To paraphrase Joseph Nye, the former Dean of the Kennedy School of Government and now a University Distinguished Service Professor at Harvard University, your reputation is a lot like oxygen: You tend not to notice it until you begin to lose it, but once that occurs there is nothing else you can think about.

With unemployment hovering near 8.5 percent and likely to move towards 10 percent in the second half of 2009, and with many friends and former colleagues looking for work, it’s easy to initiate a job recommendation without pausing to do any due diligence. And, the consequences could be significant. If a new-hire you recommend doesn’t work out or doesn’t accept an offer, you’re probably not going to get fired but your reputation could suffer.

Although it’s natural to want to help our friends and colleagues – particularly in a challenging economic environment – recognize that referrals and recommendations work best when you have a detailed understanding of the requirements of the job and a strong grasp of the candidate’s qualifications. Before deciding to recommend a candidate for a vacancy, it’s wise to have a conversation with the person to whom the new-hire will be reporting. Try to learn as much as possible about the requirements of the position and why the last incumbent left.

In addition, be alert for any idiosyncrasies or cultural issues in the office that may make this position a difficult fit. Disagreements over dress codes, management styles, and conflict resolution can easily trump qualifications and experience, and this explains why culture clash is one of the biggest reasons new-hires fail or under-perform.

Next, spend some time with the person you are thinking of recommending to determine their fit for the position. Discuss the types of bosses they have had in the past and ask to review their resume. Be alert for signs of job-hoping, resume inflation, or any indication the candidate may not accept the position if it is offered.

Your reputation and the prosperity of your organization are important underpinnings of your professional success. Accordingly, it’s best not to recommend a candidate you would not welcome on your team

About the author: Jim Carman is a graduate of the MIT Sloan School of Management and a retired Navy Captain. He writes, lectures, and coaches job candidates on interview skills and career building topics as an independent career consultant and as a career management consultant with Right Management and the Military Officers Association of America. Look for Jim at 703-968-6383 or jacarman@cox.net.