Is It What You Know or Who You Know? The Cost of Nepotism In the Workplace

Now, let’s be fair: not every hire made through a personal connection is doomed to fail. There are some instances where hiring a family member or friend can have its merits, particularly in terms of loyalty and trust. A close relationship with the person in charge can create a smoother working dynamic, leading to faster decision-making and more effective communication. Cultural fit is also another consideration; a family member or friend who knows the company’s values and mission can often adapt more quickly than someone from the outside.

There are also times where nepotism can provide opportunities for candidates who might not have had the chance otherwise. A candidate with great potential but who lacks a specific degree or the right experience might be given a chance if they know someone in the company. In these cases, nepotism can provide opportunities for individuals who may otherwise be overlooked, giving them a chance to prove their worth where they might not have been given the same opportunity through traditional recruitment processes.

In the world of PAs and EAs, where even the doorway can be guarded by layers of gatekeepers, having a relative or friend holding it open can seem like the golden ticket. But we need to work towards a fairer solution, where candidates are evaluated based on their skills, qualifications, and potential, rather than their family connections.

One way to achieve this is by working with recruitment companies that can help broaden the talent pool, ensuring access to qualified candidates who have expertise and drive. Recruitment companies specialise in finding candidates based on merit, not family ties, and can uncover talent who might otherwise be overlooked.

Additionally, businesses should invest in programs that support young and emerging talent, such as mentorship opportunities, internships, and work experience initiatives. These programs can level the playing field, offering individuals from diverse backgrounds the chance to gain hands-on experience and prove their abilities in a corporate setting.

Overall, companies must champion fair, transparent hiring practices - structured interviews, clear job descriptions, genuine commitments to diversity, and pathways for advancement based on performance, not pedigree. And hiring managers should ask themselves: Am I choosing this person because they’re the best? Or because they’re the easiest to choose? Only by making merit the main currency of opportunity can businesses – and their people – truly succeed.