The term nepotism (and even worse, cronyism) carries a negative connotation: favoring a relative (or friend) in an employment situation without considering the individual's suitability for the job. Although there can be obvious benefits associated with hiring kin (e.g., a sense of trust, swift learning of job-relevant content, loyalty, etc.; Bellow, 2003; Jones & Stout, 2015), the term itself implies that nepotism is a bad thing, and organizations often take steps to keep bad things from happening. Jones and Stout (2015) have argued that sweeping antinepotism policies in organizations eliminate the positives associated with hiring via a social connection preference, and such policies can lead to unfair discrimination. As industrial and organizational (I-O) psychologists, however, if we do our job—and by that I mean exemplary and objective screening, hiring, and performance assessment—and if we adequately manage the negative impressions that may reside in the minds of employees regarding nepotism, nobody gets hurt.