A reader writes:
I made a fairly massive hiring mistake and I’m probably not positive the way to proceed.
I just lately hired a new worker — let’s name him Julian — for a pretty area of interest function inside my firm. Julian’s background aligned effectively with the function, all communication was well timed {and professional}, he gave polished first and second interviews, and his wage ask was precisely to funds. He appeared like the proper candidate.
Minutes after I despatched Julian his supply letter, I received an unrelated name from a friend — let’s name him Pete — who needed to catch up. Pete and Julian and I all used to work in the identical trade. Pete and Julian labored for a similar firm at one level, although it was extremely unlikely they’d’ve recognized one another as a result of Pete was working on the company workplace doing X and Julian was at a worksite doing Y.
When Pete requested how issues had been going at work, I responded with, “Great now that I just extended an offer to a candidate for X.” I then talked about how Julian was additionally a veteran of our former subject.
“Shot in the dark,” I went, “but you don’t happen to know Julian do you? He used to work at your former company.”
Pete cursed and went, “Why didn’t you call me before you extended that offer? I do know Julian. He was a nightmare!” Pete then requested if it was too late to tug the supply — it was.
Pete then told me how he personally needed to go to Julian’s worksite to fireplace and escort him off the premises as a result of there had been a number of stories of Julian appearing erratically — like, having screaming matches with himself — and making feminine coworkers really feel unsafe. Peet mentioned his former firm provided Julian each psychological well being and substance abuse counseling earlier than letting him go, however Julian refused each gives.
I did name Julian’s references earlier than hiring him. He didn’t present a reference for his final place, however I didn’t query it as a result of his different references had been good.
Presently, Julian’s accomplished two days of coaching with me and has had zero points.
I simply don’t know what to do with the knowledge that Pete gave me. Do I carry up my dialog with Pete to Julian? And am I obligated to carry this info to my boss? If Julian received the assistance he wanted, I’m positive he’d additionally like to maneuver on from that have.
At this level, I’d do nothing with the knowledge. You’ve hired him, his different references had been good, and also you’re not seeing issues to date.
What Pete told you is alarming, but it surely’s not simply actionable now that you simply’ve hired him. It can be totally different if you happen to’d discovered one thing that you simply completely needed to dig into — like that Julian cast the license his job requires, or he fabricated vital details about his work historical past or abilities. But that’s probably not this. Making coworkers really feel unsafe is a massive deal and I don’t imply to reduce that … but it surely sounds very potential that he had a psychological well being disaster that would have since been resolved.
(It’s additionally potential that Pete’s info isn’t correct, though it feels like he has firsthand information and presumably no cause to deceive you.)
Of course, there’s additionally a likelihood that the problems Pete noticed are ongoing and can present up eventually. So it’s best to you’ll want to pay sufficient consideration that you simply’ll be capable to catch any issues early, which ought to embrace checking in on how issues are going with people who find themselves working with him. Frankly, it’s best to at all times do this with any new worker, and that is no totally different! But having Pete’s data offers you some context so that you’ll be capable to act extra decisively if you happen to do see or hear regarding issues. Otherwise, if you happen to hadn’t heard from Pete however began to have considerations about Julian, you may surprise if one thing had been misinterpreted or in any other case second-guess your self; with Pete’s background data, you’ll presumably really feel extra assured intervening earlier if you could. (That doesn’t imply it’s best to strategy Julian with suspicion! But use this as extra impetus for the work it’s best to at all times do to make sure you know the way issues are going with a new rent.)
As for whether or not to share what Pete mentioned along with your boss … I’m leaning towards no. It dangers biasing her in opposition to Julian when there could also be no points in any respect. But if you happen to do begin seeing issues, it is sensible to lift it at that time in order that she’s in a position to assess issues by way of the identical lens as you.
For now, although, since Julian is already working for you, give him the advantage of the doubt that he’s moved on from no matter went flawed when he labored with Pete. If it seems he hasn’t, you might be ready to behave.
