I read an interesting article recently about a recruiter that became furious when a candidate, who had originally accepted a job offer, reneged after reading multiple negative online reviews about the prospective employer. Apparently the recruiter became extremely belligerent to the candidate, seeing an expected paycheck fly out the window.
Where to begin listing what’s wrong here?
- The recruiter works for the employer, not the candidate. Therefore the candidate is under no obligation to do anything at all, much less accept a potentially bad job offer. The candidate is however expected to be professional during the recruitment process, but that is up to the judgment of the recruiter.
- The candidate should put his/her best foot forward when working with recruiters. There are lots of fish in the sea, and regardless of how one perceives themselves, often times they are just a number among many numbers of candidates. Not to mention likely burning the proverbial bridge with a recruiter that secured them a real job offer – not a guarantee in today’s job market.
Many companies support local and national not-for-profit charities and organizations. Often the relationship begins with a personal connection between a company executive or employee who benefited in some way from the charities services. Sometimes the giving starts as a company-funded donation in thanks for the organizations’ programs, and then leads to more of an annual or periodic giving campaign.
At some point, the company may build a closer association with the charity through a formal sponsorship, possibly in exchange for a banner ad or similar advertisement at charity events, organization’s website, etc.
Charitable giving is certainly a noble cause, and a necessity for many charities’ survival. For donor companies, they are giving back to the community in which they conduct business – a win-win for all.
Eventually, as the company-charity relationship grows, companies frequently begin to reach out to their workforce for contributions. Donations may be made through payroll deductions, collection jars, direct face-to-face requests, and other means of solicitation. There may even be direct or at least subliminal pressure applied to induce employees to donate.