It’s graduation season, and nepotism is in the air.

It’s a critical time for business-owning families considering the merit of offering jobs to their new grads. Many families may hesitate because hiring them at this career stage might be based more on genes and their name than specific skills or qualifications. In other words, it’s nepotism.

That’s not necessarily a bad thing.

Yes, nepotism is far from popular in U.S. culture and public opinion.

But I’m staking a claim that nepotism, done with caution and care, can be a good thing in family business — including for employees who aren’t family members. Skeptical? Stay with me.

Core to the nepotism-can-be-good argument is the idea that family business is meant to serve the family in addition to the need for the family to support the business. Implemented correctly, a little bit of nepotism ultimately serves both family and business. Here’s how.

Working for the family enterprise benefits next-generation members by providing meaningful experience and exposure to business-related capabilities, such as strategy, marketing, operations, human resources and governance. The experience builds their resume and lays the foundation for the future. This is true even if they don’t end up working for the family in the long term.

Creating opportunities for the next generation demonstrates to the broader family that the business provides benefits to family members beyond dividends. This is especially true for shareholder parents who will recognize that the business is providing opportunities for their children to learn and grow, strengthening desires to continue to support the business.

Effective nepotism helps the longevity of the business fostering an emotional attachment to it among the next generation. Those who work there early on are more likely to develop a personal connection to what it does and those that it impacts.

Working with the business prepares next-generation members for many future roles within the business. When considering early roles for the next generation, families should recognize that there are many future roles that family might play.

Bringing the next generation in early enables two-way assessment — for the new employee to gauge how much they enjoy working with the business, and for the business and family to understand if that family member brings the right capability and character to the enterprise.

Customers and suppliers will likely feel more confident the business will continue as they get to know the next generation.

Here are practical steps to practice strategic, effective nepotism in family business.

Do it with purpose: It’s about understanding the benefits you’re looking for, then selectively choosing people and arrangements more likely to bring those about.

Think short term: A customer-service internship for high-school or college-age family members. A part-time job on the factory floor. A two-year rotational program for newly graduated members.

Use your business network: As an alternative to direct employment in the family business, consider placing a next-generation member with a supplier or customer of the family enterprise. Family businesses in the same ecosystem could even have a reciprocal arrangement.

Maintain accountability: Providing opportunities with your business connections does not have to imply special privilege. Set clear expectations and objectively measure the performance of anyone hired under this arrangement. That will help them know what to expect in later roles within or outside the family business.