My permie who we had placed on contract did not turn up to his new job yesterday and it transpires (even though he has signed a contract) that he is still working for his old company. When we eventually managed to get hold of him he comes out with excuses about getting divorced. I always find that the bigger the excuse (death in the family) the less intention they have of honouring their contract.
There are number of interesting outcomes of all this with the biggest question being raised about the performance of my own agency. The job was offered 3 months ago and no one had spoken to this guy until they tried to get hold of him a week ago. Infact in the ensuing days he went to ground causing widespread panic inside "dodgy inc". I was furious that this candidate had not been contacted at least once a week in the lead up to his change of job.
Eventually we had to ring the client on 31st of July the day before his start date to tell them that this candidate was unlikely to start. Sure enough he did not and the client is furious.
The first point is that it shows that the worst culprit in all this is ourselves and although the buck stops squarely with me, I have warned and demoted the individual in my company responsible. (after all I cannot sack myself).
The other outcomes are that the trust between ourselves and the client has been considerably diminished and we are fortunate enough to be a key supplier to the client.
From the point of view of the candidate himself, his behaviour is also rather pathetic, but the outcome is that he will never work for that client again (a client that is on his doorstep), or any other client of ours. A foolish act that may one day come back to haunt him.
There is no point in suing the scrote, but we at least can thank him for giving us an important lesson in candidate management.
There are number of interesting outcomes of all this with the biggest question being raised about the performance of my own agency. The job was offered 3 months ago and no one had spoken to this guy until they tried to get hold of him a week ago. Infact in the ensuing days he went to ground causing widespread panic inside "dodgy inc". I was furious that this candidate had not been contacted at least once a week in the lead up to his change of job.
Eventually we had to ring the client on 31st of July the day before his start date to tell them that this candidate was unlikely to start. Sure enough he did not and the client is furious.
The first point is that it shows that the worst culprit in all this is ourselves and although the buck stops squarely with me, I have warned and demoted the individual in my company responsible. (after all I cannot sack myself).
The other outcomes are that the trust between ourselves and the client has been considerably diminished and we are fortunate enough to be a key supplier to the client.
From the point of view of the candidate himself, his behaviour is also rather pathetic, but the outcome is that he will never work for that client again (a client that is on his doorstep), or any other client of ours. A foolish act that may one day come back to haunt him.
There is no point in suing the scrote, but we at least can thank him for giving us an important lesson in candidate management.
) then I would have picked them. There is a great deal of skill (Brought about by experience rather than innate talent) in recruitment a lot of which involves reading "the signs" as to whether a candidate is being true to his word. I like dealing with contractors because most of them are straightforward independent people. I generally loathe the stereotypical recruitment agent but I understand where they are coming from.
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