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I can't really send this, but tell me if you think my viewpoint is off the mark here

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i don't think it matter who you hire. if that person finds a better job that pays more, they'll leave. doesn't seem like your company or you provide any incentive to stick around.
 
why the hell would you write a note to your employee. Just bring him into the office and let him know how it is. If he doesn't like, well too fucking bad.
 
The employment of the son is none of the employee's (father) business. Sure, we all would like to help our kids when & where we can, but once he makes the introduction between the kid and company, that's as much as he should be involved. Releasing any info to the father could be a breach of confidentiality...potentially giving the kid justification to sue the company...and make more than he would had he been hired.

OP, if you don't want to hire the employee's son...don't. IF the guy asks you why...either tell him, or don't. If he doesn't like your answer, tell him that HR issues are confidential, and that if he doesn't like it, he's free to join his son sitting on the couch while he finds another job.
 
Just offer him the $14/hr. In this economy he won't be skipping anytime soon.

What the hell IS it with you and all the others in this thread SOMEHOW NOT GETTING kranky's specific intent here?

Has the shallow know-nothingness of the sadly typical OT poster risen to new heights?

kranky stated this:

I'd like to hire someone who doesn't really have an opportunity to do better, who doesn't have a degree, who maybe once had a manufacturing job now being done by someone in China. I know $14 an hour is not a lot of money, but I don't have a lot of openings for people who really need a steady job with good benefits but don't have a degree.

kranky, you're a damn good man and I applaud your targeted effort here, starting with this initial success:

I was lucky I talked people out of outsourcing it to some company who would have people do it for minimum wage.
I see no reason why you couldn't diffuse this unfortunate side situation by inviting your potentially angry employee into your office and patiently, even perhaps apologetically, informally explaining your thinking here. Appeal to his better side. If he's not an OT level ass he should be able to understand.
 
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