Many job seekers tend to flatter or downplay their actual abilities when applying for a job. In a discussion, Yulia Subbotina, head of the recruitment group at Rabota.ru, explained the risks of deception and how it can backfire during the hiring process.
1. Relationship with the former supervisor and colleagues
Quite often people part ways with a previous employer after a disagreement with a supervisor or teammates. If a recruiter asks about these dynamics, the key is to avoid detailed, insider accounts and simply acknowledge that the relationships at the old workplace were not ideal. For credibility, the candidate should emphasize that colleagues or managers were capable professionals and good people. Reflecting on this helps a hiring team gauge a candidate’s core values and see whether there is a principled fit with the new team. It also highlights whether the candidate might have a pattern of conflicts or whether they are capable of collaborating in diverse, high-pressure environments. When describing past teams, the goal is to convey a sense of alignment with professional standards and a readiness to contribute to a healthy team culture.
Understanding what values matter to the candidate and visualizing the kind of team and leader they see as ideal helps the recruiter quickly assess if the individual holds beliefs that align with the company’s culture. It also signals whether the candidate is likely to adapt and work constructively with new colleagues, even after a disagreement. A thoughtful response shows maturity, resilience, and a commitment to professional growth rather than dwelling on personal fault or fault lines from the past.
2. Skills and competencies
If a candidate believes certain skills can be learned rapidly and they are confident about picking them up, embellishing might seem tempting. Yet for foundational abilities that are expected to be utilized daily in a new role, overstatement can be exposed early in training or during first assignments. That is why it is unwise to misrepresent a past title or level of responsibility. For instance, if someone was hired as a manager but never led a department or team, the disclosure of such a gap tends to become apparent quickly as tasks unfold. Honest framing—focusing on transferable strengths and concrete accomplishments—often resonates better with recruiters. A credible portrayal of what has been learned and what still needs development tends to build trust and sets realistic expectations for the employer. This approach also clarifies how the candidate plans to bridge any deficiencies and how they will contribute to the organization’s goals from day one.
In practice, applicants should describe specific projects, measurable outcomes, and the competencies they can reliably demonstrate. If a person is transitioning to a new domain, it helps to outline the steps being taken to acquire the necessary expertise and the time frame for achieving proficiency. Demonstrating a growth mindset reassures hiring teams that the candidate is prepared to expand capabilities while maintaining accountability and performance standards.
3. Income expectations
It is common for applicants to adjust their stated compensation expectations during interviews. Employers are aware of this tactic and may verify claimed figures through reference checks or internal discussions. Even if the number aligns with what the company can offer, guiding the conversation toward a transparent discussion about compensation is often more effective than trying to misrepresent past earnings. A candidate who is forthcoming about salary history and expected range tends to project honesty and reliability, reducing concerns about broader integrity. When there is a mismatch between a candidate’s expectations and the company’s offer, a constructive dialogue about value, responsibilities, and potential growth helps preserve trust and keeps the conversation productive rather than punitive.
As a precaution, it is essential to recognize that submitting false documents or misrepresenting information during hiring can lead to serious consequences. Some organizations conduct internal security checks or background verifications as part of their standard onboarding process. If an inconsistency surfaces, it may justify a difficult decision from the employer, including termination after appointment. Transparency about qualifications, experience, and career goals tends to minimize the risk of such outcomes and fosters a more positive recruitment experience for both sides.
A seasoned HR professional notes that the path to employment after graduation often involves presenting a realistic narrative of skills, experiences, and potential. The emphasis rests on authenticity, demonstrated competence, and a demonstrated commitment to continuous improvement rather than an inflated portrayal that could undermine trust later on.