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Edited on Wed Mar-02-11 01:49 AM by JackBeck
A few months ago I came across indisputable evidence that over the course of many months a co-worker had lied on numerous occasions about where he was during business hours, while getting paid outside of the non-profit agency to deliver trainings around New York City for a pharmaceutical company.
Huge, unethical conflict of interest, to say the least, right?
Part of his scam was to bill the pharmaceutical company for roundtrip cab fares totaling $100 every time he had a training, even if it was during his one hour lunch break and the training was just around the corner.
One particular lie that got under my skin was when he used a personal tragedy that affected my family for his personal gain. For 4 months last year my husband and I lived in a hotel with our two cats after our entire condo was flooded and needed to be re-built from floor to ceiling. While I was going through all of this trying to keep my sanity, he claimed at one point that the toilet above his apartment overflowed and flooded his apartment, ruining his toothbrush and radio. I used to bartend and could smell bullshit the second it walked through the front door of the bar and I immediately knew his story was shady. It turns out it was such a traumatic event for him that he needed Friday and Monday off because he needed to figure out what to do with the loss of his personal property...yet still found the time to do trainings for the pharmaceutical company minutes after he sent the email from his iPhone requesting the days off. I can't tell you how much I burned inside once I put this particular lie all together.
He has been working full-time at our organization for about a year now, but has freelanced for many years at multiple organizations, including ours, for the past 12 years and is relatively well-know in the field we work in. I've been dedicated to this organization for over 7 years and have a "managerial" position, without any of the power. I get tasked with showing the new hire the protocol for doing x,y and z, and if they don't do it, I get questioned and pressured, yet don't have the ability to enforce any organizational repercussions if they persistently refuse to follow the way we do things at our non-profit. New dude didn't even think he needed to have a 90-day review, even though we've ALL had one after we were hired.
There's a lack in supervisory leadership in my department that I could go into detail later, but long story short, when I approached my supervisors with concerns about the new hire, framing it all in the 'positive, constructive criticism, positive' posture, I ended up somehow looking like the bad guy. He's become quite friendly with HR, our supervisors, and others on staff which is why I feel like if I say anything, I'll be the one that looks like the asshole for putting a damper on all the fun.
So I'm completely frustrated with what to do next.
Do I once again approach my supervisors, trusting they will do the right thing with what I've discovered?
Should I pull him aside and be frank with him about what I know and give him another chance?
Continue to keep this card in my back pocket and measure when the best time would be to play it?
Or do I say nothing and let him continue to dig his own hole?
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