magpiegathering

One of the biggest mistakes I see in HR is the belief that we have to determine whether someone is lying before we decide what to do.

In reality, we rarely need to.

I’ve found a much simpler approach over the years.

Treat it as you see it.

If someone tells you they’re unwell, accept that they’re unwell.

Not because you’re naïve, but because your responsibility is to respond to the information you’ve been given.

If an employee calls in sick but you privately suspect they were simply intoxicated the night before, arguing about whether they’re telling the truth rarely achieves anything.

Instead, respond to the situation you’ve been presented with.

“I’m sorry to hear you’re unwell. Before you return to work, I need to make sure you’re fit to come back. We’ll need a medical clearance so we know you’re safe.”

If they genuinely are sick, this is entirely appropriate.

If they weren’t being truthful, they’ve suddenly created a much bigger problem for themselves than if they’d simply admitted what happened.

The consequences come from their own version of events—not from HR trying to punish them.

The same principle applies elsewhere.

If an employee insists they arrived on time and the problem must be with the access card system, then perhaps there is a fault.

Until you’re confident the system is working properly, it’s reasonable to ask them to manually sign in each day while the issue is investigated.

If the system really is faulty, you’ve managed the risk.

If it isn’t, the inconvenience created by their own explanation often becomes enough for them to revisit what actually happened.

Again, you haven’t accused anyone of lying.

You’ve simply acted on the information available.

Leave the Door Open

This approach works best if people have a way back.

Before moving to formal action, I always try to create an opportunity for someone to add context.

Sometimes that sounds like:

“Is there anything else that would help me understand what happened?”

“Is there something you’d like to clarify before we continue?”

“People sometimes leave things out because they’re embarrassed or worried about the consequences. Is there anything you’d like to tell me now?”

Those questions matter.

People don’t always lie because they’re dishonest. Sometimes they panic. Sometimes they’re ashamed. Sometimes they’re trying to protect themselves from what they imagine will happen.

When people feel they have no way to recover, they’ll often keep digging.

When you give them a dignified opportunity to tell the truth, many will take it.

Trust Before Truth

One lesson I’ve learned is that people are far more likely to be honest with someone they trust.

If every interaction feels like an interrogation, employees become defensive. If every mistake feels career-ending, they’ll hide them.

Building trust doesn’t mean accepting poor behaviour. It means creating an environment where honesty feels safer than deception.

Ironically, that’s usually when people stop lying.

In the end, my goal has never been to prove someone dishonest. It’s to make honesty the easiest option.