Our client, we’ll call them Company X, provides installation, connection, upgrades and repairs for one of the country’s largest providers of residential and commercial television, telephone and Internet service. We’ll call their customer Company Y. Pursuant to their contractual agreement, our client (Company X) retained a third party vendor to conduct civil and criminal background checks on job applicants. However, in the last year Company Y was purchased by Company Z, an even larger provider of television, telephone and Internet services. Company Z requires our client to utilize a different third-party vendor for conducting background checks.
Our firm is now helping a client with damage control and data recovery upon discovering – a week after their former Chief Technology Officer (CTO) had resigned but six months after he’d been demoted to a lesser role -- that the CTO had created a back door for himself to the client’s servers and had spent those last six months of his employment accessing, downloading and storing emails of the client’s top executives, and its most important vendors.
A decade ago, I litigated a trade secret/unfair competition dispute between two large plastics manufacturers. The Plaintiff was based in southwest Florida, the Defendant in southern Alabama. The factual dispute is interesting, though not necessarily particularly pertinent to the subject I want to address in this post.
Virtually every thoughtful employer wants to hire the very best employees they can find. And why not? Good workers produce better products, provide better service, give maximum effort, learn and adopt the company’s best practices and culture. Bad employees are indifferent, if not outright negative about the company, its customers, its products, its values.