye candy” with all the right buzzwords. They’re designed to do one thing and one thing only—catch the attention of the hiring manager.

If the paperwork looks too good to be true, it probably is. Bogus degrees, falsified credentials, lapses in employment, and other significant inflations and omissions are becoming more the rule than the exception.

In response, try to obtain as much recent, reliable, and valid objective information as possible about the candidate by utilizing effective pre-employment screening and, to the extent possible, “back-door” reference checking procedures. For the latter consideration, always get information from prior supervisors, and document your conversations.

You believe that every position must be filled with an “A” player or someone with leadership potential—. While it’s true that you’ll likely return faster and more often to an automotive service station staffed with more “A” players than its competitor down the road, it’s not an absolute. You also need your share of good corporate soldiers.

You put less than your best foot forward—. There is no upside to a lengthy employment negotiation. Act in good faith. Show all candidates and internal placements that they’re “wanted” from the onset. Extend market-based employment offers that also consider internal equity, economic trends, the company’s competitiveness, and succession planning, in conjunction with the candidate’s employment history and expectations.

You treat everyone the same—. To the contrary, fresh and innovative recruiting practices should be considered to accommodate the needs of today’s workforce. In this regard, offering such benefits as flexible and part-time schedules and work-from-home allowances may be positively received.

You try to fit a square peg into a round hole—. There once was a highly regarded professional with twenty-five years of industrial experience whose record of accomplishment as an individual contributor was the envy of his peers.

Then, as a result of some unexpected turnover, his manager asked if he would be willing to assume some supervisory responsibilities on an “interim” basis. That’s when the trouble began—absent any formal guidance, training, or mentoring, he quickly alienated those he was relying on for critical input.

As it turned out, due to financial restrictions, nothing was interim about this assignment. The damage turned out to be long lasting. The individual derailed, and by consequence, his department failed at a critical juncture.

When faced with the original staffing dilemma, the management of his organization reacted poorly. They did not realize that the best individual contributor does not necessarily make the best manager.

You fail to keep parties of interest informed—. Reduced ambiguity in the staffing process is something to be diligent about. Accordingly, after the interviews are completed, you (or your designees such as the recruiter or human resources representative) should collect and compile the thoughts from and reactions of each interviewer. This is an ideal time to identify any discrepancies that the candidate may have presented. It also serves as an opportunity to reinforce with all parties the competencies being sought.

You aren’t prepared for the water cooler—. As internal candidates are placed elsewhere in the organization, you should openly share the reason(s) for the move with colleagues.

For external hires, be prepared for any comparisons to current talent.

You keep waiting for the “ideal” candidate—. This is a lot like waiting for Godot; it just isn’t going to happen. In most cases, there will be some compromises or trade-offs between your job specification and each candidate’s resume. Don’t waste time or money “holding out” when you have someone who checks nine of the ten boxes.

You think that you can change an individual—. The Oakland Raiders of the National Football League used to draft the best available talent and mold him to their system. It worked for a while, but several recent poor seasons have invalidated this theory.

To the extent possible, get people on your team, on day one, who share your business philosophy. Changing times may not afford you the luxury of time to convert others.