I once took a job at a place that had just started a new division. Because the division was new, there were still funding issues with head office, which was overseas. But the company assured me that in spite of not having received approval (and money) to pay me, they would manage somehow. Approval required basically a rubber stamp, and should come through when their budget was presented to head office in a few months.
To their credit, they did actually pay me, and the cheques actually cleared. But that was the last thing they did right during my employment.
Some months after I was hired, I was unceremoniously and suddenly shown the door. It seems one of the secretaries from another division, a woman with whom I had little to no interaction in my daily routine, claimed I had cornered her in a conference room and made a number of rude and offensive come-ons to her. The company wouldn’t press charges if I left now. As in, right now. Forego any pay or severance owed–it’s a small price to pay so we won’t sue you. I had done no such thing, but my protests fell on deaf ears. The secretary had been at the company for a few years; I had been there a few months. Whose word carried more weight? So I left.
But there was paperwork to be done, of course, and a day or two later, I received a call from HR at that company. The call was ostensibly to find out something to do with the paperwork, but a lot more came out of my conversation with the HR woman. It seems that she was not pleased with what had happened, did not want to participate in something that was probably illegal and definitely unethical, and gave me the full story.
The company had not received the rubber stamp from head office for the funding for my position. Indeed, head office gave the division head proper hell for hiring someone (me) without their approval. Not only was head office not going to approve my hiring, but would also likely examine very closely all budget and funding requests from this division in the future. So, in an attempt to mitigate these effects and save some money in the process, the division had to figure out a way to get me out the door as quickly and as cheaply as possible. A concocted story and threat of a sexual harassment lawsuit seemed like it would work, so they tried it. It might have worked too, except for the HR woman who had a sense of ethics.
Armed with this knowledge–and the fact that I probably had a great claim to a wrongful dismissal suit–I went back to the division head and spoke with him. I wish I could say his grim stoicism finally cracked under hours of intense grilling, but in truth, he collapsed like a house of cards in the first five minutes. He had simply approved the plan that an underling had formulated; he didn’t like it, but he approved it anyway. In the end, and in exchange for me not taking it to my lawyer, he agreed to scrounge up two weeks of severance and pay for the two or three days of vacation I had accumulated. In addition, I would receive a good reference–he admitted I was good at my job and they really could have used me, but head office’s lack of budgetary approval nixed it.
A year or two later, I heard that that division had been closed down, and everybody was now out of work. I just smiled.