Imagine you are the personnel manager of a meat packing company located in the Midwest. You have a close friend who has lost his small business due to COVID-19 and the possibility of starting up again is low in the near future. Continuing state and federal benefits are questionable as the public is becoming hesitant about more spending on COVID aid packages. Your friend is a single parent and has 3 small children with no child-support.
At one time he was comfortably middle class and is now trying to keep from having his home in foreclosure. He has helped you on many occasions and you believe you should help him if you can. In your position you have access to privileged information about a decision to hire a new employee on the marketing/community relations team. Corporate offices have recently stipulated that all employees must get a COVID vaccine in order to keep their jobs. New employees must also be vaccinated. You know your friend’s skills match the job opening, but you also know that he has been vocal about a perceived danger of vaccines and has become cynical about government actions and mandates that he blames for his business closure. You understand his frustrations. He would not be working on the factory line in close proximity to others, so the mandate could be of questionable necessity in his case. You could make an exception, and you would have a strong influence on the hiring. However, there is already a vocal, but small group of employees organizing in opposition to the vaccination mandate.
He would likely identify with that group and potentially could provide leadership for it. You have always taken pride in your loyalty to your company and to your friends. The company president respects your judgment. Hiring someone who does not comply with workplace wellness policy and encourages others to object as well could damage your company’s reputation. Because of this, helping your friend might also jeopardize your reputation and job. How do you decide what to do? What do you decide to do?
