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Potential client has a problematic employee I can't work with



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26















Background :



I'm newly hired in a Consulting Company (IT), recently I've met with a client where my employer would like me to go to work. I had an interview and met the team.



The problem is that I know one member of the team as I had worked with him for 4 years.



Let's call him Bill. Bill is an IT technician, not a good one, may I add. I'm an admin / engineer. During that time together, Bill never wanted to do something he didn't come up with. Got a solution about that problem that bugs everyone for 6 months, too bad, Bill doesn't like it, Bill doesn't do it.



My work relationship with Bill went from bad to worse during this time.



But the worst part is that Bill has a history of sexual harassment. He has been fired for sending dirty texts to non-consenting female coworkers. He found their numbers by searching in HR files (which he had access to).



After he was fired, several female coworkers on the office said that he texted them at some point.



That was 1 year ago, and Bill didn't show any remorse at the time.



To conclude, there is no way I want to, or will work with Bill again.



Question(s) :




  1. I'm newly hired, so I can't refuse a client without explanation. Should I be honest with my employer or should I find another reason?


  2. I'm quite sure the client doesn't know about Bill's past. Should I let them know?











share|improve this question









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  • 23





    This is your boss' problem, not yours. Simply and clearly (without being dramatic) tell your boss about the sexual harassment background, and do that immediately hesitation.

    – Fattie
    5 hours ago






  • 3





    He found their numbers by searching in HR files (which he had access to because) I think you are missing something here. Did he have access to their files because of legitimate reasons (e.g. he was their manager) or illicit reasons (e.g. he knew somebody else's password, etc.)?

    – yoozer8
    4 hours ago






  • 8





    @yoozer8 He had "legitimate access" in that all IT had rights over the file server. He did not have right to use those data personnally.

    – Romain
    3 hours ago






  • 1





    just BTW I meant to type "........ do that immediately and without hesitation." I only mention this in case our OP "hesitates" due to my typo!

    – Fattie
    3 hours ago








  • 2





    @JYelton I automatically parsed that as '[...]come up with' maybe OP could edit the question. It won't let me add 3 characters!

    – JeffUK
    3 hours ago
















26















Background :



I'm newly hired in a Consulting Company (IT), recently I've met with a client where my employer would like me to go to work. I had an interview and met the team.



The problem is that I know one member of the team as I had worked with him for 4 years.



Let's call him Bill. Bill is an IT technician, not a good one, may I add. I'm an admin / engineer. During that time together, Bill never wanted to do something he didn't come up with. Got a solution about that problem that bugs everyone for 6 months, too bad, Bill doesn't like it, Bill doesn't do it.



My work relationship with Bill went from bad to worse during this time.



But the worst part is that Bill has a history of sexual harassment. He has been fired for sending dirty texts to non-consenting female coworkers. He found their numbers by searching in HR files (which he had access to).



After he was fired, several female coworkers on the office said that he texted them at some point.



That was 1 year ago, and Bill didn't show any remorse at the time.



To conclude, there is no way I want to, or will work with Bill again.



Question(s) :




  1. I'm newly hired, so I can't refuse a client without explanation. Should I be honest with my employer or should I find another reason?


  2. I'm quite sure the client doesn't know about Bill's past. Should I let them know?











share|improve this question









New contributor




Romain is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
















  • 23





    This is your boss' problem, not yours. Simply and clearly (without being dramatic) tell your boss about the sexual harassment background, and do that immediately hesitation.

    – Fattie
    5 hours ago






  • 3





    He found their numbers by searching in HR files (which he had access to because) I think you are missing something here. Did he have access to their files because of legitimate reasons (e.g. he was their manager) or illicit reasons (e.g. he knew somebody else's password, etc.)?

    – yoozer8
    4 hours ago






  • 8





    @yoozer8 He had "legitimate access" in that all IT had rights over the file server. He did not have right to use those data personnally.

    – Romain
    3 hours ago






  • 1





    just BTW I meant to type "........ do that immediately and without hesitation." I only mention this in case our OP "hesitates" due to my typo!

    – Fattie
    3 hours ago








  • 2





    @JYelton I automatically parsed that as '[...]come up with' maybe OP could edit the question. It won't let me add 3 characters!

    – JeffUK
    3 hours ago














26












26








26








Background :



I'm newly hired in a Consulting Company (IT), recently I've met with a client where my employer would like me to go to work. I had an interview and met the team.



The problem is that I know one member of the team as I had worked with him for 4 years.



Let's call him Bill. Bill is an IT technician, not a good one, may I add. I'm an admin / engineer. During that time together, Bill never wanted to do something he didn't come up with. Got a solution about that problem that bugs everyone for 6 months, too bad, Bill doesn't like it, Bill doesn't do it.



My work relationship with Bill went from bad to worse during this time.



But the worst part is that Bill has a history of sexual harassment. He has been fired for sending dirty texts to non-consenting female coworkers. He found their numbers by searching in HR files (which he had access to).



After he was fired, several female coworkers on the office said that he texted them at some point.



That was 1 year ago, and Bill didn't show any remorse at the time.



To conclude, there is no way I want to, or will work with Bill again.



Question(s) :




  1. I'm newly hired, so I can't refuse a client without explanation. Should I be honest with my employer or should I find another reason?


  2. I'm quite sure the client doesn't know about Bill's past. Should I let them know?











share|improve this question









New contributor




Romain is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.












Background :



I'm newly hired in a Consulting Company (IT), recently I've met with a client where my employer would like me to go to work. I had an interview and met the team.



The problem is that I know one member of the team as I had worked with him for 4 years.



Let's call him Bill. Bill is an IT technician, not a good one, may I add. I'm an admin / engineer. During that time together, Bill never wanted to do something he didn't come up with. Got a solution about that problem that bugs everyone for 6 months, too bad, Bill doesn't like it, Bill doesn't do it.



My work relationship with Bill went from bad to worse during this time.



But the worst part is that Bill has a history of sexual harassment. He has been fired for sending dirty texts to non-consenting female coworkers. He found their numbers by searching in HR files (which he had access to).



After he was fired, several female coworkers on the office said that he texted them at some point.



That was 1 year ago, and Bill didn't show any remorse at the time.



To conclude, there is no way I want to, or will work with Bill again.



Question(s) :




  1. I'm newly hired, so I can't refuse a client without explanation. Should I be honest with my employer or should I find another reason?


  2. I'm quite sure the client doesn't know about Bill's past. Should I let them know?








ethics unprofessional-behavior france






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share|improve this question




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edited 3 hours ago







Romain













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asked 8 hours ago









RomainRomain

13726




13726




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  • 23





    This is your boss' problem, not yours. Simply and clearly (without being dramatic) tell your boss about the sexual harassment background, and do that immediately hesitation.

    – Fattie
    5 hours ago






  • 3





    He found their numbers by searching in HR files (which he had access to because) I think you are missing something here. Did he have access to their files because of legitimate reasons (e.g. he was their manager) or illicit reasons (e.g. he knew somebody else's password, etc.)?

    – yoozer8
    4 hours ago






  • 8





    @yoozer8 He had "legitimate access" in that all IT had rights over the file server. He did not have right to use those data personnally.

    – Romain
    3 hours ago






  • 1





    just BTW I meant to type "........ do that immediately and without hesitation." I only mention this in case our OP "hesitates" due to my typo!

    – Fattie
    3 hours ago








  • 2





    @JYelton I automatically parsed that as '[...]come up with' maybe OP could edit the question. It won't let me add 3 characters!

    – JeffUK
    3 hours ago














  • 23





    This is your boss' problem, not yours. Simply and clearly (without being dramatic) tell your boss about the sexual harassment background, and do that immediately hesitation.

    – Fattie
    5 hours ago






  • 3





    He found their numbers by searching in HR files (which he had access to because) I think you are missing something here. Did he have access to their files because of legitimate reasons (e.g. he was their manager) or illicit reasons (e.g. he knew somebody else's password, etc.)?

    – yoozer8
    4 hours ago






  • 8





    @yoozer8 He had "legitimate access" in that all IT had rights over the file server. He did not have right to use those data personnally.

    – Romain
    3 hours ago






  • 1





    just BTW I meant to type "........ do that immediately and without hesitation." I only mention this in case our OP "hesitates" due to my typo!

    – Fattie
    3 hours ago








  • 2





    @JYelton I automatically parsed that as '[...]come up with' maybe OP could edit the question. It won't let me add 3 characters!

    – JeffUK
    3 hours ago








23




23





This is your boss' problem, not yours. Simply and clearly (without being dramatic) tell your boss about the sexual harassment background, and do that immediately hesitation.

– Fattie
5 hours ago





This is your boss' problem, not yours. Simply and clearly (without being dramatic) tell your boss about the sexual harassment background, and do that immediately hesitation.

– Fattie
5 hours ago




3




3





He found their numbers by searching in HR files (which he had access to because) I think you are missing something here. Did he have access to their files because of legitimate reasons (e.g. he was their manager) or illicit reasons (e.g. he knew somebody else's password, etc.)?

– yoozer8
4 hours ago





He found their numbers by searching in HR files (which he had access to because) I think you are missing something here. Did he have access to their files because of legitimate reasons (e.g. he was their manager) or illicit reasons (e.g. he knew somebody else's password, etc.)?

– yoozer8
4 hours ago




8




8





@yoozer8 He had "legitimate access" in that all IT had rights over the file server. He did not have right to use those data personnally.

– Romain
3 hours ago





@yoozer8 He had "legitimate access" in that all IT had rights over the file server. He did not have right to use those data personnally.

– Romain
3 hours ago




1




1





just BTW I meant to type "........ do that immediately and without hesitation." I only mention this in case our OP "hesitates" due to my typo!

– Fattie
3 hours ago







just BTW I meant to type "........ do that immediately and without hesitation." I only mention this in case our OP "hesitates" due to my typo!

– Fattie
3 hours ago






2




2





@JYelton I automatically parsed that as '[...]come up with' maybe OP could edit the question. It won't let me add 3 characters!

– JeffUK
3 hours ago





@JYelton I automatically parsed that as '[...]come up with' maybe OP could edit the question. It won't let me add 3 characters!

– JeffUK
3 hours ago










6 Answers
6






active

oldest

votes


















40














I'll focus on the work-related issue.




Bill never wanted to do something he didn't come with. Got a solution about that problem that bugs everyone for 6 months, too bad, Bill doesn't like it, Bill doesn't do it.




As a consultant you're in a much better position to deal with this. If you ask Bill to do something, he's expected to do it unless he has a good reason not to.



His company is paying for your time and expertise, if Bill wilfully ignores your advice, then you document it, make the implications of failing to follow your advice clear, and ask whoever hired your company how they want you to deal with it.



In terms of 'Not wanting to work with him because he's a creep,' unless you believe you are personally at risk; I don't think it's a good reason, of course if you witness anything out of line you are morally obliged to report it. Unless you have hard evidence of his past misdemeanours, discussing them might open you up to being sued for defamation etc.






share|improve this answer





















  • 7





    " if Bill wilfully ignores your advice, then you document it, make the implications clear of failing to follow your advice, and ask his boss what they want you to do next." Why would a consultant even care about that? Consultants are paid to give advice. They are not paid to make people follow their advice (which is just as well, considering the quality of the advice you sometimes get from them!)

    – alephzero
    4 hours ago






  • 22





    @alephzero Consultants are paid to produce things that can be advice, software or something else. If something on the customer side is impeding progress, the customer is going to see that as the consultant's failing if they don't know it's being caused by something internal.

    – Blrfl
    3 hours ago






  • 7





    @alephzero If your overall advice relies on the sum of its parts, and you know that the company won't achieve one of those parts because of an issue with an employee, then your advice needs to reflect that too. It is part of the advice, not part of making them follow the advice. Otherwise you are advising them on something that has a failure point that you know about, but don't disclose.

    – Jon Bentley
    3 hours ago








  • 2





    @alephzero the key point is "make the implications of failing to follow your advice clear," (which I just reworded) this may be :"We cannot complete the project if Bill doesn't do what we've asked" or it may be "This is best-practice, you should consider it but it won't impact on our specific objectives"

    – JeffUK
    3 hours ago











  • @alephzero - "Consultant" is thrown around a bit too loosely (IMO) today. A lot of "consultants" are actually "contract specialists."

    – Wesley Long
    15 mins ago



















10














I would suggest that you have a meeting with your manager and HR and explain the situation - giving them your reasons is one thing - that should stay private between them and you.



However, what is said to the customer is up to your manager - he may say "oh, for X reason we have had to change engineer"...



I don't think you should tell Bill's employer your true reason.



Definitely talk with your HR or someone who can give you solid advice, step carefully... BUT definitely talk to someone; if Bill has changed his game (possibly for the worse...) you don't want to be around...



Best wishes...






share|improve this answer





















  • 2





    The problem with "telling HR" is that the OP was only tangentially aware of some of Bill's bad behavior. There is huge difference between "Bill did this to me" and "I heard that Bill did this to other people", so that if the OP goes to HR he has a very fine line to tread - otherwise things could go south very quickly.

    – Peter M
    4 hours ago






  • 1





    I'd re-iterate that it's worth talking to your manager and maybe HR to try to (as factually as possible) talk about Bill's previous history. However, I'd do it in such a way as to say "there may be trouble ahead" rather than "I don't want to work with him". When talking to the client, or indeed working on their site - you know nothing. If your client asks you about Bill's past, say "I can't talk about this - please take it up with my manager" - keep yourself out of it as much as possible. If you witness something bad, then report it to your manager (and not the client).

    – Ralph Bolton
    4 hours ago











  • @PeterM that's usually why conversations with HR are in small rooms, not in the middle of the canteen... I did put "stay private...".

    – Solar Mike
    4 hours ago











  • @SolarMike It's not the location, its the difference between knowledge and hearsay that is the issue

    – Peter M
    4 hours ago











  • @PeterM Which is why conversations are private - and not in a law court...

    – Solar Mike
    4 hours ago



















7














You can't pick and chose who you work with, nor are you there to police peoples behaviour or provide "community service" by informing their employer of their past.



That last part might be confidential or private information btw.so bite your tongue!



If you have valid(!) professional reasons, inform your superior that those are why you can't work with the person.



If you have been harrassed by him, you can tell that your manager as well.



However, from what you said, I'm afraid you just need to be professional and suck it up.



You still can let your superior know that out of professional and private reasons you don't want to work with him.



If you're not the only one they can send and if your boss doesn't think you're being unprofessional you still might dodge that bullet.



Be prepared however that your managers opinion about you might shift negatively.






share|improve this answer





















  • 3





    Yep, a sign of professionalism is not letting personal issues impact your work.

    – Kilisi
    8 hours ago






  • 7





    You certainly can pick and choose who you work with, it's just that the price of making a choice may be very high indeed

    – Dave Gremlin
    6 hours ago






  • 4





    @Kilisi "don't let the risk of being sexually harassed impact your work" lol get out of here.

    – ESR
    3 hours ago






  • 2





    @ESR "risk", a vague potential being the operative assumption. Besides,what makes you think,that losing his job wasn't lesson enough?He'd be pretty retarded(yes, that bad) if he kept doing it.Also, OP didn't say if they were harassed, in which case it's a perfect reason to deny working with that person.

    – DigitalBlade969
    3 hours ago








  • 2





    @DigitalBlade969 FWIW OP thinks Bill didn't take the lesson. BTW I think ESR's comment what just a hyperbole.

    – luk32
    3 hours ago





















5














If you were personally harassed by Bill in a former job, and you have reasonable evidence of that fact, then you certainly have some grounds to tell your management why you don't want to work with him again. But your OP doesn't actually say that was what happened.



The fact that you think he will ignore your advice is irrelevant. Consultants are paid to give advice, not to enforce its use. (And considering the number of poor consultants around, it's just as well that some of them can't force their clients to follow their advice!)



If you can't handle the fact that clients often think consultants are nothing more than a time-wasting irrelevance imposed on them by their own managers who don't know any better, you are not going to have a happy working life as a consultant!



Managing Bill's behaviour is what Bill's manager is paid to do, and that is none of your business unless you are personally affected by it. Of course, if he does do something inappropriate, you know enough about his past not to ignore the first occurrence "in case it was just a one-off and you don't want to cause any trouble" - go straight to your manager (note, your manager, not his manager!) about it.






share|improve this answer

































    1














    I am going to add an answer here, though it may be covered by some of the recent answers. But as you state you are a newly hired employee of consulting company, some of these answers that recommend "talking to manager", are not clear in talking to the client manager, or your consulting company manager.



    As having 30+ years experience in the IT consulting world, you will find that you run into many of the same people in different companies and roles. Because you have had issues in past with a particular person, does not mean that you will in this engagement. People change. Perhaps they have been reprimanded or otherwise punished, and recognize their past bad behavior. Perhaps they are on probation, and working to overcome their shortcomings and issues. You would be prudent to give this person another chance.



    However, you do have a duty to your consulting company and the client to bring up and confront any issues that will keep from successfully completing the engagement.



    At this point, at the start of the engagement, I would have a talk with your consulting company account rep, or site manager, or whoever assisted in placing you at the client company. Let them know about your past history with Bill, and problems with Bill performing his work. Speak carefully but dispassionately of the sexual harassment issues, in that you are not repeating gossip. Only speak of your personal knowledge, or facts about his dismissal that you know. Ask your consulting company account rep/site manager what they want to do with this information, if they believe it should be brought up at the client company. Allow them to use their expertise, history, and relationship knowledge as to what the next steps will be.



    In this way, you are shielding yourself with your new employer, giving them a heads-up about a potential problem. But you are not jeopardizing the consulting company - client relationship. You are also letting your new employer know that you have their interests in mind, not just your problems and issues.






    share|improve this answer








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      0














      Talk it through with your manager, but treat it as your personal problem.



      You do not have professional grounds to dismiss this job. As other answers well explain. Understand that you are the problem for business right now, so you'd better have a good reason.



      IMHO, absolute professionalism is not the best way to go, and many people do understand you need to be able to look in the mirror after all. What is reasonable and where are the limits is a personal thing.



      The best course of action is to do what's done with personal problems.



      If your manager is reasonable, he'll convince you to take the job, or try to accommodate, and give you options, then it's your choice. From what you say, there is no guarantee you'll even have to work with Bill. Maybe they can swap you. Worst case it's do or die, but you won't know unless you find out. Trusting manager is your best option.



      I think that personally talking to manager off-the-record is the best course of action because it let's you find out options without forcing anything yet - i.e. having least consequences, and you are not defaming anyone in any kind of (semi-)official setting. Then, you can prepare for official communication.



      If the manager's not with you then there is not much unless you were personally involved, HR won't help you because there is no ground to protect your personal feelings before company.






      share|improve this answer

























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        6 Answers
        6






        active

        oldest

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        6 Answers
        6






        active

        oldest

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        active

        oldest

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        active

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        40














        I'll focus on the work-related issue.




        Bill never wanted to do something he didn't come with. Got a solution about that problem that bugs everyone for 6 months, too bad, Bill doesn't like it, Bill doesn't do it.




        As a consultant you're in a much better position to deal with this. If you ask Bill to do something, he's expected to do it unless he has a good reason not to.



        His company is paying for your time and expertise, if Bill wilfully ignores your advice, then you document it, make the implications of failing to follow your advice clear, and ask whoever hired your company how they want you to deal with it.



        In terms of 'Not wanting to work with him because he's a creep,' unless you believe you are personally at risk; I don't think it's a good reason, of course if you witness anything out of line you are morally obliged to report it. Unless you have hard evidence of his past misdemeanours, discussing them might open you up to being sued for defamation etc.






        share|improve this answer





















        • 7





          " if Bill wilfully ignores your advice, then you document it, make the implications clear of failing to follow your advice, and ask his boss what they want you to do next." Why would a consultant even care about that? Consultants are paid to give advice. They are not paid to make people follow their advice (which is just as well, considering the quality of the advice you sometimes get from them!)

          – alephzero
          4 hours ago






        • 22





          @alephzero Consultants are paid to produce things that can be advice, software or something else. If something on the customer side is impeding progress, the customer is going to see that as the consultant's failing if they don't know it's being caused by something internal.

          – Blrfl
          3 hours ago






        • 7





          @alephzero If your overall advice relies on the sum of its parts, and you know that the company won't achieve one of those parts because of an issue with an employee, then your advice needs to reflect that too. It is part of the advice, not part of making them follow the advice. Otherwise you are advising them on something that has a failure point that you know about, but don't disclose.

          – Jon Bentley
          3 hours ago








        • 2





          @alephzero the key point is "make the implications of failing to follow your advice clear," (which I just reworded) this may be :"We cannot complete the project if Bill doesn't do what we've asked" or it may be "This is best-practice, you should consider it but it won't impact on our specific objectives"

          – JeffUK
          3 hours ago











        • @alephzero - "Consultant" is thrown around a bit too loosely (IMO) today. A lot of "consultants" are actually "contract specialists."

          – Wesley Long
          15 mins ago
















        40














        I'll focus on the work-related issue.




        Bill never wanted to do something he didn't come with. Got a solution about that problem that bugs everyone for 6 months, too bad, Bill doesn't like it, Bill doesn't do it.




        As a consultant you're in a much better position to deal with this. If you ask Bill to do something, he's expected to do it unless he has a good reason not to.



        His company is paying for your time and expertise, if Bill wilfully ignores your advice, then you document it, make the implications of failing to follow your advice clear, and ask whoever hired your company how they want you to deal with it.



        In terms of 'Not wanting to work with him because he's a creep,' unless you believe you are personally at risk; I don't think it's a good reason, of course if you witness anything out of line you are morally obliged to report it. Unless you have hard evidence of his past misdemeanours, discussing them might open you up to being sued for defamation etc.






        share|improve this answer





















        • 7





          " if Bill wilfully ignores your advice, then you document it, make the implications clear of failing to follow your advice, and ask his boss what they want you to do next." Why would a consultant even care about that? Consultants are paid to give advice. They are not paid to make people follow their advice (which is just as well, considering the quality of the advice you sometimes get from them!)

          – alephzero
          4 hours ago






        • 22





          @alephzero Consultants are paid to produce things that can be advice, software or something else. If something on the customer side is impeding progress, the customer is going to see that as the consultant's failing if they don't know it's being caused by something internal.

          – Blrfl
          3 hours ago






        • 7





          @alephzero If your overall advice relies on the sum of its parts, and you know that the company won't achieve one of those parts because of an issue with an employee, then your advice needs to reflect that too. It is part of the advice, not part of making them follow the advice. Otherwise you are advising them on something that has a failure point that you know about, but don't disclose.

          – Jon Bentley
          3 hours ago








        • 2





          @alephzero the key point is "make the implications of failing to follow your advice clear," (which I just reworded) this may be :"We cannot complete the project if Bill doesn't do what we've asked" or it may be "This is best-practice, you should consider it but it won't impact on our specific objectives"

          – JeffUK
          3 hours ago











        • @alephzero - "Consultant" is thrown around a bit too loosely (IMO) today. A lot of "consultants" are actually "contract specialists."

          – Wesley Long
          15 mins ago














        40












        40








        40







        I'll focus on the work-related issue.




        Bill never wanted to do something he didn't come with. Got a solution about that problem that bugs everyone for 6 months, too bad, Bill doesn't like it, Bill doesn't do it.




        As a consultant you're in a much better position to deal with this. If you ask Bill to do something, he's expected to do it unless he has a good reason not to.



        His company is paying for your time and expertise, if Bill wilfully ignores your advice, then you document it, make the implications of failing to follow your advice clear, and ask whoever hired your company how they want you to deal with it.



        In terms of 'Not wanting to work with him because he's a creep,' unless you believe you are personally at risk; I don't think it's a good reason, of course if you witness anything out of line you are morally obliged to report it. Unless you have hard evidence of his past misdemeanours, discussing them might open you up to being sued for defamation etc.






        share|improve this answer















        I'll focus on the work-related issue.




        Bill never wanted to do something he didn't come with. Got a solution about that problem that bugs everyone for 6 months, too bad, Bill doesn't like it, Bill doesn't do it.




        As a consultant you're in a much better position to deal with this. If you ask Bill to do something, he's expected to do it unless he has a good reason not to.



        His company is paying for your time and expertise, if Bill wilfully ignores your advice, then you document it, make the implications of failing to follow your advice clear, and ask whoever hired your company how they want you to deal with it.



        In terms of 'Not wanting to work with him because he's a creep,' unless you believe you are personally at risk; I don't think it's a good reason, of course if you witness anything out of line you are morally obliged to report it. Unless you have hard evidence of his past misdemeanours, discussing them might open you up to being sued for defamation etc.







        share|improve this answer














        share|improve this answer



        share|improve this answer








        edited 3 hours ago

























        answered 6 hours ago









        JeffUKJeffUK

        58239




        58239








        • 7





          " if Bill wilfully ignores your advice, then you document it, make the implications clear of failing to follow your advice, and ask his boss what they want you to do next." Why would a consultant even care about that? Consultants are paid to give advice. They are not paid to make people follow their advice (which is just as well, considering the quality of the advice you sometimes get from them!)

          – alephzero
          4 hours ago






        • 22





          @alephzero Consultants are paid to produce things that can be advice, software or something else. If something on the customer side is impeding progress, the customer is going to see that as the consultant's failing if they don't know it's being caused by something internal.

          – Blrfl
          3 hours ago






        • 7





          @alephzero If your overall advice relies on the sum of its parts, and you know that the company won't achieve one of those parts because of an issue with an employee, then your advice needs to reflect that too. It is part of the advice, not part of making them follow the advice. Otherwise you are advising them on something that has a failure point that you know about, but don't disclose.

          – Jon Bentley
          3 hours ago








        • 2





          @alephzero the key point is "make the implications of failing to follow your advice clear," (which I just reworded) this may be :"We cannot complete the project if Bill doesn't do what we've asked" or it may be "This is best-practice, you should consider it but it won't impact on our specific objectives"

          – JeffUK
          3 hours ago











        • @alephzero - "Consultant" is thrown around a bit too loosely (IMO) today. A lot of "consultants" are actually "contract specialists."

          – Wesley Long
          15 mins ago














        • 7





          " if Bill wilfully ignores your advice, then you document it, make the implications clear of failing to follow your advice, and ask his boss what they want you to do next." Why would a consultant even care about that? Consultants are paid to give advice. They are not paid to make people follow their advice (which is just as well, considering the quality of the advice you sometimes get from them!)

          – alephzero
          4 hours ago






        • 22





          @alephzero Consultants are paid to produce things that can be advice, software or something else. If something on the customer side is impeding progress, the customer is going to see that as the consultant's failing if they don't know it's being caused by something internal.

          – Blrfl
          3 hours ago






        • 7





          @alephzero If your overall advice relies on the sum of its parts, and you know that the company won't achieve one of those parts because of an issue with an employee, then your advice needs to reflect that too. It is part of the advice, not part of making them follow the advice. Otherwise you are advising them on something that has a failure point that you know about, but don't disclose.

          – Jon Bentley
          3 hours ago








        • 2





          @alephzero the key point is "make the implications of failing to follow your advice clear," (which I just reworded) this may be :"We cannot complete the project if Bill doesn't do what we've asked" or it may be "This is best-practice, you should consider it but it won't impact on our specific objectives"

          – JeffUK
          3 hours ago











        • @alephzero - "Consultant" is thrown around a bit too loosely (IMO) today. A lot of "consultants" are actually "contract specialists."

          – Wesley Long
          15 mins ago








        7




        7





        " if Bill wilfully ignores your advice, then you document it, make the implications clear of failing to follow your advice, and ask his boss what they want you to do next." Why would a consultant even care about that? Consultants are paid to give advice. They are not paid to make people follow their advice (which is just as well, considering the quality of the advice you sometimes get from them!)

        – alephzero
        4 hours ago





        " if Bill wilfully ignores your advice, then you document it, make the implications clear of failing to follow your advice, and ask his boss what they want you to do next." Why would a consultant even care about that? Consultants are paid to give advice. They are not paid to make people follow their advice (which is just as well, considering the quality of the advice you sometimes get from them!)

        – alephzero
        4 hours ago




        22




        22





        @alephzero Consultants are paid to produce things that can be advice, software or something else. If something on the customer side is impeding progress, the customer is going to see that as the consultant's failing if they don't know it's being caused by something internal.

        – Blrfl
        3 hours ago





        @alephzero Consultants are paid to produce things that can be advice, software or something else. If something on the customer side is impeding progress, the customer is going to see that as the consultant's failing if they don't know it's being caused by something internal.

        – Blrfl
        3 hours ago




        7




        7





        @alephzero If your overall advice relies on the sum of its parts, and you know that the company won't achieve one of those parts because of an issue with an employee, then your advice needs to reflect that too. It is part of the advice, not part of making them follow the advice. Otherwise you are advising them on something that has a failure point that you know about, but don't disclose.

        – Jon Bentley
        3 hours ago







        @alephzero If your overall advice relies on the sum of its parts, and you know that the company won't achieve one of those parts because of an issue with an employee, then your advice needs to reflect that too. It is part of the advice, not part of making them follow the advice. Otherwise you are advising them on something that has a failure point that you know about, but don't disclose.

        – Jon Bentley
        3 hours ago






        2




        2





        @alephzero the key point is "make the implications of failing to follow your advice clear," (which I just reworded) this may be :"We cannot complete the project if Bill doesn't do what we've asked" or it may be "This is best-practice, you should consider it but it won't impact on our specific objectives"

        – JeffUK
        3 hours ago





        @alephzero the key point is "make the implications of failing to follow your advice clear," (which I just reworded) this may be :"We cannot complete the project if Bill doesn't do what we've asked" or it may be "This is best-practice, you should consider it but it won't impact on our specific objectives"

        – JeffUK
        3 hours ago













        @alephzero - "Consultant" is thrown around a bit too loosely (IMO) today. A lot of "consultants" are actually "contract specialists."

        – Wesley Long
        15 mins ago





        @alephzero - "Consultant" is thrown around a bit too loosely (IMO) today. A lot of "consultants" are actually "contract specialists."

        – Wesley Long
        15 mins ago













        10














        I would suggest that you have a meeting with your manager and HR and explain the situation - giving them your reasons is one thing - that should stay private between them and you.



        However, what is said to the customer is up to your manager - he may say "oh, for X reason we have had to change engineer"...



        I don't think you should tell Bill's employer your true reason.



        Definitely talk with your HR or someone who can give you solid advice, step carefully... BUT definitely talk to someone; if Bill has changed his game (possibly for the worse...) you don't want to be around...



        Best wishes...






        share|improve this answer





















        • 2





          The problem with "telling HR" is that the OP was only tangentially aware of some of Bill's bad behavior. There is huge difference between "Bill did this to me" and "I heard that Bill did this to other people", so that if the OP goes to HR he has a very fine line to tread - otherwise things could go south very quickly.

          – Peter M
          4 hours ago






        • 1





          I'd re-iterate that it's worth talking to your manager and maybe HR to try to (as factually as possible) talk about Bill's previous history. However, I'd do it in such a way as to say "there may be trouble ahead" rather than "I don't want to work with him". When talking to the client, or indeed working on their site - you know nothing. If your client asks you about Bill's past, say "I can't talk about this - please take it up with my manager" - keep yourself out of it as much as possible. If you witness something bad, then report it to your manager (and not the client).

          – Ralph Bolton
          4 hours ago











        • @PeterM that's usually why conversations with HR are in small rooms, not in the middle of the canteen... I did put "stay private...".

          – Solar Mike
          4 hours ago











        • @SolarMike It's not the location, its the difference between knowledge and hearsay that is the issue

          – Peter M
          4 hours ago











        • @PeterM Which is why conversations are private - and not in a law court...

          – Solar Mike
          4 hours ago
















        10














        I would suggest that you have a meeting with your manager and HR and explain the situation - giving them your reasons is one thing - that should stay private between them and you.



        However, what is said to the customer is up to your manager - he may say "oh, for X reason we have had to change engineer"...



        I don't think you should tell Bill's employer your true reason.



        Definitely talk with your HR or someone who can give you solid advice, step carefully... BUT definitely talk to someone; if Bill has changed his game (possibly for the worse...) you don't want to be around...



        Best wishes...






        share|improve this answer





















        • 2





          The problem with "telling HR" is that the OP was only tangentially aware of some of Bill's bad behavior. There is huge difference between "Bill did this to me" and "I heard that Bill did this to other people", so that if the OP goes to HR he has a very fine line to tread - otherwise things could go south very quickly.

          – Peter M
          4 hours ago






        • 1





          I'd re-iterate that it's worth talking to your manager and maybe HR to try to (as factually as possible) talk about Bill's previous history. However, I'd do it in such a way as to say "there may be trouble ahead" rather than "I don't want to work with him". When talking to the client, or indeed working on their site - you know nothing. If your client asks you about Bill's past, say "I can't talk about this - please take it up with my manager" - keep yourself out of it as much as possible. If you witness something bad, then report it to your manager (and not the client).

          – Ralph Bolton
          4 hours ago











        • @PeterM that's usually why conversations with HR are in small rooms, not in the middle of the canteen... I did put "stay private...".

          – Solar Mike
          4 hours ago











        • @SolarMike It's not the location, its the difference between knowledge and hearsay that is the issue

          – Peter M
          4 hours ago











        • @PeterM Which is why conversations are private - and not in a law court...

          – Solar Mike
          4 hours ago














        10












        10








        10







        I would suggest that you have a meeting with your manager and HR and explain the situation - giving them your reasons is one thing - that should stay private between them and you.



        However, what is said to the customer is up to your manager - he may say "oh, for X reason we have had to change engineer"...



        I don't think you should tell Bill's employer your true reason.



        Definitely talk with your HR or someone who can give you solid advice, step carefully... BUT definitely talk to someone; if Bill has changed his game (possibly for the worse...) you don't want to be around...



        Best wishes...






        share|improve this answer















        I would suggest that you have a meeting with your manager and HR and explain the situation - giving them your reasons is one thing - that should stay private between them and you.



        However, what is said to the customer is up to your manager - he may say "oh, for X reason we have had to change engineer"...



        I don't think you should tell Bill's employer your true reason.



        Definitely talk with your HR or someone who can give you solid advice, step carefully... BUT definitely talk to someone; if Bill has changed his game (possibly for the worse...) you don't want to be around...



        Best wishes...







        share|improve this answer














        share|improve this answer



        share|improve this answer








        edited 5 hours ago

























        answered 8 hours ago









        Solar MikeSolar Mike

        1,199312




        1,199312








        • 2





          The problem with "telling HR" is that the OP was only tangentially aware of some of Bill's bad behavior. There is huge difference between "Bill did this to me" and "I heard that Bill did this to other people", so that if the OP goes to HR he has a very fine line to tread - otherwise things could go south very quickly.

          – Peter M
          4 hours ago






        • 1





          I'd re-iterate that it's worth talking to your manager and maybe HR to try to (as factually as possible) talk about Bill's previous history. However, I'd do it in such a way as to say "there may be trouble ahead" rather than "I don't want to work with him". When talking to the client, or indeed working on their site - you know nothing. If your client asks you about Bill's past, say "I can't talk about this - please take it up with my manager" - keep yourself out of it as much as possible. If you witness something bad, then report it to your manager (and not the client).

          – Ralph Bolton
          4 hours ago











        • @PeterM that's usually why conversations with HR are in small rooms, not in the middle of the canteen... I did put "stay private...".

          – Solar Mike
          4 hours ago











        • @SolarMike It's not the location, its the difference between knowledge and hearsay that is the issue

          – Peter M
          4 hours ago











        • @PeterM Which is why conversations are private - and not in a law court...

          – Solar Mike
          4 hours ago














        • 2





          The problem with "telling HR" is that the OP was only tangentially aware of some of Bill's bad behavior. There is huge difference between "Bill did this to me" and "I heard that Bill did this to other people", so that if the OP goes to HR he has a very fine line to tread - otherwise things could go south very quickly.

          – Peter M
          4 hours ago






        • 1





          I'd re-iterate that it's worth talking to your manager and maybe HR to try to (as factually as possible) talk about Bill's previous history. However, I'd do it in such a way as to say "there may be trouble ahead" rather than "I don't want to work with him". When talking to the client, or indeed working on their site - you know nothing. If your client asks you about Bill's past, say "I can't talk about this - please take it up with my manager" - keep yourself out of it as much as possible. If you witness something bad, then report it to your manager (and not the client).

          – Ralph Bolton
          4 hours ago











        • @PeterM that's usually why conversations with HR are in small rooms, not in the middle of the canteen... I did put "stay private...".

          – Solar Mike
          4 hours ago











        • @SolarMike It's not the location, its the difference between knowledge and hearsay that is the issue

          – Peter M
          4 hours ago











        • @PeterM Which is why conversations are private - and not in a law court...

          – Solar Mike
          4 hours ago








        2




        2





        The problem with "telling HR" is that the OP was only tangentially aware of some of Bill's bad behavior. There is huge difference between "Bill did this to me" and "I heard that Bill did this to other people", so that if the OP goes to HR he has a very fine line to tread - otherwise things could go south very quickly.

        – Peter M
        4 hours ago





        The problem with "telling HR" is that the OP was only tangentially aware of some of Bill's bad behavior. There is huge difference between "Bill did this to me" and "I heard that Bill did this to other people", so that if the OP goes to HR he has a very fine line to tread - otherwise things could go south very quickly.

        – Peter M
        4 hours ago




        1




        1





        I'd re-iterate that it's worth talking to your manager and maybe HR to try to (as factually as possible) talk about Bill's previous history. However, I'd do it in such a way as to say "there may be trouble ahead" rather than "I don't want to work with him". When talking to the client, or indeed working on their site - you know nothing. If your client asks you about Bill's past, say "I can't talk about this - please take it up with my manager" - keep yourself out of it as much as possible. If you witness something bad, then report it to your manager (and not the client).

        – Ralph Bolton
        4 hours ago





        I'd re-iterate that it's worth talking to your manager and maybe HR to try to (as factually as possible) talk about Bill's previous history. However, I'd do it in such a way as to say "there may be trouble ahead" rather than "I don't want to work with him". When talking to the client, or indeed working on their site - you know nothing. If your client asks you about Bill's past, say "I can't talk about this - please take it up with my manager" - keep yourself out of it as much as possible. If you witness something bad, then report it to your manager (and not the client).

        – Ralph Bolton
        4 hours ago













        @PeterM that's usually why conversations with HR are in small rooms, not in the middle of the canteen... I did put "stay private...".

        – Solar Mike
        4 hours ago





        @PeterM that's usually why conversations with HR are in small rooms, not in the middle of the canteen... I did put "stay private...".

        – Solar Mike
        4 hours ago













        @SolarMike It's not the location, its the difference between knowledge and hearsay that is the issue

        – Peter M
        4 hours ago





        @SolarMike It's not the location, its the difference between knowledge and hearsay that is the issue

        – Peter M
        4 hours ago













        @PeterM Which is why conversations are private - and not in a law court...

        – Solar Mike
        4 hours ago





        @PeterM Which is why conversations are private - and not in a law court...

        – Solar Mike
        4 hours ago











        7














        You can't pick and chose who you work with, nor are you there to police peoples behaviour or provide "community service" by informing their employer of their past.



        That last part might be confidential or private information btw.so bite your tongue!



        If you have valid(!) professional reasons, inform your superior that those are why you can't work with the person.



        If you have been harrassed by him, you can tell that your manager as well.



        However, from what you said, I'm afraid you just need to be professional and suck it up.



        You still can let your superior know that out of professional and private reasons you don't want to work with him.



        If you're not the only one they can send and if your boss doesn't think you're being unprofessional you still might dodge that bullet.



        Be prepared however that your managers opinion about you might shift negatively.






        share|improve this answer





















        • 3





          Yep, a sign of professionalism is not letting personal issues impact your work.

          – Kilisi
          8 hours ago






        • 7





          You certainly can pick and choose who you work with, it's just that the price of making a choice may be very high indeed

          – Dave Gremlin
          6 hours ago






        • 4





          @Kilisi "don't let the risk of being sexually harassed impact your work" lol get out of here.

          – ESR
          3 hours ago






        • 2





          @ESR "risk", a vague potential being the operative assumption. Besides,what makes you think,that losing his job wasn't lesson enough?He'd be pretty retarded(yes, that bad) if he kept doing it.Also, OP didn't say if they were harassed, in which case it's a perfect reason to deny working with that person.

          – DigitalBlade969
          3 hours ago








        • 2





          @DigitalBlade969 FWIW OP thinks Bill didn't take the lesson. BTW I think ESR's comment what just a hyperbole.

          – luk32
          3 hours ago


















        7














        You can't pick and chose who you work with, nor are you there to police peoples behaviour or provide "community service" by informing their employer of their past.



        That last part might be confidential or private information btw.so bite your tongue!



        If you have valid(!) professional reasons, inform your superior that those are why you can't work with the person.



        If you have been harrassed by him, you can tell that your manager as well.



        However, from what you said, I'm afraid you just need to be professional and suck it up.



        You still can let your superior know that out of professional and private reasons you don't want to work with him.



        If you're not the only one they can send and if your boss doesn't think you're being unprofessional you still might dodge that bullet.



        Be prepared however that your managers opinion about you might shift negatively.






        share|improve this answer





















        • 3





          Yep, a sign of professionalism is not letting personal issues impact your work.

          – Kilisi
          8 hours ago






        • 7





          You certainly can pick and choose who you work with, it's just that the price of making a choice may be very high indeed

          – Dave Gremlin
          6 hours ago






        • 4





          @Kilisi "don't let the risk of being sexually harassed impact your work" lol get out of here.

          – ESR
          3 hours ago






        • 2





          @ESR "risk", a vague potential being the operative assumption. Besides,what makes you think,that losing his job wasn't lesson enough?He'd be pretty retarded(yes, that bad) if he kept doing it.Also, OP didn't say if they were harassed, in which case it's a perfect reason to deny working with that person.

          – DigitalBlade969
          3 hours ago








        • 2





          @DigitalBlade969 FWIW OP thinks Bill didn't take the lesson. BTW I think ESR's comment what just a hyperbole.

          – luk32
          3 hours ago
















        7












        7








        7







        You can't pick and chose who you work with, nor are you there to police peoples behaviour or provide "community service" by informing their employer of their past.



        That last part might be confidential or private information btw.so bite your tongue!



        If you have valid(!) professional reasons, inform your superior that those are why you can't work with the person.



        If you have been harrassed by him, you can tell that your manager as well.



        However, from what you said, I'm afraid you just need to be professional and suck it up.



        You still can let your superior know that out of professional and private reasons you don't want to work with him.



        If you're not the only one they can send and if your boss doesn't think you're being unprofessional you still might dodge that bullet.



        Be prepared however that your managers opinion about you might shift negatively.






        share|improve this answer















        You can't pick and chose who you work with, nor are you there to police peoples behaviour or provide "community service" by informing their employer of their past.



        That last part might be confidential or private information btw.so bite your tongue!



        If you have valid(!) professional reasons, inform your superior that those are why you can't work with the person.



        If you have been harrassed by him, you can tell that your manager as well.



        However, from what you said, I'm afraid you just need to be professional and suck it up.



        You still can let your superior know that out of professional and private reasons you don't want to work with him.



        If you're not the only one they can send and if your boss doesn't think you're being unprofessional you still might dodge that bullet.



        Be prepared however that your managers opinion about you might shift negatively.







        share|improve this answer














        share|improve this answer



        share|improve this answer








        edited 8 hours ago

























        answered 8 hours ago









        DigitalBlade969DigitalBlade969

        8,2882932




        8,2882932








        • 3





          Yep, a sign of professionalism is not letting personal issues impact your work.

          – Kilisi
          8 hours ago






        • 7





          You certainly can pick and choose who you work with, it's just that the price of making a choice may be very high indeed

          – Dave Gremlin
          6 hours ago






        • 4





          @Kilisi "don't let the risk of being sexually harassed impact your work" lol get out of here.

          – ESR
          3 hours ago






        • 2





          @ESR "risk", a vague potential being the operative assumption. Besides,what makes you think,that losing his job wasn't lesson enough?He'd be pretty retarded(yes, that bad) if he kept doing it.Also, OP didn't say if they were harassed, in which case it's a perfect reason to deny working with that person.

          – DigitalBlade969
          3 hours ago








        • 2





          @DigitalBlade969 FWIW OP thinks Bill didn't take the lesson. BTW I think ESR's comment what just a hyperbole.

          – luk32
          3 hours ago
















        • 3





          Yep, a sign of professionalism is not letting personal issues impact your work.

          – Kilisi
          8 hours ago






        • 7





          You certainly can pick and choose who you work with, it's just that the price of making a choice may be very high indeed

          – Dave Gremlin
          6 hours ago






        • 4





          @Kilisi "don't let the risk of being sexually harassed impact your work" lol get out of here.

          – ESR
          3 hours ago






        • 2





          @ESR "risk", a vague potential being the operative assumption. Besides,what makes you think,that losing his job wasn't lesson enough?He'd be pretty retarded(yes, that bad) if he kept doing it.Also, OP didn't say if they were harassed, in which case it's a perfect reason to deny working with that person.

          – DigitalBlade969
          3 hours ago








        • 2





          @DigitalBlade969 FWIW OP thinks Bill didn't take the lesson. BTW I think ESR's comment what just a hyperbole.

          – luk32
          3 hours ago










        3




        3





        Yep, a sign of professionalism is not letting personal issues impact your work.

        – Kilisi
        8 hours ago





        Yep, a sign of professionalism is not letting personal issues impact your work.

        – Kilisi
        8 hours ago




        7




        7





        You certainly can pick and choose who you work with, it's just that the price of making a choice may be very high indeed

        – Dave Gremlin
        6 hours ago





        You certainly can pick and choose who you work with, it's just that the price of making a choice may be very high indeed

        – Dave Gremlin
        6 hours ago




        4




        4





        @Kilisi "don't let the risk of being sexually harassed impact your work" lol get out of here.

        – ESR
        3 hours ago





        @Kilisi "don't let the risk of being sexually harassed impact your work" lol get out of here.

        – ESR
        3 hours ago




        2




        2





        @ESR "risk", a vague potential being the operative assumption. Besides,what makes you think,that losing his job wasn't lesson enough?He'd be pretty retarded(yes, that bad) if he kept doing it.Also, OP didn't say if they were harassed, in which case it's a perfect reason to deny working with that person.

        – DigitalBlade969
        3 hours ago







        @ESR "risk", a vague potential being the operative assumption. Besides,what makes you think,that losing his job wasn't lesson enough?He'd be pretty retarded(yes, that bad) if he kept doing it.Also, OP didn't say if they were harassed, in which case it's a perfect reason to deny working with that person.

        – DigitalBlade969
        3 hours ago






        2




        2





        @DigitalBlade969 FWIW OP thinks Bill didn't take the lesson. BTW I think ESR's comment what just a hyperbole.

        – luk32
        3 hours ago







        @DigitalBlade969 FWIW OP thinks Bill didn't take the lesson. BTW I think ESR's comment what just a hyperbole.

        – luk32
        3 hours ago













        5














        If you were personally harassed by Bill in a former job, and you have reasonable evidence of that fact, then you certainly have some grounds to tell your management why you don't want to work with him again. But your OP doesn't actually say that was what happened.



        The fact that you think he will ignore your advice is irrelevant. Consultants are paid to give advice, not to enforce its use. (And considering the number of poor consultants around, it's just as well that some of them can't force their clients to follow their advice!)



        If you can't handle the fact that clients often think consultants are nothing more than a time-wasting irrelevance imposed on them by their own managers who don't know any better, you are not going to have a happy working life as a consultant!



        Managing Bill's behaviour is what Bill's manager is paid to do, and that is none of your business unless you are personally affected by it. Of course, if he does do something inappropriate, you know enough about his past not to ignore the first occurrence "in case it was just a one-off and you don't want to cause any trouble" - go straight to your manager (note, your manager, not his manager!) about it.






        share|improve this answer






























          5














          If you were personally harassed by Bill in a former job, and you have reasonable evidence of that fact, then you certainly have some grounds to tell your management why you don't want to work with him again. But your OP doesn't actually say that was what happened.



          The fact that you think he will ignore your advice is irrelevant. Consultants are paid to give advice, not to enforce its use. (And considering the number of poor consultants around, it's just as well that some of them can't force their clients to follow their advice!)



          If you can't handle the fact that clients often think consultants are nothing more than a time-wasting irrelevance imposed on them by their own managers who don't know any better, you are not going to have a happy working life as a consultant!



          Managing Bill's behaviour is what Bill's manager is paid to do, and that is none of your business unless you are personally affected by it. Of course, if he does do something inappropriate, you know enough about his past not to ignore the first occurrence "in case it was just a one-off and you don't want to cause any trouble" - go straight to your manager (note, your manager, not his manager!) about it.






          share|improve this answer




























            5












            5








            5







            If you were personally harassed by Bill in a former job, and you have reasonable evidence of that fact, then you certainly have some grounds to tell your management why you don't want to work with him again. But your OP doesn't actually say that was what happened.



            The fact that you think he will ignore your advice is irrelevant. Consultants are paid to give advice, not to enforce its use. (And considering the number of poor consultants around, it's just as well that some of them can't force their clients to follow their advice!)



            If you can't handle the fact that clients often think consultants are nothing more than a time-wasting irrelevance imposed on them by their own managers who don't know any better, you are not going to have a happy working life as a consultant!



            Managing Bill's behaviour is what Bill's manager is paid to do, and that is none of your business unless you are personally affected by it. Of course, if he does do something inappropriate, you know enough about his past not to ignore the first occurrence "in case it was just a one-off and you don't want to cause any trouble" - go straight to your manager (note, your manager, not his manager!) about it.






            share|improve this answer















            If you were personally harassed by Bill in a former job, and you have reasonable evidence of that fact, then you certainly have some grounds to tell your management why you don't want to work with him again. But your OP doesn't actually say that was what happened.



            The fact that you think he will ignore your advice is irrelevant. Consultants are paid to give advice, not to enforce its use. (And considering the number of poor consultants around, it's just as well that some of them can't force their clients to follow their advice!)



            If you can't handle the fact that clients often think consultants are nothing more than a time-wasting irrelevance imposed on them by their own managers who don't know any better, you are not going to have a happy working life as a consultant!



            Managing Bill's behaviour is what Bill's manager is paid to do, and that is none of your business unless you are personally affected by it. Of course, if he does do something inappropriate, you know enough about his past not to ignore the first occurrence "in case it was just a one-off and you don't want to cause any trouble" - go straight to your manager (note, your manager, not his manager!) about it.







            share|improve this answer














            share|improve this answer



            share|improve this answer








            edited 4 hours ago

























            answered 4 hours ago









            alephzeroalephzero

            2,8101816




            2,8101816























                1














                I am going to add an answer here, though it may be covered by some of the recent answers. But as you state you are a newly hired employee of consulting company, some of these answers that recommend "talking to manager", are not clear in talking to the client manager, or your consulting company manager.



                As having 30+ years experience in the IT consulting world, you will find that you run into many of the same people in different companies and roles. Because you have had issues in past with a particular person, does not mean that you will in this engagement. People change. Perhaps they have been reprimanded or otherwise punished, and recognize their past bad behavior. Perhaps they are on probation, and working to overcome their shortcomings and issues. You would be prudent to give this person another chance.



                However, you do have a duty to your consulting company and the client to bring up and confront any issues that will keep from successfully completing the engagement.



                At this point, at the start of the engagement, I would have a talk with your consulting company account rep, or site manager, or whoever assisted in placing you at the client company. Let them know about your past history with Bill, and problems with Bill performing his work. Speak carefully but dispassionately of the sexual harassment issues, in that you are not repeating gossip. Only speak of your personal knowledge, or facts about his dismissal that you know. Ask your consulting company account rep/site manager what they want to do with this information, if they believe it should be brought up at the client company. Allow them to use their expertise, history, and relationship knowledge as to what the next steps will be.



                In this way, you are shielding yourself with your new employer, giving them a heads-up about a potential problem. But you are not jeopardizing the consulting company - client relationship. You are also letting your new employer know that you have their interests in mind, not just your problems and issues.






                share|improve this answer








                New contributor




                mharr is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
                Check out our Code of Conduct.

























                  1














                  I am going to add an answer here, though it may be covered by some of the recent answers. But as you state you are a newly hired employee of consulting company, some of these answers that recommend "talking to manager", are not clear in talking to the client manager, or your consulting company manager.



                  As having 30+ years experience in the IT consulting world, you will find that you run into many of the same people in different companies and roles. Because you have had issues in past with a particular person, does not mean that you will in this engagement. People change. Perhaps they have been reprimanded or otherwise punished, and recognize their past bad behavior. Perhaps they are on probation, and working to overcome their shortcomings and issues. You would be prudent to give this person another chance.



                  However, you do have a duty to your consulting company and the client to bring up and confront any issues that will keep from successfully completing the engagement.



                  At this point, at the start of the engagement, I would have a talk with your consulting company account rep, or site manager, or whoever assisted in placing you at the client company. Let them know about your past history with Bill, and problems with Bill performing his work. Speak carefully but dispassionately of the sexual harassment issues, in that you are not repeating gossip. Only speak of your personal knowledge, or facts about his dismissal that you know. Ask your consulting company account rep/site manager what they want to do with this information, if they believe it should be brought up at the client company. Allow them to use their expertise, history, and relationship knowledge as to what the next steps will be.



                  In this way, you are shielding yourself with your new employer, giving them a heads-up about a potential problem. But you are not jeopardizing the consulting company - client relationship. You are also letting your new employer know that you have their interests in mind, not just your problems and issues.






                  share|improve this answer








                  New contributor




                  mharr is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
                  Check out our Code of Conduct.























                    1












                    1








                    1







                    I am going to add an answer here, though it may be covered by some of the recent answers. But as you state you are a newly hired employee of consulting company, some of these answers that recommend "talking to manager", are not clear in talking to the client manager, or your consulting company manager.



                    As having 30+ years experience in the IT consulting world, you will find that you run into many of the same people in different companies and roles. Because you have had issues in past with a particular person, does not mean that you will in this engagement. People change. Perhaps they have been reprimanded or otherwise punished, and recognize their past bad behavior. Perhaps they are on probation, and working to overcome their shortcomings and issues. You would be prudent to give this person another chance.



                    However, you do have a duty to your consulting company and the client to bring up and confront any issues that will keep from successfully completing the engagement.



                    At this point, at the start of the engagement, I would have a talk with your consulting company account rep, or site manager, or whoever assisted in placing you at the client company. Let them know about your past history with Bill, and problems with Bill performing his work. Speak carefully but dispassionately of the sexual harassment issues, in that you are not repeating gossip. Only speak of your personal knowledge, or facts about his dismissal that you know. Ask your consulting company account rep/site manager what they want to do with this information, if they believe it should be brought up at the client company. Allow them to use their expertise, history, and relationship knowledge as to what the next steps will be.



                    In this way, you are shielding yourself with your new employer, giving them a heads-up about a potential problem. But you are not jeopardizing the consulting company - client relationship. You are also letting your new employer know that you have their interests in mind, not just your problems and issues.






                    share|improve this answer








                    New contributor




                    mharr is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
                    Check out our Code of Conduct.










                    I am going to add an answer here, though it may be covered by some of the recent answers. But as you state you are a newly hired employee of consulting company, some of these answers that recommend "talking to manager", are not clear in talking to the client manager, or your consulting company manager.



                    As having 30+ years experience in the IT consulting world, you will find that you run into many of the same people in different companies and roles. Because you have had issues in past with a particular person, does not mean that you will in this engagement. People change. Perhaps they have been reprimanded or otherwise punished, and recognize their past bad behavior. Perhaps they are on probation, and working to overcome their shortcomings and issues. You would be prudent to give this person another chance.



                    However, you do have a duty to your consulting company and the client to bring up and confront any issues that will keep from successfully completing the engagement.



                    At this point, at the start of the engagement, I would have a talk with your consulting company account rep, or site manager, or whoever assisted in placing you at the client company. Let them know about your past history with Bill, and problems with Bill performing his work. Speak carefully but dispassionately of the sexual harassment issues, in that you are not repeating gossip. Only speak of your personal knowledge, or facts about his dismissal that you know. Ask your consulting company account rep/site manager what they want to do with this information, if they believe it should be brought up at the client company. Allow them to use their expertise, history, and relationship knowledge as to what the next steps will be.



                    In this way, you are shielding yourself with your new employer, giving them a heads-up about a potential problem. But you are not jeopardizing the consulting company - client relationship. You are also letting your new employer know that you have their interests in mind, not just your problems and issues.







                    share|improve this answer








                    New contributor




                    mharr is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
                    Check out our Code of Conduct.









                    share|improve this answer



                    share|improve this answer






                    New contributor




                    mharr is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
                    Check out our Code of Conduct.









                    answered 1 hour ago









                    mharrmharr

                    1112




                    1112




                    New contributor




                    mharr is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
                    Check out our Code of Conduct.





                    New contributor





                    mharr is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
                    Check out our Code of Conduct.






                    mharr is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
                    Check out our Code of Conduct.























                        0














                        Talk it through with your manager, but treat it as your personal problem.



                        You do not have professional grounds to dismiss this job. As other answers well explain. Understand that you are the problem for business right now, so you'd better have a good reason.



                        IMHO, absolute professionalism is not the best way to go, and many people do understand you need to be able to look in the mirror after all. What is reasonable and where are the limits is a personal thing.



                        The best course of action is to do what's done with personal problems.



                        If your manager is reasonable, he'll convince you to take the job, or try to accommodate, and give you options, then it's your choice. From what you say, there is no guarantee you'll even have to work with Bill. Maybe they can swap you. Worst case it's do or die, but you won't know unless you find out. Trusting manager is your best option.



                        I think that personally talking to manager off-the-record is the best course of action because it let's you find out options without forcing anything yet - i.e. having least consequences, and you are not defaming anyone in any kind of (semi-)official setting. Then, you can prepare for official communication.



                        If the manager's not with you then there is not much unless you were personally involved, HR won't help you because there is no ground to protect your personal feelings before company.






                        share|improve this answer






























                          0














                          Talk it through with your manager, but treat it as your personal problem.



                          You do not have professional grounds to dismiss this job. As other answers well explain. Understand that you are the problem for business right now, so you'd better have a good reason.



                          IMHO, absolute professionalism is not the best way to go, and many people do understand you need to be able to look in the mirror after all. What is reasonable and where are the limits is a personal thing.



                          The best course of action is to do what's done with personal problems.



                          If your manager is reasonable, he'll convince you to take the job, or try to accommodate, and give you options, then it's your choice. From what you say, there is no guarantee you'll even have to work with Bill. Maybe they can swap you. Worst case it's do or die, but you won't know unless you find out. Trusting manager is your best option.



                          I think that personally talking to manager off-the-record is the best course of action because it let's you find out options without forcing anything yet - i.e. having least consequences, and you are not defaming anyone in any kind of (semi-)official setting. Then, you can prepare for official communication.



                          If the manager's not with you then there is not much unless you were personally involved, HR won't help you because there is no ground to protect your personal feelings before company.






                          share|improve this answer




























                            0












                            0








                            0







                            Talk it through with your manager, but treat it as your personal problem.



                            You do not have professional grounds to dismiss this job. As other answers well explain. Understand that you are the problem for business right now, so you'd better have a good reason.



                            IMHO, absolute professionalism is not the best way to go, and many people do understand you need to be able to look in the mirror after all. What is reasonable and where are the limits is a personal thing.



                            The best course of action is to do what's done with personal problems.



                            If your manager is reasonable, he'll convince you to take the job, or try to accommodate, and give you options, then it's your choice. From what you say, there is no guarantee you'll even have to work with Bill. Maybe they can swap you. Worst case it's do or die, but you won't know unless you find out. Trusting manager is your best option.



                            I think that personally talking to manager off-the-record is the best course of action because it let's you find out options without forcing anything yet - i.e. having least consequences, and you are not defaming anyone in any kind of (semi-)official setting. Then, you can prepare for official communication.



                            If the manager's not with you then there is not much unless you were personally involved, HR won't help you because there is no ground to protect your personal feelings before company.






                            share|improve this answer















                            Talk it through with your manager, but treat it as your personal problem.



                            You do not have professional grounds to dismiss this job. As other answers well explain. Understand that you are the problem for business right now, so you'd better have a good reason.



                            IMHO, absolute professionalism is not the best way to go, and many people do understand you need to be able to look in the mirror after all. What is reasonable and where are the limits is a personal thing.



                            The best course of action is to do what's done with personal problems.



                            If your manager is reasonable, he'll convince you to take the job, or try to accommodate, and give you options, then it's your choice. From what you say, there is no guarantee you'll even have to work with Bill. Maybe they can swap you. Worst case it's do or die, but you won't know unless you find out. Trusting manager is your best option.



                            I think that personally talking to manager off-the-record is the best course of action because it let's you find out options without forcing anything yet - i.e. having least consequences, and you are not defaming anyone in any kind of (semi-)official setting. Then, you can prepare for official communication.



                            If the manager's not with you then there is not much unless you were personally involved, HR won't help you because there is no ground to protect your personal feelings before company.







                            share|improve this answer














                            share|improve this answer



                            share|improve this answer








                            edited 21 mins ago









                            V2Blast

                            25859




                            25859










                            answered 3 hours ago









                            luk32luk32

                            66249




                            66249






















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