When your phone rang right after lunch, the Caller ID showed it was Amy Johns, HR Director for a large manufacturing firm in town.
She is a professional colleague you have met at several local SHRM (Society for Human Resources Management) meetings. She's calling because Thomas Fischer, a former employee of your firm, has applied for a position with her firm.
When you became HR Director, you instituted a policy on recommendations similar to that in your previous firm. Requests for references would be honored by providing position information, dates of employment, and verifying salary information if the caller provided it.
But in this case, it would certainly be easy to provide a lot more information. the minute Thomas Fischer's name was mentioned, the memories of a tough six weeks you experienced several months ago, came storming back. Thomas Fischer had worked in your firm's accounting department for about three years. His performance was best described as "erratic."
He was a good employee at times, but at other times his performance was clearly below expectations. the biggest problem was his inability to get along with co-workers-several times, he was given verbal or written warnings over arguments he started with colleagues or managers in other departments. After a final incident, a few months ago, Thomas was terminated for cause.
He responded with an angry outburst, took a swing at his boss, missed, and stormed out saying, "You haven't heard the last of me." A couple of other employees reported seeing him outside the building a few days later but nothing else happened. So, now after some professional conversation, Amy asks for information on Thomas Fischer. What will you do?
You may select only one option from those given below. Verify Thomas's position, dates of employment, and Amy's data on salary.
Verify the information and add a non-specific "not eligible for rehire." Tell Amy that Thomas was "terminated for poor performance." Give Amy the whole story.