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Saturday, January 29, 2022

CEO Contacts The Boss Of A Company His Employee Is Interviewing At, Posts About It On LinkedIn And It Goes Viral

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Jerry Meyer, CEO of Fiscal Care Services, a New Jersey-based comprehensive revenue cycle management provider for the skilled nursing facility industry, wrote a LinkedIn post that went viral with more than 6 million views.

He said in the post, “I was winded down because one of our employees went for an interview at another company.” Mayer continued, “I called the potential employer, and encouraged him to hire this employee.” Tell the potential new employer that the candidate is an “excellent employee” and that the company “will benefit from being hired.”

The employee found out and was surprised, “Why are you doing this?”

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Meyer replied, “I’m not a saint, and I’m not crazy. I did it because this particular employee reached the limit in our company. I couldn’t give him the opportunity he was looking for to advance in his career.” Mayer expressed sympathy, saying, “There are few things that hurt a person’s morale more than coming to work day in and day out, feeling trapped in a job.” Staying would have kept his employee in “golden handcuffs”.

Meyer said when he first interviewed people, “I always tell them that if they hit the limit, I’m going to help them find a new job and push them out of the house.” It was found that this policy benefits both the company and the employee.

LinkedIn members’ responses have been divided and sometimes heated.

Here are some sample responses:

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Michael A. Brown, Chief Public Affairs Officer, Coach, Instructor, Author

“It’s interesting to think about how Jerry Meyer was affected by this, and why you didn’t discuss it with the employee before doing so? Was this knowledge maxed out in the company shared? Emotional intelligence tells us about dealing with employees. I don’t have all the facts, but it seems that This was a great opportunity to speak.”

Dimitra Fischer, Assistant Immigration Attorney

“Jerry Meyer, that’s great. However, have you ever asked an employee if they would be OK with you talking to a potential new employer on his/her behalf? From an HR perspective, without doing that, you might head toward a scenario that might not work out. As expected. Endorsements are great, but when they’re unsolicited, they pose a 50-50 chance it won’t go the way you want it to. What if a potential employer is considering someone else for the job, and no matter what kind of glowing recommendation you give, the The candidate you’re supporting (your current employee) doesn’t get the offer? This kind of result could lead to a defamation lawsuit, if the employee feels as though you’ve sabotaged the potential offer instead of helping you. I’ve seen these circumstances go both ways with some heading south without helping you. My warning and advice to all concerned managers who genuinely want their team members to excel, whether it’s at their own company or at another (and I think that was your intention), to clear it up with the employee first.”

Nicola Livingstone, Head of the Business Analyst Team at ABN

“I will have an open discussion with the employee about their reasons for wanting to leave and consider possible career avenues with them. If there are none, I will certainly support them in looking elsewhere for their professional development and growth. I certainly would not bypass the employee and speak to the potential employer directly. Isn’t that Why are you doing reference checks?”

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Grant Marshall: Enterprise Technology Management at Omnitza

“A glowing recommendation or not, it was unwelcome and, in my opinion, inappropriate.”

Tina M, Looking for new growth opportunities with a progressive company

“It takes integrity and courage to make room for another, while leaving a void for yourself. In the long run, altruism benefits everyone—recipient and giver. The world would be a better place if more people stopped seeing themselves as the only priority.”

Nate Bredwig, senior director of products at Bank of America

“This post was a little weird and reading like, ‘So I’ve had drinks with another aristocrat and I have all the information and all the power and all the control, I decided to do the right thing. Then, I decided to tell everyone, so I take credit for pointing out virtue. 🙃😬😬 It’s really what it looks like. It’s really how it feels.”

Stephen Jacobowitz, Vice President, Dynamics CRM Practice at Cambay Consultants

“Wonderful. This is a great way to treat people as people rather than things. Kudos to you, Jerry!”

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Sharon Bruno, Brand Strategy Expert at ADI OtoSense

“I always tell my direct reports to let me know when they are looking for new opportunities. Shock when they hear me say this, but trust is earned. I was always a reference, and in the end everyone was a winner. I am still in touch with over 60% of the people who have reported to me over the years” .

Kamran Siddiqui, Workday Consultant at Nexus Deepwater Engineering

“I am in awe! I learned something very new today from you, Jerry Meyer. Thanks for your deep and thoughtful insight…amazing! 👏”

Sarah Campo, Graphics Project Manager at Gelmoment

“Well, this post sparked quite a bit of controversy that is rarely seen on LinkedIn. I agree with the la nay audience. Unless an employee personally asks you for a reference, you don’t have a business offering one.”

Linda Lombardi, Director of Communications at American for the Arts

“What a great thing to read. It’s absolutely true what I said, “There are few things that hurt a person’s morale more than coming to work day in and day out, feeling trapped in a job.”

With 6 million views and nearly 70,000 comments, the post raises important issues. With good intentions, contacting a potential new boss seems to violate a person’s privacy. There is a real risk that the employee will not get the job and the current boss could be blamed for sabotaging the situation.

In the real world, backdoor reference checks are done all the time, but they’re just not the right form. It puts a person at risk, because he “goes out” in his search for a job. If the person does not receive an offer or feels after the interview that it is not suitable, it will be embarrassing and uncomfortable to go back to their old job.

A person is put in an intolerable predicament. They will worry that their boss will view them as an “escape danger”, who will leave at the next best opportunity. Every time an employee is late for an online meeting or doesn’t respond quickly to a Slack request or email, the manager may feel like they’re talking with recruiters or in an interview.

Like many things in the office, to avoid pitfalls and problems, it is a smart leadership practice to routinely ask people how they are doing, especially during these difficult times. If, as Jerry put it, a person has “maxed out” in his career at his company, as a CEO, he should start a conversation with the employee.

In this discussion, they can explore possibilities within the organisation. If there is no room for progress, the person may still want to stay for the foreseeable future for personal reasons. If the worker says he is dissatisfied with the lack of upward mobility, the CEO and employee can arrive on a schedule moving forward. If a person tells his boss that it is OK to communicate with potential employers, trying to get the person into a good role with the potential for growth, then everything will be out in the open.

In a phone call, Meyer shared that he had conversations with the employee. Additionally, he said that whenever someone is interviewed and hired, he tells them that he will provide training and mentorship. However, Meyer said, if there is a point where forward momentum is lacking, he will be honest and transparent with the employee.

It was mutually agreed that there was no further room for growth. Mayer said he would not have done the person any favors by letting him stay at the company, as there wouldn’t be any new challenges. The worker will stagnate, the years will pass, and he will lose interesting offers.

The best option was to look for another opportunity that provided the future. Mayer said his phone call was made in good faith. He didn’t think his actions were going to get so much attention. To the people who applauded his gesture, the CEO asserts that many workers have been so mistreated that they appreciate a leader who speaks on behalf of the employee and helps him, even if it means losing him.

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