This has been happening for decades. Long before covid, saddle up and due your due dilligence.
Any decently sized company has employment contractual provisions for misrepesentation of facts, expertise, and experience during the hiring process. Use that, hire one of the other candidates you interviewed, and fire them.
The only unfortunate thing here is having to read about this because your team failed in their due dilligence. That's a team/company failure, and this looks more like fluff spin for a narrative than anything else.
Your people didn't do their jobs, and lost costs vetting a potential hire who wasn't a good hire because of it. That's the business you are in. You knew the risks.
Prior to the first interview you should have covered an introduction and some of the expected vetting processes (i.e. Should we choose to extend an offer... there are requirements for an in-person report for HR to check I9 and other forms (i.e. potentially a certification of the facts they submitted as part of the process ...), and the required process of reporting instances of fraud to IC3/FBI). [It is often across state lines].
That's just some examples, I'm sure you can figure it out with your legal team if this is really an issue, because its seriously not that hard. You set up a process that gives bad actors enough rope so that if they cost you money in bad faith, there will be consequences.
Any decently sized company has employment contractual provisions for misrepesentation of facts, expertise, and experience during the hiring process. Use that, hire one of the other candidates you interviewed, and fire them.
The only unfortunate thing here is having to read about this because your team failed in their due dilligence. That's a team/company failure, and this looks more like fluff spin for a narrative than anything else.
Your people didn't do their jobs, and lost costs vetting a potential hire who wasn't a good hire because of it. That's the business you are in. You knew the risks.
Prior to the first interview you should have covered an introduction and some of the expected vetting processes (i.e. Should we choose to extend an offer... there are requirements for an in-person report for HR to check I9 and other forms (i.e. potentially a certification of the facts they submitted as part of the process ...), and the required process of reporting instances of fraud to IC3/FBI). [It is often across state lines].
That's just some examples, I'm sure you can figure it out with your legal team if this is really an issue, because its seriously not that hard. You set up a process that gives bad actors enough rope so that if they cost you money in bad faith, there will be consequences.