MobyCap Reviews

We're absolutely sorry that this was the outcome of this hire. Unfortunately, this falls on us as leadership. Our first mistake was hiring this particular employee into a culture in which he would not fit. Our last mistake was not firing him fast enough. We've taken a deep look at our hiring practices and have since made corrections to avoid this in the future. But to address this issue... This employee did not ever come to management with any concerns, and in fact, spread his discontent amongst other employees without our knowing, meanwhile accepting generous cash advances from management to move his family across the state so that he'd have an opportunity to make more money (giving him commission advances for well over a year, in fact). Additionally, when prompted, this employee was reluctant to give us any constructive feedback at all. After a few months of his employment, we caught him stealing from the company by manipulating call counts to "max out" his compensation. We understood when times get tough, so we gave him a chance to correct his behavior instead of firing him (which from hindsight, we should have done). Furthermore, he would undermine our business processes, all while asking leadership for more money to continue to support his bad habit of missing multiple days of work each week. After running an audit, we discovered that he averaged 3 days of work a week through his entire work history. We also identified that when he said he was "working from home" - he'd just leave his laptop on, and collect a paycheck. This employee was full of reasons not to give it his all; had plenty of excuses not to actually do the job - and we continued to give him chance after chance. The second he'd come into work, he would let the entire team know about how he didn't want to be there. Lastly, he spread his entire discontent to all our new employees, discouraging them from our training and methods to produce results. He was jealous and envious of those that were having success and expressed this blatantly with our new hires - saying nothing was possible and it's all a "delusion" - when we have agents who have made this their career. Our intent when we propose that you can make a lot of money at this job, it's not to discourage people -- it's to encourage them of the possibility to grow and create the life they want for themselves. He found it entirely discouraging and had his own limits set on himself from the first day of his hire. Again, this falls on us, and we own our mistake in the process. We took a chance on a good "underdog" story, and it turned out for the worst. This doesn't mean that we won't ever consider taking on a new underdog, but this one wasn't an underdog, he was a dead dog. It's easy to blame us for all of the failures, but in reality - we know what our failure was. And we are working toward a more wholesome and inclusive environment in which people can feel more heard - and have a safe space to do so. Not quietly seething because they're in a high-performance, high-achieving culture that isn't a fit for them. We hope and wish him the best of luck that he finds the culture that is more suitable for his habits and helps construct a more positive mindset for him.