source stringlengths 620 29.3k | target stringlengths 12 1.24k |
|---|---|
Leaving employer in the middle of a "big project", offering to help part time So, my boss and I have had a rocky relationship from the start. While he recognizes my ability to get what he needs done, he likes to micromanage my progress, which I do not respond well to. It's a small business, and new legislation has created an emerging market for him to corner, and corner it he has. He's counting on me to help him with the production in this, and I have spent the last month streamlining it, getting which was originally a 10 hour build down to 2 hours per unit. After three months of this sour relationship, I started actively job searching again. Three months into search (six months into my current job) I am scheduled for an interview with a company that would put my college-earned-skills to much better use (I could have done my current job fresh out of highschool with the same results). I'm not trying to count my chicks or anything, but if this new job does pan out, I have to take it. Aside from the possibility of a boss with whom I may have a better relationship, it's much more in line with my expertise and from the tone of the job listing I may start out at nearly double my current salary, the company also offers insurance and benefits that my current employer doesn't, and probably can't. This is an office of three people (me, the boss, and a programmer). If I leave, it will basically kill their workflow. I'm not going to be as brash as to say I can't be replaced, but it would take my boss/coworker valuable time to get someone else trained and settled into my position; this could potentially cost the company hundreds of thousands of dollars. I just would not feel right about doing that. TL;DR My boss has a big project in the works, I may be leaving my company, I want to offer my help with this project. I figured I'd offer to come in, week days or after hours, help with the actual assembly/configuration of the product, and possibly train my replacement to perform the task in the streamlined fashion I've developed. When/How is the most professional way to offer this? Should I bring up the subject of compensation for my time? <Q> Don't forget that one of the reasons you are leaving is that your boss and you had a rocky relationship, the second reason you left was his micromanaging you and the third was his underpaying you. <S> And now, you want to be back to that after hours? <S> Let your boss deal with his own problems. <S> Look at it on the bright side: if his business goes down the tube, he won't be around to give you a bad reference. <S> If he wants help from you, let him ask for it. <S> And let him tell you how much he wants to pay you. <S> Once he is done telling you how much he wants to pay you, tell him how much he has to pay you. <A> As a general rule of thumb, you don't owe your employer more than about 30 days after you've given your notice. <S> This time is generally for your employer to find and train your replacement, or for you to create training material for your employer. <S> In the name of not burning bridges, you may consider extending that to 45 days if you don't think your employer can get your replacement in 30 days. <S> If you want to do work for your current employer part time, make sure you get it in a written contract. <S> And never tell your employer that up front. <S> Otherwise, your employer will abuse you and expect you to stick around. <S> However, as you get closer to your departure date, you might offer your services, especially if they seem really close to getting back into the swing, but need some more consulting. <S> Something like, "You know, if it would help, I'd be happy to offer my services as a part-time independent contractor after I leave." <S> If he says yes, say "Sounds good. <S> I'll put together some contract terms and we can talk about it next week. <S> " <S> Then, when you offer him your terms, you can have a discussion on your value. <S> If your employer hasn't even started interviewing replacements two weeks after your notice, he won't get around to it, and you're asking for trouble if you stick around. <S> As far as fair market value of your time, as a contractor you should make between 150% and 200% of your hourly wage (factoring in taxes, health care, etc.). <S> If you get a raise in your new job, base it off that. <S> If your current wage is higher, use that one. <A> Be available to answer questions for some period of time. <S> Offer advice on the project if that makes sense. <S> But avoid committing any time beyond these two things, even under contract. <S> But ultimately not fair to them (hard to count on someone who has left), your new employer (will you be 100% engaged if working your old gig?), and yourself (are you taking time to enjoy life and your relationships with others?).
| Having a good heart and wanting to help your previous employer are admirable. Focus on the job you have (your new one), and try to live a balanced life.
|
Returning bonuses received while job hunting So, I'm scheduled for an interview with a company that aligns well with my field. Today I received notification that I was getting a raise, as well as a Christmas bonus. Knowing that I am actively searching for a new job (and have a chance at one) I feel guilty accepting this money. I certainly can't reject it outright, because letting my boss know I'm leaving prematurely is just a terrible idea. I have however been toying around with just sitting on it, and upon giving my resignation returning it, stating that since I was planning on leaving, I wouldn't feel right accepting it. Doing the above would ease my conscience about the state I'm leaving my employer in (Feel free to weigh in on that question too!), but is it the professional thing to do? Given that I received the bonus without my boss knowing I was leaving, it obviously wasn't an incentive to stay or anything, so it's not really an intended leverage point (which I would have to decline), but at the same time, it feels like by taking it and leaving I'm biting the hand that feeds me. Is there any professional way to deal with this situation? <Q> Bonuses are generally a reward for the work you've done in the past. <S> If you've earned it, I think you've earned it. <A> Is there any professional way to deal with this situation? <S> You don't have a new job yet - you just hope to get one eventually. <S> You are only scheduled for an interview. <S> It's all fine to be optimistic, but the reality is: You haven't even had the interview <S> yet <S> You don't know if you will actually like this company <S> You don't know if they will actually like you <S> You certainly don't have an offer <S> yet <S> You don't know if you will accept whatever they offer <S> You don't know if they would pay you what you are seeking <S> You really have no idea how long it will be before you leave your current company <S> Clearly, you have earned it. <S> If you do end up giving your notice to your current company soon, and for some unlikely reason they ask why you didn't mention that you were looking, just indicate that you didn't know when or if you'd land your next job. <S> That's precisely the truth. <S> I think you are unnecessarily concerned about this. <A> It can be many weeks or even months between the interview and start date. <S> To decide to turn down a bonus without a job offer doesn't make a lot of sense. <S> The bonus is a reward for a job well done. <S> The raise is also to reward you for the quality of your work. <S> Unless they put a requirement on the bonus that obligates you to stay you can't worry about it. <S> You should expect that if you announce you are leaving before the bonus is awarded they probably won't give you the bonus.
| Given all that, the logical thing to do is to be quiet and take the raise and bonus.
|
Is it OK to contact the hiring manager of a company that asks for an interview? I was recently asked for an interview (this past Friday) after submitting my resume to a job portal for some company. I got back to the HR with my availability, but she hadn't emailed me back even after today, and I have a pending internship offer, so I called the office directly and asked if the position is still open. I said that I emailed back on Friday (it was actually 10 minutes after HR initially emailed me), but I hadn't heard anything back, so I was just making sure the position was still open. Is this frowned upon? <Q> It's a bit late to ask after you've already committed the action. <S> However, in general, there's nothing wrong with what you have done, although you might have waited another day. <S> I'm assuming that "today" is Monday - <S> that's only one working day since your reply, and if they're trying to balance a calendar of interviews, they might not confirm your response until they can do everyone. <S> Generally, a company that has invited you to interview wouldn't suddenly close the position without informing you. <A> As a hiring manager, I will say that being directly contacted by a potential candidate can be annoying, but you can also win points by doing it. <S> Here's why: it shows you are MOTIVATED to learn about the job, and are being proactive about looking out for yourself. <S> In my book, if a candidate can figure out how to contact me, has done some research about our company and can genuinely articulate why they want to work for us and why they are the right man/woman for the job - that puts them well ahead of the pack. <S> If someone reading this chooses to do this, be humble, apologize for the direct contact, and be ready to take full advantage of their attention if you are lucky enough to get it. <A> You need to chillout. <S> I have had it take months from the application until the interview. <S> And months from the interview to the job offer. <S> One day service from HR is unrealistic to expect especially at the entry level which is most likely the least important task she is doing right now. <S> The time of year you are asking it also affects how soon they will respond. <S> Let me explain what could be higher than you in her rankings of work to do (some of these assume a small company 1 person HR): <S> Filling vacant senior positions Doing end of the year close out work especially if benefits providersare changing Making sure all current employees are set up for next year's benefits Using up all of her vacation time before the end of the year Covering for other employees using their vacation time before the endof the year. <S> Payroll Handling performance issues including the paperwork to fire people <S> Handling year end performance appraisal problems including setting up the information for an automated system. <S> Sitting in on other interviews Working with a vendor to set up a rollout of a new HR system at thestart of the year <S> Working on the paperwork for a mass layoff (they are common at thistime of year) <S> You can ask once or twice (generally with more than a week between) <S> but no more than that without getting labeled a pest that no one will want to work with. <S> It is not their problem that you have another potential job offer and want fast action. <S> It is not their problem that you need a job as soon as possible. <S> They have other priorities and you need to understand that. <S> Being a pest can rapidly move you from good candiate to don't hire. <S> Making someone look unresponsive and have to take time explaining to the hiring offical why she didn't have an interview set up in minutes is a bad move.
| No one likes someone who bugs them about a job interview or offer.
|
Is it a good idea to tell my programmer colleagues that I actually code for fun? I'm part of a small software development team. It happens that one of my greatest hobbies is actually, software development. In my free time, I enjoy contributing to several open source projects. When I'm at work, we always go out for a break the same five people: me, three of my colleagues, and our boss. While we're having coffee, a usual conversation subject is about our hobbies, what did we do during the weekend, that kind of things. And when I'm asked "what about you?", I usually answer something like "Well, I went out for beer with my friends, you know." I always avoid talking about my open source stuff, because I'm afraid my colleagues might think that I'm an arse-licker desperately trying to get a promotion if I say that I spent that rainy sunday afternoon coding just for fun. Do you think it's a good idea? Do you think I should keep it secret or not? <Q> If you lie about what you do in order to appear "normal", then aren't you actually being an "arse-licker" desperately trying not to appear like being an "arse-licker"? <S> Be yourself. <S> The rest will sort itself out. <S> Worrying about what other people think in this context is counter-productive. <S> If they show disinterest in the details of what you did, then leave it basic. <S> "Eh, I stayed in, worked a little on OpenFooSource. <S> Did some cool stuff with it, really. <S> " If they ask questions and show interest, dive deeper. <S> If you look at it from the other perspective, what if the topic that interested you was not software related? <S> How would that impact how you would talk about it? <S> I'd think the same way. <S> If your colleagues show disinterest, keep it simple and undetailed. <S> Otherwise, let them have the brunt of your enthusiasm. <A> No stranger than the session musician who also composes his own stuff on his spare time, or the artist who creates/keeps a few things for their own use rather than for sale, or for that matter the homeowner who does some of their own maintenance rather than hiring someone to do it... <S> Seriously, in my experience any programmer who didn't come to the field <S> ONLY because they heard it paid fairly well will have a pile of personal projects that they may or may not be actively pursuing depending on how much time they've been able to give this versus their other commitments/interest. <S> (They might consider what you're actually writing weird, but that's a separate question.) <S> One of the positive definitions of "hacker" is "someone who does for pleasure the same thing others do only when paid to do it. <S> " <S> By that definition, almost any hobbyist is a hacker at one level or another. <S> If it's worth doing, do it proudly. <S> If it's FUN and not bothering anyone (note that I consider violating copyright to be "bothering someone"), do it proudly. <S> If others are confused, they probably need some confusion in their lives. <S> Just don't force it on them if they aren't interested in hearing about it. <S> Boring them (as with any hobby) is a larger risk than confusing them. <A> Yes, tell them. <S> I don't see how you'd conclude that they would think you are sucking up to the boss when you were working on non-work related open-source projects. <S> That makes no sense. <S> If the other programmers are not coding in their off time, and they are threatened by your doing so, its really their problem. <S> Professionals should be learning on their own. <S> That is default state for programmers. <A> It depends. <S> In some work cultures, it's common to share your personal projects, and it's "weird" to not have some. <S> In some work cultures, it's common to have non-computer hobbies <S> and it's "weird" to not have some. <S> And sadly, interpersonal relationships largely depend on being like others. <S> At my last company, I was described as "intimidating" without talking about how I code up programming languages for the fun of it in my off hours. <S> That story wouldn't have helped me sell the version of myself that needed to be sold there. <S> I wouldn't keep it a secret per se, but how you frame the stories you tell goes a long way to how people will react. <A> Do you think it's a good idea? <S> Do you think I should keep it secret or not? <S> I think it depends on the culture at your job. <S> Some companies would prefer if their Software Developers didn't work on any side projects, especially if you are salaried. <S> For example, if you don't finish a task on time, one may wonder: " <S> Maybe he/ <S> she didn't finish on time because they were busy working on their side project. <S> " <S> I am very cautious about these things; so if you don't hear anyone else discussing side projects, it may be because they already know something about the company culture, rather than they don't code in their off time.
| I really don't think that any techie type would consider you weird, or even be particularly surprised, that you do some programming on your own time as well. Also, it depends on your perception within the company.
|
How to resolve an issue with air conditioning at work? At work, the air conditioning grid is quite noisy (55 Db), too much air pressure. I asked to solve this to the technician but he told me there was not a solution since he cannot control air pressure. The only solution I can think is to cover the AC grid. At this point I don't know if I should ask to do this or solve this by myself covering the grid one day when the office is empty. My office colleagues haven't noticed this noise and I don't want to be the "problematic guy". How should I approach resolving this? The noise is causing me difficulties in focusing and is quite annoying. <Q> My office colleagues haven't noticed this noise <S> and I don't want to be the "problematic guy". <S> You don't want to be the "problematic guy", but are willing to be "the guy who covered the AC grid and broke the HVAC system"? <S> Ask management. <S> Or ask the office manager. <S> If they are unable to make it quieter, ask to move. <S> If they refuse, you'll need to learn to live with the noise. <S> If you can't learn to live with it, you may need to find employment elsewhere. <A> As Joe notes, you want to raise this to management. <S> Going and fiddling with air vents can lead to Trouble, especially if you break the darn thing somehow. <S> I don't rightly know how you plan to "cover" it, or why you think that would solve the problem. <S> However, that is immaterial - if they do push back, then you will want a medical certificate of some sort. <S> Go see your doctor, preferably before you ask them about this issue. <S> Tell the doctor the story, and that you'd like a certificate from him expressing this as a medical issue of some sort. <S> Which it is, of course. <S> This is adding to stress at work, and damaging your ears. <S> I, personally, go <S> mad when I can hear a slight whirring sound, <S> and I know how much it distresses me. <S> My sympathies for your current plight. <S> You can use the medical certificate if they push back, labeling this as a medical issue. <S> Companies typically bend over to solve things like this. <A> The problem is not the air comnditioner. <S> The problem is you. <S> You need to learn to concentrate when there is noise present. <S> Period. <S> There will never be a noise-free environment. <S> That fact that you program for a living is an excuse not a reason. <S> Everyone has to concentrate at work and everyone finds noise to be disturbing. <S> Life is unfair and noise will always be present. <S> You have to accept what cannot be changed.
| You need to get noise cancelling headphones or you need to stop being distracted.
|
Job offer contingent on continuing education Do situations exist where a position is offered but is contingent on the applicant continuing education (Masters or other)? If not contingent, how is the pursuit of an advanced degree usually handled from a new-hire perspective? <Q> I have seen this in the US, and in fact for some jobs this is a legal requirement. <S> For example, in some states, public school teachers are required to continue their education with courses towards a masters and beyond. <S> What is most important is that your employer recognize the impact this requirement has on you. <S> Will they be reimbursing you for the tuition in some fashion? <S> Will they be flexible with work schedules when it comes to class time (leaving early) and exams (time to study). <S> If they are going to require it, then I believe they should support you in these areas, as it is their choice not yours. <A> I have had an experience with the former (contingent on applicant continuing education). <S> It was a government program, and my employment hinged on me maintaining a certain GPA and coursework subject (in my case, software engineering). <S> Once I graduated, the program was meant to accelerate my career progress. <S> Unfortunately, the program was cut from the government and I was let go, but still got a free degree out of it (in addition to my salary and benefits, of course). <S> Now I work at a private company, and they reimburse tuition up to 70%. <S> That means that you only have to pay 30% of the cost of the graduate degree, which is not bad. <S> Companies usually like to see people wanting to attain a higher education, but one thing I would make sure of is to ensure my employer that the coursework will not impact your day-to-day work productivity. <S> Now of course, we live in the real world, and the chance of part-time coursework affecting your full-time work is a very real possibility. <S> It is usually a better idea to go with employment that is contingent on your studies (like mine) because the employer will be understanding in you working on schoolwork at your day job, where as in the latter example they will not. <S> It is definitely difficult and is not advised if your day job makes you work overtime or if you have a crappy boss. <A> Do situations exist where a position is offered but is contingent on the applicant continuing education (Masters or other)? <S> For example, folks can get hired and are required to eventually pass a licensing or certification exam. <S> As Kelly Tessena Keck and Christopher Estep point out in their comments, teaching, nursing, legal, and other professions take this route. <S> Say you're talking salary and <S> your boss/coworkers know you're working on a degree. <S> Does this put you in a position to negotiate a raise or new opportunity or (and there may be other outcomes of course) is your department going to chalk you up as a loss. <S> This is clearly a discussion you want to have with your boss. <S> The likely answer is "neither". <S> In most private-sector US jobs, working on a degree doesn't put you on a guaranteed path to a raise or promotion. <S> Nor is your department likely to "chalk you up as a loss". <S> Why would they, unless you were planning to go to school full-time and stop working, or unless you indicated that you are leaving once you achieve your degree?
| Yes, there are many jobs which are offered with the expectation that the new hire continues his/her education.
|
Submitting resume in microsoft word doc format or a pdf generated by Latex? I am a graduate student and am planning to apply for an internship for Summer 2015. After looking at the websites of various companies offering internships, the most common file-formats acceptable for resumes seem to be .doc, .pdf and .txt files. Now I am most used to typesetting all my documents in Latex. However, when I was about to create a resume in Latex, a friend told me to write my resume in .doc format, and then have it exported to .pdf, .txt etc depending on what the companieslist as their preffered file format. He said that since companies are usually deluged by resumes, software programs parse the resumes for keywords a company is interested in. say GPU computing or machine learning . Only then does a human go through all the resumes which have filtered through. Hence, my resume should preferably be submitted in a .doc or .txt format whose text can be easily parsed by a computer, unlike PDF. Is this statement true? What are the pros and cons of submitting my resume in these two formats? <Q> Your friend is correct that most companies use software to scan resumes to populate a database and look for keywords. <S> However, most of these systems can process PDFs as well as Word documents, and creating a program that reads PDF is likely easier & more accurate than one that can read MS Word documents because it has been an open, well-documented standard for at least 18 years. <S> I suggest submitting PDF unless the recipient requests otherwise. <S> It preserves all of your desired formatting (Word can reformat on other peoples' computers, especially if they don't have the font(s) you used) and it significantly raises the barrier to someone attempting to alter the document (it's not change-proof, but it's not as simple as doing it in Word). <A> The best advice is to submit in the format which they explicitly ask for. <S> Just get used to editing and transforming your resume over and over again to fit the circumstances. <S> I find it best to manually maintain a word version, a plain text version, and my linkedIn profile. <S> (*). <S> There are some gotachas-- relating to how your document renders: <S> With PDF, you have to make sure that you're using "PDF base fonts" or "web-safe fonts". <S> If you use a different font, you have to embed it. <S> Otherwise, there is a chance that your pdf will be rendered in a way that looks awful. <S> With Word docs, you should test the rendering of your document on a couple different versions of Word. <S> Aside from this, I would say that you'll get better results if you reach out to specific, targeted contacts (who won't even care if the resume is in word, pdf, or txt) rather than just uploading your resume into system which is not even processed by a human. <S> (*) <S> There is a tool called " pandoc " that can transform from markdown to many other formats, but I haven't used it for resume writing. <A> Yes PDF is generally acceptable, but it depends on the company. <S> I have also found that having a txt file version allows you to copy the text quickly into the entry boxes on the website without requiring a lot of tweaking. <S> The software the company is using will scan the documents for key words. <S> In the past applicants wanted to submit via PDF because it made it more difficult for the companies that were more interested in collecting resumes to modify the resume. <S> You can use whatever software you want to maintain the resume, you just need to be willing to export it in multiple formats. <S> It is always a good idea to bring nice looking copies of the resume to the interview to make sure the interviewers have a good copy. <S> I experienced trying to conduct an interview when the only copy of the resume was the one that was cobbled together from the input text boxes on the website. <S> Not very pretty.
| You want to be able to generate a good looking document in several formats based on the requirements of the company.
|
Overloaded, delegated work, now accused of "offloading" my responsibilities. How to address criticism? I am a relatively new manager in a highly matrix'd organization (multiple managers/accountabilities per person) and over the past six months my own functional team has been chronically suffering from over capacity work, out of hours nearly every day and all the related consequences. My functional ( direct ) boss asked me to be more strict at prioritizing conflicting requests from other managers, but this would not help achieve the overall business objectives on time. We were clearly lacking resources. That's when I identified people from other teams (including direct reports of my matrix bosses) who clearly had much more free time and were also quite interested in the tasks we didn't have enough resources for - and those are tasks that require very little training (just manpower)! I briefly spoke to the matrix bosses who agreed to get them working on it - also seeing an opportunity for them to have better control over their own requests. My direct boss was quite happy about this and over time my team was able to focus on more important things (though we still sometimes work out of hours), while at the same time new talent was able to do focus on the other tasks without rushing as we did in the past. For some reason, a few of the matrix managers recently started making remarkes such as:"Hey man, are you offloading this project to us, too? Can't you guys do it yourselves?" I think this is a bit political, i.e. they are not conscious (or don't want to be conscious) of how much my team is overworked and instead only pointing out that we keep "offloading" our tasks to other people. Another behavior I noticed is that some of these managers stare at us while we are having our lunch break in the canteen. I cannot make a perfect assumption, but what I can guess is that they think:"These guys say they are over capacity but take the lunch break allowance". There is no rule anywhere saying that if we are over capacity we have to sacrifice our lunch break (cultural context: united kingdom). How can I make it more clear to people outside my team that my team is genuinely busy, working hardest and - despite us getting smart and delegating stuff - we are doing it so that it can get done as best as possible? <Q> You have a perception problem. <S> The only way to fix it is with communication. <S> You have a "Matrix management" system (ugh!), but your "dotted-line bosses" don't appear to know your team's load. <S> You need to fix that. <S> You need to start producing project estimates, committed man-hour reports, maps (Gantt charts?) <S> of who's committed to what projects, and what their overall commitment is. <S> You need to update (not deluge) <S> them with this data, probably weekly, at first, <S> so that there is no plausible <S> "I didn't know" from your dotted-line bosses and colleagues as to what your team's workload is. <S> This is going to take some serious effort on your part to set up, but once you do, maintaining it should be something that you can spend 20 minutes or so a day on. <S> You probably are tracking this, already (at least I hope you are), so you just need to make it visible. <S> As for them staring at you in the canteen, you can cure that one fairly simply: <S> Bring an extra sandwich or two, and when you see them staring, get up, walk over, and say, "Gee, Bob, I had no idea you were so hungry. <S> Here you go." <S> (ala Les Misérables). <A> I'm going to buck the trend here a bit and say you should forget about this perceived problem, if at all possible: <S> The people you are concerned about have no direct power over you (as far as I can tell from what you've related) and are clearly playing political and mind games with you. <S> Maybe they don't like that you're looking good because you've managed to pull yourself out from under an over-burdensome workload and you're "a new kid on the block". <S> Unfortunately, these things happen all the time in such workplaces. <S> Your direct boss is happy with what you're doing, and you have gone through the proper channels to get authorization for what you're doing. <S> What more do you need to be concerned about right now? <S> Are you concerned that they will make things difficult in the work itself and refuse to let people on their teams work with you? <S> If upper management is pleased with what you're doing, then those others are going to have a problem, not you. <S> Just because some of those others choose to be childish <S> doesn't mean you need to let it get to you. <S> Very often in such situations, those others may be waiting for you to react <S> and then they will play with your head some more and make real problems for you. <S> "Keep a stiff upper lip", as you Brits like to say - ignore those others if possible, and go about your business. <A> As Wesley Long says, communicate. <S> The managers are clearly sending a wrong message. <S> It's up to you to send back a right message. <S> Everyone benefits when your team gets to focus on what it is best at instead of your team trying to do every single thing.
| Tell them that your team is working at capacity, and if they let your team do all the work, your team's productivity will suffer and this will in turn impact their team's ability to meet its own milestones. Whatever, don't escalate it and "don't make a big deal over it" - that may be exactly what they're hoping you'll do and will only exacerbate the situation: You'll become a bigger target because you're showing yourself to be thin skinned or a "tattle tale" or a "brown-noser" or whatever. If it's not possible to ignore them without coming off as arrogant, etc, then do as @WesleyLong has suggested: Give it back to them in very light handed, good natured way.
|
Do previous, unrelated jobs look bad on a resume once you have had a real job? I'm a software developer who has worked professionally for 2.5 years (5 years total experience). During my senior year of high school and a while after, I was programming for a company as an intern (later full time). Before that, I worked retail as a junior and at an apple orchard as a sophomore. Are the two career-unrelated jobs necessarily going to look bad on a resume if I'm applying for a software development position? It seems like they are worth putting on because it shows I've taken on responsibility even though they were brief (10 months each) and unrelated. Combined with everything else on the resume, it fills a single page nicely. Note: I did not go to college and have no plans to, but this question is still relevant as is for someone in college. The only difference would be having a pending college education listed. <Q> It all depends on whether you learned anything from your retail experience - in particular, how retail works. <S> You don't program in a vacuum. <S> Can you make an argument that having worked in retail makes you better at designing e-commerce sites? <S> Can you make an argument that you learned some life lessons from working retail? <S> This is what I learned from watching people work retail: money is made one dollar at a time and no money is made until the customer buys. <S> And you want your existing customers to return because it's so damn hard to acquire new ones. <S> Running an e-commerce site is not that different. <S> Ditto for the apple orchard. <S> What did you learn? <S> I learned that the right way to do things is to put in everything you've got. <S> Win or lose. <S> And if you lose, you try again. <S> Without repeating the errors of omission and commission. <S> And since Mother Nature couldn't care less if you are feeling discouraged or not, you might as well try again without worrying about your feelings. <S> Because the only thing that matters is what you got done. <S> And if you don't succeed in the short-term goal of bringing in the harvest, don't even worry about the long term. <S> Because most likely, you won't have a long term to worry about. <S> Otherwise, you don't. <A> Personally (although I'm biased), the apple orchard job is something I'd ask you about. <S> Agriculture is a VERY valuable learning environment. <S> It is hard work. <S> It is about working effectively with things more powerful than you that don't really care what your agenda is. <S> In your case, it was trees. <S> In my case, it was cattle. <S> Others have expounded on the value of your retail work, already, but don't for a moment believe that your agriculture work is somehow not relevant. <S> If you came to me with your resume, you'd have immediately piqued my interest <S> and I'd want to interview you just because anyone who's worked effectively in agriculture is someone worth talking to. <A> Are the two career-unrelated jobs necessarily going to look bad on a resume if I'm applying for a software development position? <S> It seems like they are worth putting on because it shows I've taken on responsibility even though they were brief (10 months each) and unrelated. <S> Combined with everything else on the resume, it fills a single page nicely. <S> My answer would be different if you had never held a professional position. <S> But you've been working in software for 5 years, and have specifically been professionally employed for 2.5 years. <S> I think it's time to drop the pre-professional, short-term jobs from your resume. <S> For me, highlighting anything other than your software experience is not useful. <S> Once you've been a professional for a few years, high-school jobs that aren't in the same profession are not very relevant. <S> As a hiring manager reading your resume, they would just be a distraction for me. <S> At this point in your career, you might have been the best 10-month grocery bagger or 10-month apple-picker in your town, but I just want to know how good you are at software. <S> I'd suggest that you put more detail into your professional experiences, and drop the non-professional high-school sections. <A> Absolutely! <S> Work culture is work culture. <S> What I learned working as a cook to pay for toys and college translated to how to work as a profession. <S> A boss is boss and a coworker is a coworker. <S> How you deal with them does not change. <S> Kids from rich families that never had to work don't understand the dynamics of a work environment and I personally don't hire hire them. <S> Let me tell you a story. <S> So I got some prime shifts and asked a waitresses why a cook with more seniority did not get them. <S> She said cause he bitches to the boss and the boss does not like that. <S> If you played college sports then that is also important. <S> The coach is the boss. <S> And your teammates are coworkers. <S> If you had a college athletic scholarship then for sure include that. <A> If you can say what you learned from that job about being a good worker (punctual, cheerful, proactive, good at dealing with customers, and so on), they certainly belong on your first few resumes. <S> After you've been in the working world for a while, you'll have better examples of those qualities and you'll almost certainly drop the teenage jobs off the resume. <A> Order matters While in your particular case the unrelated jobs would look good on your resume for reasons that the other answers point out, for the generic question "Do career-unrelated jobs look bad on a resume? <S> " <S> the answer is that sometimes yes, they do look bad. <S> And the answers should be applicable to other people where the question title is relevant, they're not meant for a single individual case. <S> The order of those unrelated jobs is important. <S> Unrelated jobs at the beginning of your career are very common and okay. <S> However, a gap of two years at unrelated jobs that comes after you have started at the niche where you're now applying - that would raise some questions. <S> If someone has been a developer for three years, then has gone for a year on an apple orchard, and now wants to be a developer again... <S> then the most obvious reasons why people did that (e.g. "got downsized and nobody wanted to hire me at my favourite profession" or "I found out that I hate software and went to countryside, but it pays too little <S> so I came back") can raise red flags for interviewers.
| If you learned something valuable and that something is equally valuable and relevant to a prospective employer, you put it in your resume.
|
When to ask questions during online training - at the very end or at anytime throughout? I am attending training with several other team members. This training is online through Skype. Typically, the trainer talks continuously for, say, 20-25 minutes. After this, he asks if anyone has any questions. I find that I am often unable to follow the trainer, and once that starts to happen it snowballs, so I am quite lost by the end. How do I deal with this situation, and what should I say to him if I want to get the most out of this training? Is it okay to stop him and ask questions when I don't understand something, or should I wait and ask questions at the end? Alternatively, should I just try and "train myself" from online resources? <Q> Ask questions continually. <S> From my point of view, as someone who has given training, I would much rather be asked questions - no matter how stupid - throughout the training. <S> I want the people listening to be trained, after all. <S> From my point of view as someone who has been trained, I find it a titanic waste of time if I don't understand something and then just sit and watch someone talk on about stuff. <S> I also find that when I ask for clarification, people generally don't mind. <S> I'll note that this is only for training - when I might explain some new work I've done, I generally hate being asked questions, but that's just me, and I don't hold it against the asker . <S> As to how you ask - say "excuse me [trainer name], I don't quite follow, could you go over that [whatever it was] one more time please? <S> " <S> If the trainer refuses, well, you've got a rubbish trainer, and you should escalate to your manager that the trainer isn't very useful to you. <A> I am attending training with 15 other team members and <S> Many times it happens that when he is explaining I am not getting what he said from the beginning and due to that <S> I missed many of the more points also <S> Do other team members have the same problem? <S> If most of them have the same problem as you do, something is very wrong. <S> Your trainer is wasting your team's and his precious time because the training sessions did not work. <S> I would talk to other team members to see what they feel about the training if I were you. <S> If most (or many) of them feel the same way as you do, you need to talk to the trainer or your boss(manager) to see if there is any way to improve the training because this is not only your problem but also the whole team's. <S> And the trainer needs to know about it. <S> Asking questions is of course one way of improvement in this case. <S> Another way is to prepare yourself before every session starts. <S> However, if only you (or only a few of your team members) have this problem, I would suggest you to work harder, like what you said in your question, understand more on this from online videos or tutorials, to get most out of this training. <S> You still should ask questions if you feel it is critical for you to understand so that you can work on your job later on. <A> Ask the lecturer how they would prefer to handle questions. <S> Some will want you to ask immediately, some have specific points in the presentation where questions would be appropriate, some prefer that you hold all questions to the end, and some would rather that you contact them one-on-one after the lecture is over. <A> Technically you are not receiving training online, you are attending a lecture via skype. <S> Treat it essentially the same as any other training class. <S> The mechanism for raising your hand and asking for clarification may be slightly different, but if you would have asked a question is a classroom with 15 students, then do the same in classroom environment. <S> Now if the class was truly online, where there was no instructor, then you would have a more difficult issue. <S> But also have the ability to pause the training and use the resources of the internet to find the additional information you need. <S> Unless that instructor in the skype class is being paid just to read the PowerPoint slides to you, you are expected to ask questions.
| You should ask the trainer when you feel that it's important for you (and other team members) to understand before he goes on to the next point.
|
My customer comments in English. Should I reply him in our mother language? Because my organization mainly works with Americans, its website is 100% in English although the members are 100% Vietnamese. Before we decide to close the comment section in the website, a person in Vietnam 1 commented in English and we decided to email him back. I don't mind answering in English, but as a non-native speaker, one will be more comfortable to read in his/her mother language. I think I can build a better customer relationship by using Vietnamese with a Vietnamese person. Should I reply to him in Vietnamese? If I need to ask the customer what does he prefer, what should I ask? Just "I wonder if you want to communicate in English or in Vietnamese?"? Should that sentence be in English or not? And should we include the answer for his question in that email too? 1 His name is apparently a Vietnamese name, and his address is in the country, and I can guarantee that he is a native speaker. <Q> First of all, you cannot be 100% sure <S> the members 100% use a non-English mother language . <S> You always have the 0.00...01% chance that there is some member who understand only English. <S> Secondly, you always want to do your best to honor the customers' requests if you can. <S> In that reply, you can say "I wonder if you want to communicate in English or in [mother language]?" in English . <S> If the customer's reply says, "Yes, I would like to use [mother language]. <S> ", then you can start to use that [mother language]. <S> Otherwise, continue to use English. <S> Lastly, let me give you my personal experience. <S> I use both English and Chinese. <S> But, there is no Chinese input software on my main computer because I did not install it. <S> Inputting Chinese on that computer will be a pain for me. <S> So, if I were one of your customers and you send me email using Chinese assuming I use Chinese, I probably will walk away and become your non-customer. <S> The main spirit of my answer is: don't assume anything until you get confirmation from your customer. <A> An important thing to know is why he is commenting in English. <S> Is it because his superiors or client in another office only speak English? <S> I worked from Spain on an offer/study for oil project in Latin America. <S> The end user, a large multinational based in France, hired a Latin American company to filter the offers from ourselves and our competitors. <S> Most of the documentation was in Spanish, but there was set of comments done on the highest level technical documents (regarding the process design) which were done by the Latin American intermediary in English. <S> We justified the way we had done things (In English, as was required!) <S> but to save face (not appear stupid), the Latin American intermediary edited our responses to some of their dumber comments before sending them to the French end user. <S> As a result the end user complained that the responses did not make sense, which made everyone look bad. <S> This is a somewhat unfortunate example, but it illustrates the politics of the situation. <S> If there is someone who does not speak the local language behind the scenes, you have to decide whether it is best to reply in English to impress them (bearing in mind your replies may be filtered) or reply in the local language to build a relationship with your immediate contact. <S> As others have said, ask what the situation is! <S> Also, do not assume based on a name. <S> Occasionally I write a brief internal email in Spanish based on a name, and then have to apologize when I find out the recipient is Filipino (there are quite a lot of Filipinos working in my industry in Spain, and despite their Spanish surnames, most prefer to speak English.) <S> For external communication or longer emails I find out the preferred language first. <A> Always answer in the language the first person used when contacting you. <S> True Story: <S> I contacted Google support via email and described the problem in English <S> , I got a reply in English from a person whose name sounded familiar. <S> He added a note at the bottom in my native language, that we can talk in this language if I have any further questions. <S> I never mentioned what my native language was though, Google knows.
| Having said that, my answer to your question is: use English for the first e-mail reply to the customer.
|
Is finding a replacement a favor or a duty? A bit more than a year ago, I agreed to do freelance work for a client. There were no contracts or anything, it was on a friendly basis. The client gave me a lot of tasks and I always gave him high quality work. The price we agreed on didn't match what's happening in the market so after 3 months of our cooperation, I delivered a task and said that we have to raise the price. The client kept bargaining and the end result was 10% raise which was nothing since the original price was low (my mistake). I decided that I will look for a job and quit freelancing for people. I did and now I'm busy with my job so I thought that it is high time to quit the time consuming, low paying job and focus on growing in my time consuming, high paying job. So I told the client that I'm going to stop freelancing for him. That was in the middle of a long project. I can't continue the project, it is something that I simply can't get myself to do anymore plus I'm too busy with my current job. Also, the client is extremely flexible with time so leaving this way is not a big deal. However, I tried to be as professional as possible and told him that I will try my best to get a replacement. This proved very hard to do because he wants someone as good as I am and with the same low rates I accepted. Anyway, I approached two of my trusted friends who provide the same service and they refused. I tried to put an ad on a FB page, but it wasn't successful. I told him all of this, but he is not happy with all of that and holds me responsible for everything (+he is being rude). My question is: Is finding a replacement a favor or a duty? Edit: just to put it in a more general way, is finding a replacement a favor from or a duty of a freelancer (with no contract)? Note: Working together this long made us friends, and I'm trying not to break this bond. <Q> Your client friend needs to understand that unless he has another friend that is as good as you, the price is going to go up. <S> The client may need to realize this is a penny-wise/pound-foolish situation. <S> With a little more money, he should realize he may have been able to keep you. <S> This turn-over is going to set him back. <S> It just seems like at these rates, he may have to look for someone with a lot less experience. <S> You talked to a few of your contacts, but it is clear your client-friend is asking for too much. <S> Being open and honest about this fact is the best thing you can do for him. <A> My question is: Is finding a replacement a favor or a duty? <S> Generally, finding a replacement when you leave a gig (freelance or otherwise) is a favor. <S> Since you don't have a contract, you are not contractually obligated to do so. <S> On the other hand, you may have implied that it is a duty ("However, I tried to be as professional as possible and told him that I will try my best to get a replacement") and set an expectation with your client. <S> It's not clear that it really matters much here either way. <S> If you want to stay friends, and on best terms with this client, try to discuss how much longer you can seek a replacement, and come up with a course of action <S> should you fail to do so within the deadline. <S> If it's not as important to stay on best terms just try your best, then stop if you are not successful. <A> I think you've attempted to go above and beyond, and that's more than what was expected of you. <S> You had to leave for higher paying work, you tried to find a replacement, really it's his responsibility to source candidates and recruit them, not yours. <S> And if he's not prepared for someone to leave... he needs to be writing better contracts that reduce his risk of this happening on such short notice for something important. <S> As far as whether you should be putting in more effort for this 'friend'.... <S> A friend would be willing to pay you more, honestly. <S> And demanding that you accept below market rates or find someone else that can is really this person being rude and taking advantage of you. <S> He's not going to find a solution (very likely nor are you) for this service at this rate, as it's below market. <S> If he doesn't raise his rates, he'll be challenged with the same problem in the near future. <S> To summarize - I think you should accept that you've 'failed' (don't read this negatively) in your attempt to find a replacement for this position, which wasn't your responsibility in the first place. <S> He will need to continue that search on his own. <S> You should move on to the work that actually takes care of you, as you have more pressing responsibilities there. <S> This sort of thing happens.... <S> You're going to have to just move forward and accept that this could turn this relationship sour, but that it's happening because of this person's unreasonable demands on you.
| I don't think you are obligated to find someone, but since this is a friendship as much as it is a business relationship, making an effort isn't a bad idea.
|
I referred a candidate and got difference in our words I referred a friend to a position in my company. When HR asked me how I know him, I told them that he was my co-worker in a previous company. However, I later came to know that during the interview, he(my friend) told them that he was my friend during college. Note: We worked for same company but in his resume he didn't mention that company but some other company name he worked later. He is not my college friend this can be identified by checking our resumes My present company accepted him. Will this contradiction affect my career in the company, and how do I handle this situation? <Q> You worked with him in a previous company. <S> You told HR the truth. <S> Whether or not he listed that company in his resume is his problem, not yours. <S> He is not your college friend and this can be identified by checking your resumes, both his and yours. <S> Again, this is his problem, not yours. <S> It is his responsibility to explain to the HR how he knew you in college if the HR ever questions the inconsistency between your story and his. <S> Until then, focus on your work. <S> In response to the the question : Will this contradiction affect my career in the company, and how do I handle this situation?? <S> You already have an established position in your company. <S> You cannot be held responsible for lies told by others. <S> As long as you have told your company the truth, no one would take action against you. <S> If no one questions you the inconsistency, keep quiet. <S> If anyone questions the contradiction, tell the truth again. <S> And tell them you don't know why he would lie. <S> I think this incident would hurt your creditability a little bit. <S> But, it's not fatal by any means. <S> Next time, be careful when you refer a friend. <A> Will this contradiction affect my career in the company, and how do I handle this situation? <S> If you are asked why you and your friend had different answers, you can simply say "I don't know. <S> Perhaps he was just nervous or confused." <A> In many companies they offer incentives to current employees to recommend candidates for positions. <S> They are looking for resumes of people that have not recently applied for positions in the company. <S> They do hope that the recommendation is truthful and based on qualities and skills you have seen in either a previous work environment or in a non-work situation. <S> They are less interested in your actual words, and are more interested in being able to get a person that was otherwise unknown to them to apply for a position. <S> They want to expand the pool of qualified candidates. <S> In a small company it is possible that the disconnect in your stories may seem weird, and somebody involved in the hiring process could talk to you. <S> In the larger company the hiring team may not even be aware that a candidate was recommended by someone, nor would they see the nature of the recommendation. <A> Offering a slightly different opinion: There is clearly a discrepancy in the two stories and that needs to be resolved. <S> HR may not care but you should. <S> If you are correct this means that your friend is either very sloppy or outright dishonest. <S> If he gets hired and he behaves badly, than this will reflect badly on you since you referred him, you knew about the problem and you didn't do anything about it. <S> I would first talk to your friend. <S> Find out why his story is different from yours. <S> If the answer is bad, than you should go to HR or the hiring manager and tell them "I referred the guy since I knew him, but I can't really recommend him". <S> Than you have done due diligence and rest is up to the hiring manager.
| As long as the incorrect information was supplied by your friend, and not by you, this almost certainly won't affect your career in the company. You should probably have a quick chat with your friend and make sure you are both on the same page with future referrals.
|
Dropping off your resume in person for a job that does not exist In another question titled "Personally Handing a Resume to an Employer", the consensus was follow the correct procedure which normally means do it online. If however the job does not exist there is no clear procedure to follow. In this situation is handing a resume in person an effective way of making your case for future employment, if not, what other methods could be more effective and why? <Q> No, this is also not advisable. <S> Because there is no telling whether anyone you would need to talk to about this would even be available you might make the trip in vein <S> and even if you can talk to someone, you might come at a very inconvenient time four them. <S> That does not leave a good impression, which is what you are trying to accomplish. <S> Instead, write an email conveying your enthusiasm and idea (and how this would benefit them and not just you) , attach your resume and let them deal with your inquiry at their own convenience. <S> Add that you'd be happy to discuss this on the phone or in person, if you want. <S> Yes, they might never answer, but this at least won't leave them with a bad impression. <A> Or you want to learn how to be a sales person who excels at cold calling. <S> I look at sales people who excel at cold calling me with a mixture of fear, admiration and loathing :) - fear because I don't know them <S> and I don't expect them and here they are, right in my face. <S> Admiration for having the sheer guts to get in my home ground as uninvited, total strangers who know that the first three words they say to the receptionist could send them packing. <S> And loathing because even if they got shot through the head, they WILL be back. <S> I don't think that there too many of these sales people any more. <S> If you show up uninvited, there is a 95+% probability that you will be treated as an interloper. <S> And that's assuming that you make it to the receptionist's desk. <S> More likely, you won't make it past building security if they have building security, so you won't even get to the receptionist's desk. <A> Dropping off your resume when a job doesn't exist will not generally work for many companies because they need a job opening to attach the resume to. <S> Many times they flush all the old resumes from there system after a few months under the assumption they are outdated or out of the market, though some do keep electronic ones longer a a source of contact information. <S> Unless the company is small there is no way to know that HR or the relevant hiring manger will be at that location. <S> If that isn't the right place it is unlikely that the resume will end up in the right place. <S> You will have better luck with a contact that works there or somebody you meet at a university event.
| Catching people by surprise, putting them on the spot and getting in their faces as a way to make friends and influence people so that you can get hired - that's definitely inadvisable unless you have a persona as a sales person who excels at cold calling.
|
Is it unprofessional to write "Happy Holidays!" at the end of a cover letter? I plan on sending my application to a library page position at my local library today (Christmas 2014). I was thinking about adding a more personal touch at the end of the letter by writing Happy Holidays! Sincerely, [My Name] Is this unprofessional? Should I stay safe and remove the "Happy Holidays!" ? <Q> I think it is sweet and endearing, and says something about you, the candidate. <S> It is possible your application will look dated when they do look at it, but it won't be dated by much, and depending on where you live <S> it is possible they'll look at it sometime between Christmas and New Years - so it won't be that dated. <S> Comparing the two, i think that the "looking dated" downside is more than compensated for by the "endearing and friendly" upside. <S> I say go for it. <S> Also, Merry Christmas. <A> Just about every culture has some sort of holiday around the time of the solstice, so <S> even those who find the marketing season annoying will generally accept generic seasonal good wishes. <S> I'd say it is, at worst, not inappropriate or unprofessional. <S> Speaking of which, grated seasonings and best wishes for the upcoming year to the Stack Exchange. <S> community. <A> I wouldn't do it. <S> And for another, you are applying for a job in a library. <S> Libraries in particular tend to avoid alignments with any particular religious viewpoint. <S> It is a library's role to present all viewpoints, and signing off with "Happy holidays" presents a particular bias.
| For one thing, the person who receives your letter may not celebrate holidays, so it might not be received well.
|
Can I put an expired certification on my resume? I had a Cisco cert that expired about a year ago. I let it expire because I wasn't working with the technology day to day in my current job, but now I am. I'd like to be able to put it on my resume as expired and then say I'm planning to re-certify. My reasoning is instead of just saying "I plan to achieve this certification in the near future" I can say I already had this certification which I'm hoping would carry more weight? I was going to put it under my skills or education section with (expired) next to it and then somewhere in my resume give a time frame of when I plan to certify again. What do you think? <Q> The piece of paper may be expired, but your knowledge is never expired. <S> I would list the certification under education and in parentheses say (expired, currently renewing). <S> Keep the words short and concise, and use lots of white space. <S> Most importantly, stress in you cover-letter what you accomplished in your current position and how you will accomplish those things (and more) if you get selected for this new position. <S> While certifications are important, knowledge and your hard work is much much more valuable. <A> You can put it on your resume if you look at it like an achievement. <S> As long as you don't put "Current certifications" or something similar then you're in an ethically gray area because you're not saying you currently hold those certifications specifically, though you are allowing them to infer that. <S> Normally I'm a complete tight-ass on stuff except with certifications <S> you've still acquired the knowledge and that's still valid <S> and you're showing that you did in fact demonstrate to a testing service that you did acquire that knowledge, even if the testing service isn't testifying to it anymore. <S> There is an exception though. <S> If the position you're applying for states in its description or you learn through the interview that a specific certification is required then you're ethically obligated (in my opinion) to tell them that it's expired and you're in the process of recertifying, which should be a simple matter. <A> Your certificates show that you have done something that'll be helpful for you in near future and confirms that you have some knowledge about the field. <S> Considering that it might be just a piece of paper for some <S> but it is bound to be valued at right place. <S> Since you have not been working in the field related to certificate and think of shifting to that again I suggest you to be ready to face some questions relating to you technology change . <S> Your specifying the certificate will help you in changing the technology as it'll show that you have some prior knowledge and showing that you are think of renewing the certificate shows your interest in the field.
| Yes, you can put an expired certification.
|
Answering and sending holiday wishes and pictures to all colleagues via e-mail? In the past two weeks my colleagues have been exchanging a lot of Christmas and New Year's wishes and cards through the company e-mail system. I don't mind receiving such email, but I usually don't respond because "thank you, you too" doesn't seem useful. It doesn't seem like a response is called for. On the other hand I don't send any kind of e-mails that are unnecessary because it feels unprofessional to me. Most of them are addressing all colleagues, copy-pasted and not very original. But enough of my coworkers send these messages that I wonder if I'm violating some unwritten rule or norm by not participating. Is it generally expected that employees will send and reply to mass emailings of holiday greetings? Does it depend on culture, job title/function, size of company, something else? If the answer is "it depends", how do I find out if I'm expected to do so? <Q> You are under no obligation to respond to unsolicited holiday cards, in any medium. <S> Or you can simply answer "thanks, you too" or some variant, which is not inappropriate for the workplace. <S> "Bah, humbug" or "stop clogging my mailbox" are a bad idea unless there is a company policy against incidental personal e-mail or broadly blasted e-mail <S> and it's your responsibility to play traffic cop. <S> (I should note that there's a huge difference between sending something to the people you work with most closely and blasting any larger group. <S> Managers sometimes transmit to everyone they're responsible for, and that's considered professionally acceptable. <S> Mailing "the whole company", if you aren't in this sort of position, is likely to be a Career-Limiting Action. <S> That doesn't mean every victim should complain -- that just clogs the network further -- but the network team is likely to take notice.) <S> If you're really tempted to complain to the sender's manager, roll two dice first (or otherwise generate a random number in the 0-10ish range) and send the gripe only if the number is "3". <S> That will limit the response surge, while allowing one or two grumbles to get through... <S> so they get corrected but hopefully not fired. <A> In addition to the good answer by keshlam, I want to point out that you might be overanalysing this. <S> I would find it highly surprising and unbelievably stupid if a colleague were thinking, "I sent this email to 20 colleagues, I have received 'Thanks, you too' from 7 of them. <S> I have also received cards from 10 people. <S> The only ones left out are Tom, Dick, and Harry." <S> However, I must mention that if you are always serious-faced at other times, then people might take notice of you not responding to their wishes, as in, "Hey, as expected, Jack doesn't bother with the Christmas greetings. <S> He is always lost in his own world. <S> " If you are "social" enough with your colleagues at other times, I don't see this happening. <S> If I were in the situation though, I would have probably just stood up during an "off time" and wished Merry Christmas to everyone in office. <S> That way, you convey your courteousness without having to reply to each email, and then people won't call you rude or unsocial. <A> Don't be hard on yourself. <S> We are all people and we are wired to expect courtesy from fellow co-workers. <S> You never know - your one <S> "Thank You" note can make the day for someone else. <S> Give it a try, Merry Christmas!!
| Nobody really keeps a score of who has replied to a Christmas card email and/or how many people have sent them Christmas card emails. On the other hand extending courtesy and not being hurtful to colleagues whom you work closely with is a good practice, as it helps build or keep rapport and working relationship with them. It is OK not to respond as you are not obligated to like keshlam points out.
|
Should a resume include information that you are looking to relocate? I currently live in Philadelphia PA and today I was contacted by a recruiter asking me if I'd be interested in talking about jobs in the area. I am currently looking for a new position, but I'm looking in Seattle and I told him so. His response was a 'oh well, thanks anyway' and then he added that I should include this on my resume (to deter local people from contacting me). Is this good advice? If yes, how should I put it on my resume? I don't want my current employer to come across it and be tipped off that I'm looking for a new position <Q> No do not put that in your resume. <S> In the first place, you may change your mind. <S> In the second place, a resume is to sell yourself. <S> You indicate you want to relocate by the jobs you submit the resume for. <S> It isn't there to make recruiters jobs easier. <S> adding @MattRidge's comment: <S> Although this has already been answered, I'd like to add a caveat to it. <S> Don't add the information in the resume, do it in the cover letter. <A> Many years ago, the prevailing wisdom was to have a section titled something like "Objectives" but over the years, people have come to realize that it's just fluff that takes up space on a resume, means nothing really, and is largely skipped over. <S> Non-career related information on your resume can actually reduce the likelihood of it being read. <S> The place to put your relocation desire is in the cover letter or email. <S> That's where you can be conversational <S> and it's tailored to the target to whom you are sending the resume. <S> You can say on one resume, "I would like to relocate to the Atlanta area" and on another "I would like to relocate to the Nashville area" and you would get a much better reception than some generic statement on a resume. <A> If possible, list which visas / permits / qualifications you already have in order to facilitate a relocation. <S> (E.g. EU Citizenship, licensed to practice in States X,Y,Z, etc). <S> This shows that you're prepared to relocate and thought about some of the practicalities. <S> I don't think it is necessary to say "I really don't want to work in Kansas City." <S> You never know what opportunities are going to come your way. <S> You should only be sending CVs to places where you do want to work. <S> "I grew up in Kansas City - why do you hate it?" <S> is not a great start to an interview :-)
| The purpose of a resume to show who you are and what you can do, not what your goals or desires are, so I wouldn't put it in a resume. You should certainly put on your CV that you are willing to relocate.
|
How to thank colleagues helped over the Christmas weekend on very big prod issue? Office location: CA, USA Issue started on Last Friday and many had already gone for vacation. Issue started in production due to my code, committed years back. Many colleagues joined the bridge and helped a lot. As production deployment had to be done, it was across different teams too. It had top management also. I would like to thank them. I considered lunch/drink, but I can't afford. Cards + chocolate (or any other good option also fine) @desk - I am fine with this idea, have seen people doing it. It may be opt as new year is on the way. But what shall I write in there? Any decent, very good thank you note? Also shall I add sorry also in there? Which will be the best? <Q> Send a thank you email to each person, and cc their boss as well. <S> Let the leadership know how much you appreciate their help, because that is something that can translate to raises. <S> Bosses need to know when their people go above and beyond. <A> There are two basic goals you should have in your thanking your peers here. <S> Getting them the recognition they want/deserve <S> While by all means it's "their job" to step in when things go to hell, even on holidays, it's still something they should get an extra nod for. <S> Why things happened isn't important here, only that there was a failure and people stepped up and fixed it. <S> Ideally you want this email to reach the respective people and their managers. <S> You may want to make sure it's okay to contact their managers through your manager. <S> The email should be very brief. <S> Simply pointing out who you'd like to thank, that there was an outage and despite being on vacation people stepped up to see it fixed. <S> Expressing your gratitude <S> Your code blew up in production, it may have been a mistake, or could have been just what was right then was wrong now, regardless these people could have just ignored the issue and left it as "your problem". <S> They didn't, they rolled up their sleeves and helped you out. <S> Again arguable that's "their job" but again they could have just not answered the phone, or just said "sorry man, I'm no where near a computer to help" (or other excuse) <S> So you feel both thankful and guilty <S> they had to work during their vacation. <S> If we're talking a dozen or so people contacting them individually would be best, if we're talking like fifty you're probably better off thanking them based on team, etc. <S> I wouldn't apologize per se, we all make mistakes, but do make a point to thank them for helping you out with the issue despite being on vacation and that you truly appreciate it. <A> I would not go about it as a <S> I messed up and <S> these people helped bail me out. <S> I don't think you should buy gifts out of your pocket. <S> we experienced a critical bug X in production. <S> The bug originated in Y. The fix was Z. Members that contributed include a,b,c, ... <S> Sorry <S> if I missed anyone Thank you all for your help <A> Never ever shout about issues that came up because of something you did which had a negative impact on system. <S> You may want to act nice to let everyone know <S> but then you going to degrade your performance. <S> It's a workplace - get over it. <S> They helped you, you help them when they are in trouble that's how you balance such matters... <S> Not by buying people gifts..
| You should contact them as individually as practical to give them a personal thank you. For me, I would take the time to write up a nice email. I would couch it as a report: Over the holiday
|
Not being paid but not formally laid off / made redundant A friend was recently informed that his project at work ran out of money, and he should not show up for work again. His boss also informed him that he was not "let go" and would have to turn in a resignation letter if he got another job (even though he was not being paid). I'm guessing this is a tactic to prevent him for filing for unemployment, but is there any good reason my friend should put in a 2 week notice, and what should he say during interviews about his employment status. This is in an "at will" state in the USA. EDIT:My friend asked around afterwards and he is not the only person given the "We can't pay you but you still work here" speech. <Q> Unemployment compensation has little to do with resignation but rather is based on reduction in hours. <S> If the amount of work decreases by a certain percent, your friend is laid off. <S> Whether it's permanent or not is irrelevant. <S> Your friend would likely qualify as a result, after a week or 2 waiting period which may vary by state. <S> Were it me, I'd try to get something in writing that the funding is gone <S> and/or that he should not show up for work. <S> They'll ask if he has a termination letter <S> and he can put down "No". <S> Don't worry, they'll be able to tell in a few weeks that he's no longer getting paid from their own records. <S> It's important to file right away because unemployment compensation not retroactive. <S> If he files in 2 or 3 weeks, the typical 1 to 2 week uncompensated waiting period begins then and it doesn't count what's already elapsed. <A> This will depend on your friend's locale. <S> In most areas I'm familiar with, "go home because there's no money/work for you" is being laid off . <S> In the best case, the company will start paying your friend again once there's more work. <S> In the more common case, the company is slowly dying and your friend should look for more work ASAP. <S> In both cases, the boss is mistaken. <S> As soon as the employee is no longer being paid, they're unemployed. <S> It may be a (possibly illegal) tactic to trick your friend into quitting instead. <S> Again, this depends on the locale and your friend should not trust a non-lawyer about employment legalities. <S> Their boss and myself included. <A> I'd consult an employment attorney, if possible. <S> If your friend was just "told" not to show up, don't fall for it. <S> He should keep showing up. <S> If he misses three days in a row, they could claim he "abandoned" the job of his own free will. <S> This has the smell of a scam all over it. <A> I agree with @WesleyLong <S> that this has the appearance of the company trying to "pull a fast one. <S> " It looks like they are trying to layoff the OP without actually performing a layoff. <S> Assumption: There is no employment contract or union contract which has rules about this kind of thing. <S> First - All communication should be in writing, or be acknowledged and confirmed in writing. <S> The instructions from the boss should be confirmed with an email, with a copy to Human Resources and to his supervisor. <S> The email should ask for a projected date when work will resume. <S> If the employment includes benefits, the email should inquire about the status of those benefits. <S> Second - The friend should check on the unemployment insurance rules in their jurisdiction and apply if eligible. <S> Terms to look for are "reduced hours", "furlough" and "lay off." <S> The fact that the company doesn't call it a layoff doesn't mean that it isn't. <S> Third - The friend should immediately begin looking for alternative employment. <S> If this company remains attractive to the friend, then perhaps looking for temporary employment is a reasonable alternative. <S> Fourth - Your friend is under no obligation to remain available or to inform the company of their employment situation, and I would do neither. <S> If called to return, your friend can make the decision about whether to do so or to decline.
| In my opinion, he should go to the unemployment office as soon as he can to get the process started. It may well be that this boss is thinking that if the friend resigns, he can contest the unemployment claim as a result. Unless he has something in writing, keep showing up and clocking in.
|
What do recruiters mean when asking for an 'updated resume'? I now am looking for a new job. I have my resume posted on sites like dice, monster and so on. This resume contains all my details: contact info, technical skills, working history and education. It omits irrelevant information like gender, age, race, etc. Of course, my resume is current, describing my present job situation. I was really surprised to receive a lot of emails from recruiters, where they described positions that 100% match with me. These recruiters asked me to send an updated resume - but they didn't provide any details about what appeared out of date. What do they want to see in an updated resume? <Q> There are a couple of possibilities that come to mind here: <S> Time difference between posted resume and now - If you put your resume up a few months ago, there may be new details to update in your resume that could be worth adding that aren't in the resume <S> you posted on-line way back when. <S> Some recruiters may want to know if there is something <S> more recent you could send them. <S> There are times where I've had a posted resume that is more than a month old <S> and so I could imagine someone wanting something more recent as reasonable. <S> Resume customized for a specific position - Sometimes you could customize your resume for a position by being selective in the achievements of your experience since some may be more relevant than others. <S> In this case, it is about a specific position that may be a great match if you know to update your resume for this specific position. <A> I was really surprised to receive a lot of emails from recruiters, where they described positions that 100% match with me. <S> You should be surprised. <S> Because that never happens when someone who really has a position for you contacts you. <S> Meaning, they are puffing up your ego. <S> Why? <S> Read on. <S> These recruiters asked me to send an updated resume - but they didn't provide any details about what appeared out of date. <S> What do they want to see in an updated resume? <S> The fact they are asking for an “updated” resume immediately after stating you are a “perfect fit” should sound alarms off in your head. <S> The reality is they want some kind of direct contact from you to continue the “conversation” with you. <S> Also, recruiters are basically cattle herders. <S> So by puffing up your ego in one line and then placing implied doubt in the next line is their way of gaming you. <S> Another aspect of this is some agencies have tools that monitor resume sites and then act on your data. <S> Meaning if you make one simple change to your resume, their system flags it and then that might trigger an e-mail being sent to you. <S> In general you should always look at cold contact from recruiters as what it is: A cold contact. <S> If they have a gig you want, take a deep breath, put on your armor and try to deal with them. <S> But from my experience of 20+ years in the tech world, anyone contacting you like this is a waste of time at best. <S> And if you do contact them directly you might just end up on a “sucker” list where more sketchy recruiters will be contacting you with more “great” offers that are a “perfect fit.” <A> Your resume may be up to date, but most people's aren't. <S> It's easy to upload your resume to one of those sites and then forget about it for a while. <S> For myself, I haven't updated my resume in about a year, and it was about 2 years since I had updated it before that. <S> I've done a lot of stuff in since that time and would definitely have quite a bit to add if a recruiter wanted to see a current version. <S> And that isn't even accounting for the fact that I would want to tailor my resume to the position if I were actually applying for a specific job. <S> Recruiters know this and are working under the assumption <S> you're the same way. <S> They aren't implying your resume looks out of date, they are simply giving you the opportunity to make whatever updates you want before they take it and forward it off to potential employer. <A> I wouldn't overthink this. <S> It's likely the recruiter has matched you via search tools, and may not have given too much of a look over your resume <S> (may use tools similar to the clients ATS which score a match to the job description as they have no background to evaluate similar skills). <S> It's also possible <S> given they've given you info on the job that you will think "oh, I should mention x". <S> And if you are on job boards like Indeed they get a webified version of your resume, not the doc you uploaded. <S> So the easiest solution is just to boilerplate in their email to ask for your updated resume, there is no likely ulterior motive by doing this. <A> It's usually 1 of 3 options: <S> You are missing information. <S> This is usually a time gap, including where you are currently employed. <S> If you are unemployed, they are looking to see that time referenced on your resume. <S> It can also be contact info, residential city, or even job duties that appear to be missing in your work experience. <S> They are using a template (because they get a TON of resumes lacking content). <S> The resume they received is not the one you think they have. <S> Advice <S> : Send in the resume anyway. <S> It shows you can follow instructions when needed and it keeps the conversation short, sweet and direct. <S> That's the fastest way to move your application to the next step.
| If you are comfortable with your resume as it is, you can simply respond that what they see is good to go.
|
How to find software jobs that require travel? Currently, I work as a C++ programmer in the financial services industry in Chicago (USA). I rarely see software job postings that explicitly state that it requires traveling which I actually would desire in a job. I have searched on sites like stackoverflow, Dice, Careerbuilder, and Indeed. A large majority of job postings for my skillset (primarily C++) and area (Chicago) are in the financial industry and none of them require travel. Should I be looking somewhere else to find these types of jobs? Are there certain types of companies or sectors that would contain software jobs requiring travel? <Q> Writing inhouse software for companies rarely involves travel. <S> It just does not grant any benefit to the company. <S> Working for a consulting company writing software for other client companies may involve more travel because working on-site in the place where the client company is located has it's advantages. <S> So look for consulting companies. <S> They may even be willing to hire you at a place they are not located, because who cares if you live in one place and they are in a second place when they send you to a third place to work anyway. <A> I have no idea what you're actually looking for. <S> Software jobs that do are probably going to involve 12 month plus contracts since you'll need to work onsite as part of a team. <S> You could also just work at a software company in a city <S> you've always wanted to live in for 12 months, for 12 months... <S> There's plenty of jobs that let you work remotely. <S> StackExchange is one. <S> Just work there then go travel wherever. <S> "Required traveling" is generally bad. <S> You have to live in a hotel and eat hotel food and get very used to getting work done on airplanes. <S> People with jobs that require travel usually try to find jobs that don't require travel as soon as they can. <S> This makes me think you don't actually know what this means. <S> Or maybe you just mean a company that occasionally sponsors vacations to places around the world? <S> Most companies give you vacation days and a salary greater than the cost of living, which you can use to take vacations. <S> Or maybe you mean a company with a team split across two locations so once you're a project manager you have to be in both places a lot? <S> In that case, you'll be traveling a bit between two locations, and in my very limited experience, this can be pleasant. <S> I can't really imagine how you would begin searching for that, though. <S> Isn't it weird to be asking for something to be required you want to do without being required? <A> I have generally found it easy to determine if a job involves travel when looking at company websites. <S> I find that they include ranges of percentages. <S> Zero means zero. <S> Less than 10% means mostly zero but can't commit to zero. <S> 10% means every few months. <S> 25% means once a month. <S> The text description will give lengths of trips if they are longer than a week. <S> Remember 25% is also 3 month long trips a year. <S> Also pay attention to see if it involves international travel.
| In conclusion: move somewhere you like or take vacations or work remotely. Look for companies that have contracts with the government.
|
Would employment abroad after graduation damage employability in home country? I am a student living and studying in Canada, and in the long term I'd like to also work in Canada. However, my girlfriend is studying in Scotland and we've been in a long-term relationship for a long time now, and I'd like to close the gap between us as soon as possible. We've thought that it would be nice if I can move to Scotland with her and try to get a job there, then we can move back to Canada after she graduates. It's not possible for her to move to Canada before she's done studying for financial reasons. I'm studying computer engineering but I'm primarily interested in software development, and I've already done 20 months of paid internships as a software developer in 4 different companies (small-to-medium sized) so that's the position I'm aiming for. I have a bit more than a year until graduation so I have enough time to get everything in order. My concern is that I might not be able to compete with the job market in Canada after I come back (let alone get a decent job) because I have no graduate work experience in it. Is this a legitimate concern? Would employers in my field prefer my colleagues who already have equal work experience in Canada? Would they shy away from me for any other reason I'm failing to anticipate? <Q> If you got the experience that I required, but in a different country, that would count as a positive for you. <S> Working in a different country shows flexibility, courage, openness, and all kinds of positive personal attributes. <S> In software development, it doesn't matter where you got your experience from. <A> There are certain aspects of working abroad that can hinder your future employment: <S> Your work experience abroad may not be verifiable easily because of cultural or language barriers. <S> If you worked year in the fine country of Knishorpe were all your documents are written in Gnafeli <S> and I cannot call anyone because I won't understand them <S> , I might just take the candidate that produced papers and references in plain english or whatever my native language is. <S> Your reason for changing countries might have me wondering if you will leave us just as quickly. <S> If you cited "I have fun travelling" for your 3 jobs in 3 countries in 3 years, I would rather hire someone else for our 2-year-project. <S> I cannot see that one of them would apply to your situation, so you should be ok. <A> Depending on the part of Canada, I could see it. <S> For example, if you live in some small town area then there may be limited opportunities and so the concern would have merit in this case to my mind. <S> On the other hand, if you live in a big Canadian city like Vancouver or Toronto <S> then I'd see this as being rather small though I would take note of some places to network when you get back as the key to my mind would be more about how you'd find opportunities and go from there. <S> I'm born and raised in Southwestern Ontario though my initial work experience after university was Seattle, Washington before coming back to live in Calgary, Alberta. <S> Thus, I bounced around a bit but it only took me a couple of months to get a job in 2005 when I moved back to Canada. <S> I've worked in web development software for 17 years now almost.
| Work experience abroad is just as good as work experience right next door.
|
Should I report a colleague that may have broken intellectual property rules? I'm a team leader for a large hi-tech company and I've been given ownership of a new project which we are planning to patent. Recently, a colleague of mine emailed me an article that reviewed the state of current technology as he believed the article was based on our research and must have been written by an ex-team member. I recognized that this article was published by my manager (as he's used the pseudonym before). But I don't see anything there that jeopardizes our patent or explicitly gives away company secrets. I approached him about it and he claimed that he hasn't done anything wrong. I have not told anyone that it was him. Do I have a responsibility to let my superiors know so that they can decide if he's broken any rules? I don't want to muddy his name if he's not done anything wrong. <Q> Review your company's ethics policy or manual if they have one. <S> Some companies oblige you to raise this type of concern or else <S> face consequences later if it turns out to be an issue that you were aware of and did nothing about. <A> He says he didn't do anything wrong and from your own reading of his article, you apparently agree. <S> The final determination, however, may have to be done by someone else. <S> You could pass the article along to management and have them get someone to vet it, with the caveat that you see nothing wrong with the article, but you are passing it along as a matter of due diligence, without inferring anything about anyone. <S> As Ronald Reagan used to say: "Trust and verify" The only way his name could get muddied is when someone is immature enough to make accusations without substantiation. <S> Of course, if my management is the kind that shoots first and asks questions later, I would probably not pass it on to my management. <S> Because my attitude would be that there is no need to get someone shot over what is most probably nothing - I am saying this from the jaundiced perspective of someone who was "investigated" once by my own management - They were great as people, OK as managers <S> but it came to investigations, they were the Keystone Kops. <S> And somehow, the accusation kept living a lot longer than any finding that the accusation was without substance. <A> No, why would you think this was a good idea? <S> The question you ask doesn't even justify your line of thinking. <S> You don't think anything wrong has been done. <S> If you don't think anything wrong has been done, then there is nothing to report, end of story. <S> Asking strangers on the internet for thoughts should absolutely not sway you, either. <S> Escalating this to management will make you look like someone who cannot make practical decisions about real issues. <S> This will harm your career. <S> You've raised it to your manager already (so he knows you know). <S> Your question implies you are the only person who knows your manager is the author. <S> If you do escalate this, when it gets mentioned to your manager your manager <S> will know you raised this. <S> Nobody likes snitches, especially when they're the target of the snitches', uh, snitching. <S> You would be sinking your relationship with your boss (bad idea) over what you yourself describe as a non-issue (worse idea). <S> I'm not even sure where I would stand if you thought it was a breach of company confidentiality. <S> I could well see a scenario where it could come back to bite you even if you were bringing up an issue the company would be concerned with. <S> What would you gain? <S> In the end, explicitly naming people when you report issues is a very dangerous game to play. <S> It is one thing when you feel morally compelled to do so (also, it probably won't end well for you). <S> When you don't feel morally compelled to do so, it is completely and utterly another thing, in a different ball park, on a different planet. <S> It isn't going to help you sleep better at night, and it could well bite you in the ass. <S> Don't. <S> Do. <S> This. <A> To answer the question, I think you need to consider the sensitivity of the material and the possible outcomes of action or inaction. <S> Raising concern about something like this to executive management regardless of whether or not anything improper actually occurred will, at a minimum, destroy trust between you and the manager who wrote the article. <S> So if you do that, you should be certain that his article is serious transgression that jeopardizes the IP. <S> Otherwise you will ruin the relationship over nothing. <S> Moreover, given that even you believe that the material is not an issue, by forcing upper level management to make judgement call, you risk making yourself look like someone who needs validation for a trivial non-decision. <S> Why would upper managers have a better ability to decide here? <S> What can they offer, other than "authority", to resolve this matter? <S> The best thing you can do is to NOT raise concern and maintain a smooth working relationship. <A> No, don't Reasons why: You are acting above your pay grade. <S> Whatever your manager is doing, it is his responsibility to ensure his actions are congruent with the directives from senior management. <S> This is not your issue. <S> You said yourself, nothing appears to give away confidential information. <S> He may well be doing this with the blessing of senior management. <S> If certain key words in an article lead back to your company's website or product brochures, this may be intentional. <S> This is not at all an uncommon practice. <S> You're just stirring up trouble. <S> If you don't see an explicit threat to your company, then there's no reason to get everyone else spinning in circles.
| I am sorry to be firm, but there is no way you should be reporting this.
|
Is it reasonable to mention another offer when leaving my current job? I work as a software engineer with few years experience, being hired on a junior position and having since then getting two consecutive promotions and considerable raises (at least 8-12%) each year. For last year I got a bonus that goes around 45% of my annual net income. However, given the fact that I started with a very low pay on an entry level (at that time I didn't even finished my studies), taking all this into account I am still sitting with a yearly income of around 55% of what I am worth. Now, during the past few months I got contacted by a company with which the discussions are now almost finished and everything went absolutely perfect; they are now only waiting for my final requests to finish the negotiation after which I am very confident that the final offer will be at least twice as my current yearly income and could potentially go as far as being almost three times bigger. It would also be a more interesting job and I will be more engaged in my new work there. The catch, however, is that I have to move to another city (the difference in cost of living is just around 11%) and right now I have personal constraints that would make this very hard to do; realizable but highly uncomfortable. The question is, would it be OK to mention this offer when telling my manager about my resignation in the hope that I can bait them into a negotiation where I would have leverage and the upper hand, although I know they are somehow rigid? Anything above 35% raise would definitely mean I could spend two more years here, which I want to do for personal reasons. I find it to be somehow unprofessionally to say you leave for a bigger wage and I really want to leave without burning bridges so I am uncertain if it is a wise step to take. <Q> As Makoto says, " once you have your offer in hand , and only when you do, should you start mentioning any perks. <S> Nothing is guaranteed until you have the offer letter, so I would advise against mentioning it until it's finalized." <S> As a counter to what Makoto says, I would urge you to attempt to negotiate. <S> I would also suggest you not set a pay level for the company to match ( <S> ie, the 35% raise). <S> I don't know how you'd like to phrase it, that depends on your relationship with your boss, your work output, etc. <S> Maybe something about how this is obviously a big step up for you, but that you enjoy working at your current company on the whatsis project with the great people they have. <S> However, clearly the pay gulf is so large you cannot ignore it <S> , what can they do to help ameliorate that issue so you can stay? <S> You gain two things from this - firstly, the chance to stay wherever you are, for whatever personal issues you have. <S> More on that in a bit. <S> I cannot stress this enough, negotiating is fun, do it whenever you can. <S> If you do this delicately enough, you won't burn bridges in the terrible sense. <S> You might burn the option of immediately returning to your old job if this new job is a horror, but that bridge is going to be 80% burnt when you announce the resignation, so I wouldn't fret about it. <S> Finally, rethink your desire to stay (negotiate anyway, though). <S> Regardless of your pay now, a 2x~3x raise is just massive. <S> Setting that aside for a 35% raise is an odd notion. <S> I don't know what your personal constraints are, but almost all of them can be dealt with the extra money - you don't mention another country, just a city, so transport back to your current city should not be so expensive/time-consuming as to be impossible. <S> Think long and hard about what you're giving up - or rather, if you even need to give it up with the higher wage. <A> Once you have your offer in hand, and only when you do, should you start mentioning any perks. <S> Nothing is guaranteed until you have the offer letter, so I would advise against mentioning it until it's finalized. <S> That said, it is unlikely at best and detrimental (to you) at worst for the company to make a counteroffer for you to stay. <S> All things considered, you're an inexpensive employee for the experience and education you currently have. <S> If they wanted to find another college rookie and they felt that they had success with you, they'd be more open to trying that again as opposed to giving you that huge raise. <S> It's also more detrimental for your experience to not move to other opportunities. <S> As a fellow software engineer with 2 years experience, it makes tons of sense to go out and try something new in the field, especially if you'll be more engaged in it. <A> The question is, would it be OK to mention this offer when telling my manager about my resignation in the hope that I can bait them into a negotiation where I would have leverage and the upper hand, although I know they are somehow rigid? <S> If someone on my team tells me that they have decided to leave, I would seldom bother negotiating at that point. <S> People leave for a variety of reasons, getting into a bidding war only impacts one of those reasons. <S> Of course it's "okay" to go get another job offer first, tender your resignation, and then somehow hope for a counter-offer. <S> But why wait until you resign to talk about the other offer? <S> That might be too late for your current employer to take action, and could leave you in an awkward position with your new employer. <S> Instead, talk to your manager now about your current compensation, and your feelings that you are worth more. <S> Discuss specifically how much you want. <S> And if don't get anywhere with your manager, you can decide to either hint or directly tell him that you are looking elsewhere. <S> This move has its risks - your manager could let you go right away - but also has the possibility of starting a negotiation. <S> It's always okay to make a move like this in your own career. <S> Just know what you really want, what you are willing to settle for, and be aware of the potential risks.
| Rather, let them know what the offer is (again, once you have it), and ask them if they could make you a counter-offer, otherwise you will resign to take the new role. Secondly, you get experience in negotiating a salary , which is always always a good thing to have.
|
Should a desk cleaning occur before or after two weeks notice? I have found a better opportunity, and I suspect the possibility that my boss may request I do not return for various reasons. This leads me to be tempted to get my desk all packed up and ready to go. On the other hand, such premature packing will tip at least my coworkers off to the fact that I will be gone in the near future, and I would rather be the person to deliver this news myself. Is there a standard protocol for this? Being rushed to clean out my desk under the watchful eye of my boss would be the icing on the already awkward having-my-two-weeks-declined cake. At the same time, I feel that having my boss learn I'm leaving from someone other than me would burn bridges pretty fast. TL:DR - Should a desk cleaning occur before or after two weeks notice in the US? <Q> Short answer: <S> Both <S> Before Notice <S> Once you know you'll be putting in your notice quietly remove any personal property that you value from your desk. <S> (Family photos, gadgets, etc.) Stuff that you can't easily replace. <S> If there are several such items you should only take one or two at a time, it's just easier to come up with a reason that way. <S> You should also do this when it's less likely to get noticed. <S> (end of day after many people have left, lunch while others are out, first thing in the morning before most people have showed up, etc) <S> Do not remove anything that is replaceable yet. <S> (You do this incase the employer doesn't take your resignation <S> well <S> so you've protected your things, and make it easier to just leave if things get hostile) <S> After Notice <S> Once your notice is served then tidy everything up and pack your things. <S> If the boss just boots you out the door you won't lose anything major and you can walk away with little to worry about. <S> If you don't get boot early, then you have plenty of time to clear out your things peacefully. <S> Keep valuables at home <S> Avoid taking anything of real value to you to work. <S> Simply put, other people aren't as careful with your things as you are, and should that item be particularly enticing, some people might decide to take your things. <S> Assume anything you bring to work could potentially be broken or stolen. <S> If losing that item isn't something your comfortable with leave it at home. <A> If you think that you'll get escorted out of the building, it would be safe to assume that the bridges have been burned already, so just take your stuff home. <S> If anyone asks just say "This is mine and I need it home" <S> If he says something tell him "You are the first person I've told, I can't stop people from gossiping and spreading rumors." <A> At the same time, I feel that having my boss learn I'm leaving from someone other than me would burn bridges pretty fast. <S> You don't want to do anything to tip your hand before you've accepted an offer elsewhere and <S> given notice to your boss. <S> When you give notice, your employer will likely do one of three things: <S> Allow you to work for two weeks. <S> In this case, you should have plenty of time to pack up over the last couple days of your tenure. <S> Escort you to your desk, have you pack up and leave immediately. <S> Escort you out of the building, and have someone from HR send along your possessions later. <S> Things you can do if you are worried about losing your things in the latter two cases: <S> Organize your desk, and discreetly make a list of your possessions and where they are located on/in your desk. <S> The list will reduce the risk of losing/leaving behind possessions, and the cleaning/organizing will reduce the risk of your coworkers/employer becoming privy to your plans. <S> Bring a copy of the list home. <S> If you have one or two possessions that are important to you. <S> You should discreetly take those items home over a couple of days prior to giving notice. <A> Whenever I've left a job I do the following: Night <S> Before Clear out personal stuff that I can't carry in one hand. <S> I don't typically bring a lot of stuff to work anyway <S> but I usually have a plethora of coffee cups and random small things. <S> So those go home. <S> I do this to make the walk out easier. <S> Morning I'm giving notice <S> I arrive a little earlier than normal in order to organize the things necessary to ensure a good hand off of what I've been working on. <S> Basically even if you are walked out you want to leave a good impression to those that will pick up after you. <S> 30 minutes before giving notice <S> - Erase my browsing history <S> - Make sure there are no personal documents on my computer - Organize my email box, making sure <S> I remove anything not company related. <S> I know, we shouldn't use company email but somehow most of us still do for random things. <S> - Trash whatever needs to be trashed. <S> Random bits of scratch paper etc. <S> - Leave a document on my desk with any passwords that they are likely to ask for - Print a copy of my resignation letter. <S> Give notice I'll walk into my bosses office with the resignation letter, closing the door behind me. <S> The resignation letter is typically very short, one or two sentences saying that I'm resigning effective immediately and my last day will be X. <S> I do NOT document the reasons for leaving. <S> I'll hand that letter to my boss and tell them I'm moving on. <S> At this point the boss will likely ask why. <S> Unless it's something serious, keep all the "real" reasons to yourself. <S> There's no need to get into a long discussion if you've really made your mind up. <S> The boss could do anything from ask if a raise would change your mind on up to just walking you out. <S> Make sure you know the answer to a potential raise before you actually sit down with the boss. <S> (hint: it's generally best not to accept offers at this stage). <S> Bear in mind <S> that, in the US at least, I'm fairly certain that if you are walked out they still have to pay out the 2 weeks. <S> If it comes to that, call your state's employment agency to verify.
| This is precisely why it's best to clean out your desk AFTER giving notice. I don't think your boss learning of you leaving from a rumor is ideal, but it's not that big of a deal.
|
How to Say "No" to my manager if he asks me to take his exams for him My manager is a very good manager, both professionally and personally. He has asked me to do some of his work, such as project management, which I am happy to do. But he has also asked me to use his credentials to take a mandated exam, so that it appears that he was the one taking the exam. I have already taken the exam myself. I don't like to take it while impersonating him. How can I tell tell him "No" to that without making him upset or angry. <Q> Explain to him that this is (a) unethical and (b) a very bad idea. <S> You likely had to sign an agreement to adhere to an honor policy in this exam, and impersonating someone else definitely violates it. <S> (It is possible that you would be hurt worse than him in losing your credential, given that he is the manager - but I wouldn't mention this to him.) <S> Then start looking for a new job. <S> Your manager is not "very good", neither professionally (as shown by his being willing to cheat on this exam) nor personally (as shown by his being willing to risk your certification). <S> If your manager is willing to cheat to obtain a certification, what else is he cheating and lying about? <S> Get out as soon as possible. <A> Don't impersonate your manager, even if he asks you. <S> But he has also asked me to use his credentials to take a mandated exam, so that it appears that he was the one taking the exam. <S> Your company most certainly has a policy against this kind of impersonation, which means both of you would be violating the company policy. <S> Some companies are also known to perform "compliance auditing" by having a person of authority tempt an employee to violate a policy. <S> If your manager is doing this as part of such an audit, then you would fail the audit. <S> Moreover, your company has ruled that this exam is mandatory, and letting one person take exams on behalf of multiple people reduces that rule to a farce. <S> The company probably has a good reason for making the exam mandatory, so bypassing that can create problems later. <S> For example, the manager could be deputed to work for a client, and they assume that he has a certain level of competency in this subject, as seen from his score in this exam. <S> How can I tell tell him "No" to that without making him upset or angry. <S> However, you should respond with a "positive No" by not only providing a good reason, but also offering alternatives. <S> Ask him why he cannot take the test, and suggest ways to help him solve that problem. <S> If he finds the material too hard to follow (due to not having the relevant background, for example), offer to teach him or provide self-study material. <S> If he doesn't find the time to study, offer to take up some of his less critical responsibilities for a few days. <S> If you are not senior enough to do that yourself, suggest that he could consider assigning those to a senior team member. <A> I agree that it's HIS qualifying exams not yours and not the firm's. <S> It is hence his own personal business. <S> Tell him that you can't do his exams <S> but you'll take on other tasks so that he finds more time to study for his exams. <S> If he pushes on, tell him that you like him <S> but hey, you wouldn't do it for your own brother. <S> And your own brother wouldn't do it for you either. <S> If your manager retaliates, then your manager has ethical issues and you probably should consider a transfer. <S> You wouldn't want to be looking over your shoulder and wondering what other unethical demand he'll come up with next. <A> Edit: Please be aware that this answer was for the original question of "Should I do my manager's work for him", which was later edited to "Should I take my manager's exam for him". <S> Obviously this dramatically changes the context of the question. <S> Short answer <S> : Don't. <S> He's your manager, his job is to get the project done. <S> Part of that will likely include delegating some of "his" tasks to others, where necessary, in order to keep his time free enough to do the managing. <S> Unless he's asking you to take on managerial roles (in which case you could quite rightly ask for a promotion if you're doing that job) or something clearly outside your own role, he likely isn't doing anything wrong. <S> Don't ask whether you're doing "his" work or "your" work <S> - ask if what you're being asked to do fits your role. <S> The important factor isn't whether he was asked to do it personally and is now delegating, the important thing is whether it's suitable for you to complete. <A> Focusing on the approach to take; you need to be aware that there are already stopping points. <S> In the past I have been asked to do something which is against policy or of dubious legality/morals. <S> I have taken the approach that I show the legal situation which prevents me (The paragraph in the Terms of Service or the Employee handbook). <S> I then ask for full written legal protection before I can precede. <S> The employee handbook probably states you are not allowed to logon using someone else's details. <S> You are not being confrontational, just pointing out facts. <S> I've never once been given the legal protection and therefore have not had to do anything unethical. <S> Plus you should have a HR person/department which has to act in an anonymous fashion. <S> They could get him to take the test in their work area as part of a random screening.
| This is one of the few scenarios where you should not do what the boss asks. Explain to your manager that if this is found out, you will both lose any credentials you obtained through this exam and that you prefer not to take this risk.
|
How appropriate is sexual language in the workplace? I am a male working for a small company in the USA. Today I heard my colleagues saying "suck 2 d**ks in a conversation. The other day I went to lunch with a male colleague and someone asked who was paying. Its very common to speak of nutsacks and gays and stuff here. I am not local here and am not sure if it is the culture here. I am international and not very comfortable with any such behaviour. What do you guys suggest? When my coworker asked us who's paying it means we men are on a date... it's an obvious gay comment. I'm an engineer working with other engineers and sales reps. <Q> Its very common to speak of nutsacks and gays and stuff here. <S> That would not be at all common any place I have ever worked in my professional career. <S> On the other hand, I held a few non-professional jobs very early in my work history where such comments were routine. <S> How appropriate is this in workplace? <S> This is extremely industry-, locale- and company-specific. <S> Some jobs seem to tolerate language that could easily get you fired elsewhere. <A> As others said: the rough language is inappropriate. ' <S> But asking who's paying is probably either a local culture of taking turns rather than making the wait staff deal with splitting every check, or "who's going to put this on expense account" or something else harmless. <S> To find out which, ASK . <S> Personally, I would find the language made it an uncomfortable place to work, and would re-start my job search. <S> You have the perfect answer to why you want to leave your current job: hostile working environment. <S> Pity you weren't able to detect that during interviewing, but it sounds like that's their fault for not letting you see what the team was really like. <S> One thought before you do start planning to leave: <S> ask your management if this is typical or if they are just hazing the new kid. <S> Not that hazing makes it more acceptable, but that would suggest they'll become slightly less obnoxious in a week or two. <S> Or management may tell you that they're about to fire the loudmouths anyway, which might also mean the tone will improve somewhat. <S> Or this may in fact be how these folks normally speak. <S> In which case you either find a way to tolerate it or leave. <S> So --again, my own reaction,not necessarily the best reaction <S> -- I'd start planning an exit strategy. <S> You may need one. <A> Generally this would be a huge no-no as this could lead to sexual harassment suits in some cases though there are some exceptions as I'd imagine in the adult film industry such topics may be about business. <S> I'd likely consider asking if the colorful language is common or not as there is a chance it could be that within the specific industry you work these lines get used. <S> I could imagine jokes being made about who has who by the balls or other slang that may be a common response. <S> There can be something to be said for how graphic are things on one level. <A> Initially, I would try and ignore it. <S> After you work there for a while and observe how management behaves, you can start to adjust your reactions. <S> The more the management encourages this, you have to be careful how strongly you voice how much this offends you. <S> Some people will respect your views and try to control themselves around you. <S> They won't be perfect all the time, so try to excuse the rare infraction. <S> You may find yourself being the target of further bullying or they may just see you as not fitting into the corporate culture. <S> That would be a shame especially if you do your job well. <S> You may have to eventually make a formal complaint to cover yourself. <S> Hopefully, this situation won't escalate. <A> In my experience, inappropriate references are usually tolerated in small, startup companies. <S> A few of my colleagues in start up companies also have had similar experiences. <S> It is just how the culture usually is since there very few to none female employees. <S> There is also no in house HR department, or very small one. <S> For larger and more established companies, it is definitely not tolerated, as there is a bigger HR department, and probably more female employees. <S> However! <S> If it is harassment, then it should definitely be stopped. <S> A few jokes at no one's expense is alright. <S> But if it's bothering someone, then it qualifies as sexual harassment and should be reported to HR, management, or an appropriate government agency.
| By most professional definitions, this is not appropriate behavior, but you've found yourself in a situation where it is common and probably tolerated if not encouraged. Don't laugh at these jokes, join in or give any indication you think this is appropriate.
|
How common is it that salaries are made public? In this answer is was treated as unusual that salaries are kept private in the company in question. Frankly, I'd never actually heard of a company making it's salaries public, beyond non-profit organisations. I live in UK which might explain this if it's a culture difference. I'm curious to know how common it is. Are any data/statistics available? Are there countries in which salaries are public by default? <Q> I'm in the USA and have worked for around 10 different companies. <S> In that time, there has only been one in which everyone knew what everyone else was making. <S> It was a small start up with 5 people, all of which were co-owners, so <S> I'm not 100% sure that counts. <S> At least one of the places I worked at everyone had well defined job titles in which the salary ranges for those titles were well known. <S> However most of the places I worked at kept salary information private <S> and it was requested to stay that way in the employee manual. <S> I disagree with RualStorage's statement that "The only really big concern with public wages is if a company isn't paying people fairly. <S> " <S> My experience has been that "fair" is a very subjective statement and completely depends upon the person making it. <S> I've seen coworkers compare salaries and invariably all of them end up unhappy. <S> The Sr guy is unhappy because he thinks he ought to be making even more than the Jr guy than he currently is. <S> The Jr guy is unhappy because he thinks he does the same work as the Sr guy and that the extra 5 years of experience doesn't matter. <S> Two people at the same level are unhappy because, well, each of them think they are worth more than the other even if they do have a similar background and job description. <S> Many places that publish salaries give a range for each job title that often includes sub levels. <S> i.e.: Programmer II or Sr. <S> Analyst III. <S> The sub levels give the hiring managers the ability to play with the salary they are hiring a new person in at while giving the pretense that everyone is being treated "fairly". <S> Often there are well defined ways of moving between levels; however the requirements for being hired into a specific one changes as the needs of the company does. <S> Point is, even the places with "published" salaries are as opaque as anyone well with plenty of wiggle room. <A> Public Sector <S> In many countries certain public sector companies are required to make documents public. <S> The specifics vary dramatically location to location, but often these include budgetary items such as staff wages. <S> (Needless to say, where it's legally required it's done) Private Sector by requirement <S> Some private sector companies have legal requirements to disclose budgetary items such as staff wages. <S> Typically though this is companies who's primary income comes from government grants and contracts. <S> This also varies dramatically place to place. <S> Private Sector <S> Optionally <S> Some private sector companies do make their wages public, however; this isn't very common. <S> In regards to public and private wages honestly from working in multiple companies who's wages were public for legal reasons it really didn't affect your pay or turn over much. <S> People tend to think public wages means everyone will go " <S> John gets paid more, I'm better than John, I should get paid <S> more" fact is, if you go to your manager with that sort of argument for a raise you're going to be sorely disappointed. <S> (Just as you would if wages weren't public but you over heard John mentioning his wage) <S> The way for successful negotiating is demonstrating you're worth more to me than I'm paying you for. <S> That said there are managers who do well with public wages, and <S> some who don't handle it tactfully. <S> Public wage concerns <S> The only really big concern with public wages is if a company isn't paying people fairly. <S> Such as paying below minimum wage, or docking salary employees pay based on hours, or paying staff less based on gender, religion, or race. <S> So the reality isn't the wage being public is a problem in itself, rather if you have bigger fundamental problems they become public knowledge as well which can hurt your public image or even get your company in legal hot water. <A> This might not be exactly what you're looking for. <S> But in Sweden, where I live, everything that can be available to the public is. <S> This means that people's salaries, school grades, etc. are available to the public. <S> Although you have to request them. <S> I however doubt that the situation is the same in other countries (judging by the other answers). <S> Companies themselves do not publish the salaries, so it only does fit the title of your question, but not its body. <S> Fun fact: The information about salaries is updated around <S> April/May each year (when the taxes for the past year are determined). <S> Sometime during this period some of the biggest newspapers publish lists like "Here are the richest people in your area". <A> The answer you link so has some problems. <S> The main one is that it fails to distinguish between "making individual salaries public" and "forbidding employees from discussing their own salary". <S> Salary information is private between employer and employee. <S> The exceptions to this are 1) very senior managers in a public company 2) <S> senior managers in public corporations 3) <S> many public sector employees in the USA. <S> Some companies also try to enforce a ban any any employees discussing their own salaries. <S> Bans like this are almost never enforceable, but some companies try hard to do so, and will take punitive actions against employees who talk publicly about their salary. <S> User lilienthal's comment is on the money with regard to the answer you link to. <S> Leaking individual's salaries without their consent is a serious breach of confidentiality.
| It is extremely rare that a company makes the salaries of its individual employees public, in the sense that anyone can find them out. In all cases it's accepted by the employee that their salary will be made public.
|
How long is an appropriate wait time before a new hire goes asking for work? I am in my second week of a new software job and have yet to be assigned to a team or even been given access to the code base, because of this I have been sitting since day one with no ability to do any work. A Sr. developer hired on the same day as me was assigned to a team 3 days ago and has started doing real work while I have not even been talked to by my boss about what the plan for me is. How long is it appropriate for me to wait before I approach my boss and ask him what the plan for me is? Sorry if the title is a bit odd, was not really sure how to structure it. Edit: I am a developer in the USA. <Q> If you have received no direction from your boss or HR regarding the onboarding process, I think it's ideal to ask your boss for a plan anytime within the first three days of the job. <S> The fact that you've waited a week and a half isn't necessarily a problem, but I would not delay any further. <S> You want to appear eager to get started and make an impact immediately. <S> If your boss appears to be too busy for that discussion, ask him when you can have that conversation. <S> Sometimes, in smaller companies, the onboarding process will be delayed because your boss and/or other trainers are fighting fires. <S> If that's the case, you can earn some bonus points by asking what you can do to help immediately. <A> I've been in situations like this.... <S> just go and ask your boss what you should be focusing on. <S> At the very least, you should be reading anything documented by your team as well as looking online at the technologies your project is using. <S> From first glance, it seems like this is just a result of horrible management. <A> I always ask for actual work my first day on the job as soon as my computer is set up and I have filled out the HR paperwork. <S> Now learning the new system is actual work and the time to do it may vary, so as soon as you feel you understand enough to get started on a task, go ask for one. <S> But knowing what specific tasks you are going to be working on as soon as you know enough <S> is helpful in triaging what to learn, <S> so you want that information on day 1 if you can get it. <S> Just let your boss know when you feel ready to start if you get it then because priorities may have changed in the week or so since he gave it to you. <A> When I started my first programming job, I felt like they didn't know what to do with me. <S> This turned out to be a blessing in disguise. <S> I used my time to study hard using their training programs that tracked my progress, and I ticked off as much progress as I could as fast as I could while making a good faith effort at in-depth learning. <S> I also was in daily contact with my boss. <S> I sent my boss daily email updates, citing my progress in the training programs and the other material I was studying and learning. <S> My understanding was that I would continue doing as I was until specifically assigned something. <S> I continued like this for nearly a month, and then I was assigned the responsibility of signing off on code and releasing it to staging and production. <S> Having my MBA probably didn't hurt me in getting this responsibility, but I took it very seriously and leveraged it into further work with increasing levels of responsibility and opportunities for me to learn. <S> You are potentially in a similar position. <S> You should take the initiative to make the absolute most of the resources available to you. <S> If you can do it, and it is measured, do it. <S> If you run out of measured activity, but you can find things that make you more valuable to them, do it. <S> Starting off with the right strategy may make all the difference in your career. <S> Good luck.
| As soon as possible, ask your boss, in person, to give you a brief overview of their onboarding and/or training process, and if he indicates that there will be a delay before these activities begin, ask him if there is anything you can do in the meantime.
|
How to stay in touch with a former manager? My former manager was a good mentor for me. He is powerful in the company and he has a lot of contacts. He also gave me a good evaluation during my internship at the company. I got a job in the same company, but with a different team so I rarely see him and he is not my manager anymore. How can I make sure I keep in touch with him? The reason I want to stay in touch with him is that he has the potential to give me a better job or recommend me to someone, but right now I see him rarely and I am afraid that he forgets about me. <Q> Maintaining the human aspect of the relationship makes the "keeping in touch" easy and natural, whereas doing it only because he could be of use in future makes it cumbersome. <S> You don't need to be working together to stay in touch. <S> In fact, most people's network predominantly consists of ex-colleagues. <S> Since you both still work for the same company, it shouldn't be hard to meet him unofficially during lunch time or other unofficial events. <S> If you work from different locations, use phone, instant messaging, or email instead. <S> Don't "pester" him too frequently, about once a month is fine. <S> The conversation need not be restricted to informal conversations. <S> You could tell him about your work, what you find interesting, the challenges you face, etc. <S> You could also ask him about his work depending on how open he is with you. <S> This could also open up internal transfer opportunities. <A> Professional networking sites such as LinkedIn are an excellent tool for this purpose. <S> I completed several internships during my time in college <S> and I still routinely keep in touch with my former supervisors through such sites. <S> You are absolutely right about the importance of networking and maintaining a good relationship with your former managers as they often serve as valuable references in your future career. <S> These events can be a great help in maintaining a relationship between people that may still work in the same firm but who might not see each other often. <S> At a former internship I completed, I met someone in the company who turned out to be instrumental in landing my present job. <A> I guess it really depends on the culture. <S> Where I am from, alcohol is generally socially acceptable, and so I would keep in touch with former managers and co-workers by contacting them from time to time and asking if they would like to go for a 'pint'. <S> I find this really effective and a great way to keep in touch while not being too formal. <S> I would recommend finding a hobby that both you and your manager enjoy but <S> which isn't overly formal (ie. coffee, game of squash, golf, cinema, or in my case going out for a beer) and arrange to do this a couple of times a year.
| Another option would be to see if your company sponsors any networking / professional social events for current employees.
|
How to respond to an angry client? We have been recently asked by one of our clients to go out to one of their customers to provide technical support for a touchscreen issue. We're a courier company transporting their equipment from place to place, we're not a tech company, but we nevertheless accepted to send a driver with some IT background to try to fix the issue with the assistance of their technical support help line. Our guy did everything he could and followed the instructions given by their technical support teams, but at the end couldn't fix the problem. Few hours later, the management of my company receives an email blaming us for not solving the problem by saying the we have been "unsupportive of a touchscreen issue". I am not happy with this comment as we just followed their instructions and that their own technical team didn't know either how to resolve the issue. I am tempted to reply to them politely to make them understand that their own tech people couldn't find a solution either on their own equipment. But is it a good idea to reply to accusations from a client? Is is better to just ignore and pretend nothing happened? <Q> After trying to remedy the problem, you can no longer ignore the issue. <S> You have started taking responsibility where it wasn't your place, and now they think you're actually responsible. <S> You might also add that you don't appreciate their tone given your good intentions, but I'm not in a place to tell you what kind of effect that might have. <S> You'll have to make that decision on your own. <A> I would not ignore and pretend nothing happened. <S> Then you give them an actual reason to be dissatisfied with your service; as of now you've gone above and beyond to help them, ignoring them would be rude even if they are being unreasonable. <S> Computer and technical problems can be really frustrating and this customer is just taking it out on you unfairly. <S> I would politely say something to the effect that you apologize that your service was not adequate for their needs <S> and you did your best, however, your services are not specific to the needs they are trying to address, and then offer to follow up with their technical support team. <S> Provide the contact info of their technical support team and also offer to contact the technical support team yourself and relay their issue and difficulties. <S> Then call their tech support, ask someone to contact the customer, (or email so you can show that you followed through in case of future issues with this customer); then send follow up/call customer and confirm that you relayed the message and who you spoke to. <S> Even if you may want to reply with the same attitude they're giving you, difficult people usually calm down when someone seems to be paying attention to them and with customers like that, killing them with kindness really is the way to go. <S> Responding in any other way will just fire them up even more. <S> By replying politely, and including the fact that although you are willing to do everything within your power to help but are not the appropriate party to turn to for help with this particular issue, you are also covering yourself in case this person really flies off the handle and tries to sue someone. <S> And you give yourself closure, no more wondering what to do, you offered to do the only thing you can, reach out to someone who can actually solve the problem...now the ball is in everyone else's court (minus the phone call to the customer's tech support on their behalf). <A> You can't afford to ignore - otherwise, that client will badmouth you and yours unchallenged throughout their organization. <S> If your client badmouthing you and yours is an infection, you have to kill the infection before it spreads. <S> I'd write back: "Thank you for giving us the opportunity to help you. <S> We regret that, despite our best efforts and working closely with your in-house technical team, we were unable to resolve this issue. <S> We suggest that your in-house technical team take another look at this issue, as none of our other customers have experienced it, if us disclosing this fact helps any. <S> All the best" cc: the appropriate managers at the company, if you know them. <S> Your client is acting like a two-year old who is throwing a temper tantrum <S> but you always knew that some of your clients would be like that when you took on the job in the first place, right? <S> Look at it on the bright side: the client expressed their frustration in a way that would make it awkward for them to ask/pester you and yours again for help on this touch screen issue. <S> This means you won't have to be running up your labor and management costs trying to deal an issue that is theirs.
| You need to inform them that it is in fact NOT your responsibility, and that you simply tried to assist them as a nice gesture.
|
Should I have my own business card if my company has no policy of giving them to employees? Say a company has no company policy for giving its employees business cards, is it acceptable for employees to make their own without telling his company/boss? And if one wants to only use said cards for giving to people of their society, not business purposes, does one need to inform their boss/employer? <Q> should the employee print business cards on his own without telling his company/boss <S> The fact that you include the phrase "without telling his company/boss" leads me to suspect you already know this isn't a good idea. <S> You do not have the right to print and disburse business cards that would lead the recipient to believe you are representing your company, without gaining their permission first. <S> You could instead produce personal cards, leaving off all aspects of your company affiliation, if you choose. <S> Omit the company name, address, phone number, email, logo, etc. <S> You could include your title, website URL, personal email and home phone number. <S> Then you could hand those personal cards out whenever you desire (such as at a networking event or professional society meeting), without asking your company for permission - not on company time, or on the company premises, of course. <S> If you really want to know if your company would let you do something - ask them first! <A> Everyone making their own business cards is definitely not a good idea. <S> Your business cards represent your company, so everyone should use cards with a common corporate design. <S> When there is no official policy for business cards but employees frequently find themselves in situations where it would be appropriate to hand them out, then maybe it is time to create one. <S> Do you have a PR department? <S> Then these would be the people to ask to create a business card design which reflects the corporate identity. <S> When your company is too small to have a PR department, then you could do this yourself. <S> Create a template for the business card design and ask your management if it is OK to post it on the company network so everyone can use it. <S> Should your attempts be blocked by management, then they likely have their reasons why employees shouldn't hand out business cards with the company logo and you should definitely not argue with them. <S> All you can do in this case is print your own cards without the company logo or any other sign of your affiliation with the company. <A> There is nothing wrong with making a personal "business" card, as long as it contains only information that's not related to your employer. <S> In the US, you can get a box of 250 cards printed up very inexpensively. <S> That you know you have to go behind your employer's back <S> indicates to me that you already know you shouldn't do it. <A> You need to expand on what you mean by "people of their society". <S> Are you referring to society in general or do you mean something like a professional society? <S> If you're attending meetups, conferences, etc, in your field, I'd say you're representing your company just because people know you work there. <S> You don't have to be a designated spokesman to be perceived as the face of your company at that event. <S> People will form opinions of your company -- and whether they want to do business with your company -- based on their perceptions of you. <S> If you're totally keeping your company affiliation secret, and no one else at the meeting could be aware that you work there, that might be a different matter. <S> Though you'll then run the risk of an awkward moment when someone who met you at one of these meetings ends up with business at your company and runs into you at work. <S> On the other hand, if you meant that you were using your cards for personal reasons at social gatherings that have nothing to do with your profession, go for it. <S> Unless you're a salesman or trying to impress someone, why would you use a company business card in such a situation, even if the company gave them to you?
| Making non-official business cards that represent your employer is not a good idea.
|
Are Non-Compete Agreements void if you beat your former employer to market? I have a friend working at my previous company that is something of a domain expert in a very specialized business area of a non-IT related nature. He has been toying around with an idea and doing market research for a groundbreaking idea for a software tool that could potentially prove disruptive to this entire industry in this specific domain. Biding his time he has been working on this silently and saving some money up, preparing a business plan and what not. An unfortunate turn of events happened to him recently where he discovered that he is being requested for interviews as a subject matter expert for another department in the company that is primarily focused on developing and building profitable software solutions. Someone in this department somehow has a primitive form of this groundbreaking idea and they are hoping to start a new project to implement it, using my friend to fill in all the holes in their business plan as well as the holes in their technical knowledge to implement it correctly. From what I understand they do not want to bring him into any kind of ownership stake of this as he is just an employee. They don't want anymore of his involvement than him to just answer questions and be interviewed by analysts so they can extract all of this information that he has worked very hard on building thus far. Without tipping his hand, he tried to plead with his boss that he wants no part of this but this has suddenly become a critical priority project for the company and his boss is powerless here. He is considering leaving his job so that he can pursue VC or an investor to try and rush something to market before his current company. He has a very good chance as I know that this software development department is very arrogant and like to think they are on the level of Google, but they historically perform very poorly, however they do have incredibly deep pockets and are led very ruthlessly by executives that are willing to spend whatever it takes to eliminate competition or "land grab". He is concerned that when he started he isn't sure if he actually did sign a Non-Compete agreement or if this can be used against him if he attempts to start his company after leaving. If he leaves the company immediately, starts his company and beats his former employer to market, does the typical Non-Compete Agreement carry any weight? I am not looking for a legal answer but what in essence and spirit a Non-Compete Agreement actually means when you sign it? UPDATE: I missed an extraordinarily important part of this question. The department HE works for is technically considered a SEPARATE COMPANY. He doesn't technically work for the company that has this software development department but they are under the same Non-Profit umbrella. I wonder if he did sign a Non-Compete, if it even applies to the business endeavors of a "sister-company" that is highly linked with his non-profit company? <Q> I am not looking for a legal answer but what in essence and spirit <S> a Non-Compete Agreement actually means when you sign it? <S> While you indicate that you are not looking for a legal answer, that's the only answer with any real meaning here. <S> Anything else is speculation at best, and myth/legend at worst. <S> Your friend should tread carefully here, and really needs legal advice before quitting or pursuing VC or other investor dollars. <S> Are <S> Non-Compete Agreements void if you beat your former employer to market? <S> Maybe, maybe not - it depends on the specifics of the Agreement. <S> And remember, no matter what your interpretation, people can spend a lot of time and money defending a lawsuit - even if they end up winning. <S> The department HE works for is technically considered a SEPARATE COMPANY. <S> He doesn't technically work for the company that has this software development department <S> but they are under the same Non-Profit umbrella. <S> I wonder if he did sign a Non-Compete, if it even applies to the business endeavors of a "sister-company" that is highly linked with his non-profit company? <S> Yet another reason to have a competent professional look over his non-compete agreement, and all other contracts before making such an important decision. <A> Another thing that should be considered here is ownership, which would actually stop things before you even get to decisions about a non-compete. <S> Many employment agreements for tech companies include language that states any ideas/developments you have while in their employment are owned by the company. <S> These can be sticky court cases and your friend absolutely needs real legal advice. <S> If his employment agreement does in fact include this language, then leaving to start his own company could be construed as theft of IP. <A> Considering what you say about the ruthlessness of the company, it would be a foolish and expensive move for him to try to do that. <S> Even if they can't win, he would have to spend the money on lawyers and the time to defend <S> and I suspect in a case like this, he could lose because this is exactly what non-competes are to prevent, someone taking his insider knowledge and using it to create a competing product. <S> The fact that it hasn't gone to market yet would most likely be irrelevant since he gained the knowledge of what to create from his experience at the company and since his leaving the company could be shown as a reason for why their time to market got delayed. <S> From an ethical standpoint, it would almost certainly be the wrong move. <S> It certainly violates the spirit of agreeing not to compete. <S> Further, potential clients in hearing that he is being sued might not want to buy his product since they won't know if he will still be in business. <S> Legally, well you would have to ask a lawyer about that. <S> A far better move would be to come up with an idea that would not be in competition with them if he wants to leave and start his own company. <A> I am not looking for a legal answer but what in essence and spirit <S> a Non-Compete Agreement actually means when you sign it? <S> Developing products (and relationships) is a painful, costly process. <S> The spirit of Non-Competes is that you won't take the end result of that process to a new company, who will take advantage of the "free" lessons learned. <S> I certainly wouldn't hold your friend at fault, and I expect many others would not as well. <S> They didn't get the idea from the company. <S> They didn't leverage any of the company's costly research to further their potential new company. <S> All that said <S> , the other answers are correct - being "right" isn't always enough in the business/legal world. <S> If your friend really is that valuable to the product, and it really is that disruptive <S> then they have all sorts of leverage to renegotiate their value to the company. <S> There are different ways to monetize ideas/expertise. <A> Lots of things are the deciding factors here. <S> The most important: 1) <S> The non-compete agreement he signed2) <S> The state. <S> (If he's in California, he's in much better shape than most other states)3) <S> Does he also have an non-disclosure agreement? <S> He really needs to consult a lawyer to know for sure, but I know a lot of non-competes will be all encompassing of anything the company does. <S> This is likely hard to enforce for something like a Fortune 500. <S> For something in the < 200 employees range, it likely becomes harder for him to prove there was projects going on to which he was completely unattached, and therefore could not be breaking a non-compete. <S> I researched a bit while I was on the job hunt, and the truth is, there is definitely no silver-bullet on either side. <S> They are very much like a divorce, and mirror them in court: two sides get lawyers and try to reach an agreement out of court. <S> For what it's worth, the last company I worked for was based in Illinois, and went after an employee that broke the non-compete, and were successful, AFAIK. <S> I know that the non-compete for some employees was pretty ridiculous (I think 18 months, and not sure how the pay worked). <S> When we broke off from said company and set up our domicile in California, the non-competes were suddenly a non-issue.
| A Non-Compete Agreement is a form of contract and sometimes contracts mean whatever they say, sometimes whatever a court says. Bottom line, your friend really needs to get some good legal advice on all of the issues before he makes any decisions or takes any action. From a practical standpoint, considering the potential cost of being sued and the destruction of his professional reputation that would almost certainly go along with it, it would be a wrong move.
|
As a fresh CTO, I'm about to hire a full-stack developer much more skilled than I am I have quite a good experience in startups and consider myself as a perfectly valid full-stack developer . I'm in the process of becoming CTO for a consulting company that is economically viable and who wants to get in the software development business. So, after some months spent in building the foundations of two applications, my main job is for the moment to hire a skilled team of 4/5 various profiles which I will manage, including an experienced full-stack developer. I have complete trust from my employers and the company's investor, and I don't care about this developer being more skilled than myself, actually it's precisely what I'm looking for. I know "big developers skills" are not the same thing at all as "big CTO skills". But still. I've been interviewing a guy who I think is way more proficient than I am in all the languages that I know of. I'm talking about a guy with 23 years of experience (I'm 31 of age), who was playing with Python the day Guido released version 1.0 while I was playing with toy cars, and who's been CTO in a big company for 10 years of his life. This guy now wants to get back to core coding because he realised he doesn't like that much being a CTO. I'm going to be totally transparent towards my company about this fact, so my question is not "how can I not be eclipsed by the guy". I know I won't. I see this as a potentially remarkable opportunity of growth, but I fear it might sometimes be overwhelming, or I could not turn this potential into realisation. This man seems to be better and more experienced than I am in any field I can think of, but he now wants to get back to coding, and wants a young CTO to manage him. What sort of things can I do, what kind of approach can I take to make my company and the projects I'm working on take full benefit of this situation , and not having to regret it years after, thinking that I didn't handle it the way it deserved? <Q> You seem to be wondering how you can help your resource be successful and provide as much value as possible. <S> In your role as a senior manager, here's how you can help: <S> Take any steps that you can to remove any obstacles to his productivity. <S> Shield him from politics and unnecessary meetings. <S> Bring him into the appropriate conversations with people in other parts of the organization. <S> In particular, make sure he makes the connections and gets the info that he needs to fully understand the business domain. <S> Make sure that other departments understand how and why this is important. <S> Communicate your strategy to him clearly and as quickly as possible. <S> Help him understand his priorities and make sure that he shares his skills and mentors the rest of your development team. <S> Make sure that he gets the credit when credit is due. <S> An employee that feels valued is a happy and productive employee. <S> If your team is seen as successful, you're successful. <A> It could be worth asking him <S> /her if they would be prepared to take a technical lead/mentoring role with a guaranteed level of hands on work and mentioning up the chain that you would like to offer an enhanced package to this individual because of the value that you feel they would add. <S> Explain that you have talked to them and <S> that while they have leadership background they desire to get back to a more technical role. <S> Possibly ask if it would be worth spending some time looking at setting up a career path specifically for people with such desires. <S> One company that I worked for years ago set up such a package where people with the high levels of skills that either did not wish to be "diverted" or were unsuited to management roles were rewarded both financially and technically. <S> This included a self administered budget of time and finance to allow them to a) keep up their technical interests by following the publications in the field or attending conferences, etc., and b) to spend some time & money on projects that they thought may be worth the company getting involved in down the line any patents resulting from such work belonging to the company but with a proportion of the earnings going to the individual . <A> The 2 big things on your plate, when you manage people, are (1) managing performance (set targets, monitor progress, give/take feedback on outperformance or underperformance) and <S> (2) creating an environment that allows expected performance to be achieved (provide the right tools for the job, eliminate rework and red tape and all sorts of crap that stand in the way, ensure the team chemistry works and if not do something about it). <S> His skills reservoir being deeper than yours have very little to do with how you manage him. <S> In fact, it should be easier for you to set his performance targets ie <S> he needs to deliver more stuff, in less time, than the rest of his peer group. <S> After you've done that really all you have to do is monitor, prepare to get/give feedback, and check on the environment part of the equation. <S> Does anything get in the way of people turning in a good job? <S> This could be anything from office lighting to bad HR policies or management team who is always changing their mind about features. <S> Your job is to shield the team from outside crap as far as this doesn't kill the company. <S> Because company agenda does come first.
| Make sure that he has the tools that he needs.
|
Applying for multiple internships with the same company I'm a graduate student applying for summer internships, and some companies have several internships that interest me. If I apply to multiple internships, I don't know if any of the applications will be seen by the same people, or if the reviewers for one position might pass my application to the reviewers for another position that they think is a better fit. There is no HR contact information available other than the online search and application pages, which require separate applications for each position. Is there any standard or best practice for applying for multiple positions at the same company? Should I mention in my cover letters that I'm interested in or applying for multiple positions? <Q> As others have answered there is no problem in applying for multiple, appropriate, positions <S> but I would suggest including a note that you are applying for multiple positions because a) they all fit your skill set, b) they all match your interests and/or course profile and c) <S> you have heard what a good company it is. <S> That way it looks less of a shotgun approach. <S> You can also mention which other internships you are applying for and that in the event of you being invited for interview it could be convenient for everybody to attempt to coordinate the interviews. <A> A lot of companies consider interns for multiple positions regardless of what they apply for, since they often don't have much to fill out a resume or to determine skills and aptitudes. <A> Apply to each internship position that interests you. <S> You have actually answered your own question, perhaps without realizing it. <S> You have no way of telling how the company would process your application internally, that is, who gets to look at it, how they shortlist candidates, and whether they will consider "rejected" candidates for other positions. <S> It is in your best interests to apply to each position separately. <S> Be aware that big companies typically develop a silo mentality , so knocking at as many doors as you can increases your chances of entering. <S> It certainly won't cause you any harm, except for a minor "inconvenience" of potentially getting invitations to multiple interviews with the same company.
| Regardless, I think it's relatively safe to apply for multiple internships if they all interest you, the company will sort out where best to place you of they like you as a candidate.
|
How to discuss a promised raise after the boss who promised it is gone? I'm going to use fake names to make this easier to follow. John = CEO of the startup company I work for. Brad = former CTO and the person who interviewed me. Lucy = current CTO. I've been working for a startup company for a couple of months, after shifting away from a stable job that I had been at for 7 years. The startup environment has been exhilarating, and I really resonated well with Brad, who hired me. At the interview, he said this: "We can be competitive, we can offer you something in the $X to $Y range." When he came back with the formal offer, it was for $X. At the time, he said "we'll start you at $X, and if you prove yourself to productive, then we can bump that up to $Y." I was very productive. Brad absolutely loved the quality of the work I was doing. I exceeded his expectations. John, the CEO, seemed to like me too, or at least appreciated the feedback he was hearing from my colleagues. So, a month and a half later, I approached Brad again, and reminded him of what he promised in terms of salary. Brad agreed, and said he would bump me up to $Y, but asked that I wait until he and John finished up their Series A round of fundraising. I said that'd be fine, as it was supposed to finish up in no more than two months at most. I never got anything in writing (dumb of me, I know), but I took this as a verbal commitment (like I had taken the original promise in the interview). Fast forward a bit. Brad replaced himself with Lucy, because Brad became the CEO of his own company. He still is an investor in our startup, but his day-to-day decision making role has ended. Lucy and I haven't hit things off nearly as well. She seems to have very little confidence in my abilities, in fact, for reasons I won't get into. She has even been vocal to John about her doubts about me, which is annoying since that makes her an outlier. I cannot think of a single other person in the company who shares her concerns in the least. Nevertheless, suffice it to say, I have been continually trying to show her my value. I approached John about the raise. He had been out of the loop since he wasn't the one who interviewed me, and my telling him about the promise Brad made of $Y was the first time he'd heard of it. He said that he'd speak with Brad directly and get back to me. Two weeks later, I emailed John asking if we could meet for a quick follow-up, at which point I saw in the corner of my eye he quickly flagged down Lucy for an impromptu, closed-door meeting. Two things were apparent: John forgot to talk to Brad, and Lucy didn't think I deserved any kind of raise. John said that compensation is really up to Lucy now, and that he'd schedule a meeting for the three of us, to be held two weeks from now. I asked if he could please talk to Brad this time, to which he agreed. But I'm a little frustrated. The difference between $X and $Y is $5,000, which is fairly significant for me. But on the other hand, $X is already a comfortable salary and I enjoy the work. So even if I stay at $X, I know I can still be grateful. However, the setup of it all just doesn't sit right with me, and it would be extremely disappointed if Brad's promise is ignored and swept under the rug. I also have not enjoyed Lucy's obvious lack of confidence in me, and am continually trying to find constructive ways to work through it and demonstrate value. What's the best thing to do in this situation? I've got two weeks to prepare for my meeting with John and Lucy; any advice for what I should talk about then? <Q> It sounds to me as if it would be well worth you contacting Brad to see if there is a possible place for you in his new company, whether at $X or $Y, as it is likely you will work better with him and prosper. <S> You can explain at your meeting in two weeks time that you no longer feel that you are being appreciated where you are, nor that the company is meeting commitments made. <A> You are worrying about the wrong issue. <S> You need to fix the relationship with Lucy . <S> If you don't, you may end up without a job. <S> Once that relationship is under control, you will have a far easier time getting the raise. <S> If you can't get the relationship with your boss under control, the raise is unlikely to happen, and even if it does it won't matter because she will get rid of you. <A> The problem are the long term effects. <S> If you feel that Lucy dislikes you and doesn't appreciate your skills, and she even cheats you out of 5000$ (at least that's what you'll be thinking subconsciously), you will not like working at that job a lot longer. <S> Chances are you won't even be able to appreciate a 5000$ raise you get 1 year down the road. <S> You say you currently enjoy the work but this is likely to change if they renege on their promise, and show you that you and your work are not valued by them. <S> So, if you like the work and would like to keep working there, the only option is to make them keep their promise. <S> Don't worry about burning bridges. <S> There's not much you can lose that you won't lose by not doing anything.
| And the best way to go about that is to contact Brad directly, and talk him through the issue - if he liked your work and he's still an investor, he'll see value in keeping you on board.
|
How to tell your boss that the project you've been working on will be a failure? A while back one of our guys (Let's call him Andy) stroked up a deal with Company A for getting x y data from them, for a set amount of money. (This was before I started working here) Another previous company (Company B) had offered us a price that was a lot more than Company A they set the deal up with (to get x y data). The few months down the line now of working on the project, I find out that the deal with Company A only gives us a set amount of data (not all the data we need). Now I should explain to you that I'm a Junior Dev. and I don't understand the whole scope of the business. (so I do feel partly responsible for this). The problem I have here is that I was under the belief that Company A's data was limited for testing purposes (we have been given a login just for testing), which would make sense as you're not paying for anything when you're testing. (hence the limit). Thinking about it, I am wondering as to why no-one questioned the massive price differences between Company A vs Company B. (I'm also sure there was a loss in 'translation' when the deal was set up). I've been working on this for a few months now, and I know my boss will not be happy when I tell him about this on Monday. I also don't want to get Andy in trouble. How do I go about explaining this to him on Monday? <Q> You are going to have to tell your boss on Monday regardless. <S> Because you have taken the project to a decision fork. <S> Either the projects gets killed, or the project moves forward by getting fuller access to the data from A or B. <S> Either way, the decision is not yours but your boss and your boss's management. <S> The corrective action is simple:pay up. <S> If the pricing is similar, they might want to go with A because you already wrote the code. <S> If the data formats are identical, then pricing and service are or should be the prime decision factors <S> Whether they decide to go with A or B, they'll just have to pay more. <S> Unless they'd rather kill the project. <S> If Andy made a mistake, let him say so in his own way. <S> It's not up to you to make a judgement whether Andy made a mistake anyway. <S> Andy is a big boy: let Andy deal with his own stuff and sort it out with the management on his own. <S> If there are recriminations, you don't want to get involved in them. <S> As far as your boss's happiness is concerned, happiness like unhappiness is temporary and they come and go - <S> Your boss will get over over the news and over his unhappiness - eventually. <S> Because your boss still has a business to run no matter what your boss and the management decide. <A> The way to avoid trouble is by not saying that something wrong has been done, but rather by asking your boss about the business reasons behind the deal with Company A that you have some doubts about it (in particular, the limited amount of data and the development-only login). <S> Then the boss can either alleviate your fears by giving you more insight in the business case underlying the deal (perhaps production accounts with full access are currently being negotiated). <S> Or the boss can thank you for your information and take whatever action he deems necessary. <S> At this point, it is completely out of your hands, whatever happens. <S> The key point is that you frame your enquiry as a request to learn more about the business and not as an accusation against anyone. <S> As noted by @tomjedrz in the comments, it must be explicitly discussed that the dearth of data jeopardizes the success of the project. <S> Don't expect that fact to be obvious to the boss or anyone else. <A> In this case you want a paper trail to protect yourself. <S> The worst that can happen is that you raise the concerns, your concerns are dismissed (and maybe not understood correctly), and a few months down the road when more money has been wasted and the project is killed you are unfairly blamed for not raising the issue. <S> The second thing you want to do is to help resolve the issue. <S> Your supervisor will need to separate facts from suspicions. <S> Make a few bullet points listing facts, e.g. "Test data is limited", and a list of suspicions "Production data limit seems to be too low for our needs" (this may be fact rather than suspicion). <S> If you feel you have sufficient insight, you can also list solutions (e.g. "Buy data from vendor B", "Buy premium package from vendor A", "Accept such and such limitations and fudge the data this way", but don't list them if you lack sufficient information to make reasonable suggestions. <S> Then you can address both of the above points by sending a short email to your boss saying that you urgently need to discuss the project because you think the supplied data is inadequate. <S> Append the bullet points of facts and suspicions*, hit send, and go talk to the boss as soon as possible <S> (don't wait for an email response). <S> *The one thing that certainly does not belong on the list of facts and suspicions is "Andy made a mistake". <S> It doesn't belong there because it's irrelevant to the resolution of the issue. <A> Have you talked to Andy? <S> You never mentioned his response/thoughts/comments. <S> If you haven't, you should. <S> You may get good information, and you also avoid the appearance of throwing him under the bus. <S> First ... don't wait. <S> If there is significant risk to the success of the project, it needs to be made known immediately. <S> Seriously .. this should be the first thing you do the next time you are at work. <S> Do not delay. <S> Sitting on bad news is a career-limiting behavior. <S> Second <S> ... follow the chain of command. <S> Tell your supervisor or the project manager, or both. <S> Be explicit and direct. <S> Third ... <S> In this case, the fact is that the data provided is limited, and your conclusion is that this lessens the likelihood of project success. <S> Be prepared to explain why you have reached that conclusion as others may disagree. <S> Fourth ... don't assign blame, name names, or analyze the previous process. <S> The likelihood that you know everything is small. <S> Don't ask questions in any kind of pejorative or judgmental way. <S> Keep your opinions and characterizations of the deal and those who made the deal to yourself. <S> Watch your tone of voice and demeanor .. <S> you want calm and rational. <S> Fifth ... if you know solution options, bring them up. <S> If you don't, note as much and indicate that you will find solutions but thought this necessary to bring up ASAP. <S> Finally ... create a record that you brought this up in case things go sideways. <S> Summarize the discussion in an email to yourself. <S> If you were given any direction, you can send an email confirmation including the background. <S> Or put a note in your calendar about the meeting and outcomes. <S> Good luck.
| What you can do is tell Andy in advance the news that you are telling the boss, so that you can give Andy the time to prepare. Just state the fact and your conclusions.
|
Does the company call me in a Skype interview or should I call them? I'm having a phone interview in a little bit and I'm unsure: Does the company call me in a Skype interview or should I call them? Is there a convention in that sense? Unfortunately, no agreement was made, and it was more like "We'll speak then". (It's for an internship and a relatively relaxed matter). Since Skype is free either way, it is more like a matter of 'Do I seem uninterested if I don't call them'? <Q> I'd say it's a pretty rare case that a company would request that you initiate an interview call with a company <S> : you call them, they have to locate the person who interviews you. <S> Said person has to fire up your resume and cover letter on their screen plus whatever software they use to take notes - all this while you are waiting at the other end of the line. <S> And what if your interviewer were stuck in an unscheduled meeting or at an interview whose time allocation was being exceeded while you are calling? <S> And what if your scheduled interviewer got sick and the receptionist doesn't know who is the substitute who is supposed to interview you? <S> It's going to get messy. <S> If the interviewer initiates the call, the interviewer obviously gets their logistics and their act together including going to the restroom beforehand before they call you. <S> And the company is a lot less likely to look like the Keystone Kops. <S> If I were them, they'd much rather call you while you are frazzled than you calling them while THEY are frazzled :) As @DanNeely says, it doesn't hurt to email and confirm but my expectation is that the interviewer initiates the call. <A> Just Ask them. <S> Reply to the email <S> /etc suggesting a skype interview and ask who they want to initiate the call. <A> Usually they will call you and it's up to you to answer on time and be there promptly. <S> It's also time to demonstrate your communication skills by having excellent phone etiquette. <S> You will be judged by what you say regardless of how casual they appear to be. <A> The thing about Skype is that it supports several modalities for communication. <S> Send a friendly reminder/confirmation of the appointment. <S> 5-10 <S> min prior, check user's presence. <S> If not Green (Available), send another polite reminder. <S> At the time of appointment, two-way chat should be occurring. <S> It does not matter much at this point who initiates the voice or video call. <S> We often had many-to-one interviews in this fashion, so we would wait until all of our parties were present and ready before initiating a call. <A> Having done a series of Skype interviews lately, I'd always add the candidate on Skype between 15 to 0 minutes before the interview. <S> Sometimes I was even late and still attempted to have the interview. <S> From my point of view the interviewer has to take initiative. <S> I also had a few occasions where I simply was unable to attend the interview due to an emergency. <S> I'd inform HR and they would reschedule and apologize on my behalf. <S> What I do advice is to: send a message on Skype at the appointed time saying you're available always make a backup phone number available in case Skype or internet is misbehaving for one of the parties. <S> Also in this case, they should call you.
| I used to support HR doing Skype interviews, and our established practice was this: Up to 24 hours in advance, locate the user ID and connect (share contact info) on Skype. If the interviewee called first, it was no big deal.
|
At what point is it unacceptable for a company to not have anyone in a human resources role? I work for a small company that is part of a closely-related group of small companies that are owned by the same handful of people. Between these 3-4 companies, there are maybe a total of 20-30 people. We all work in the same building (although that wasn't always the case), and most within the same suite of that building. I am one of about 5 employees who recently moved from a different office to this primary one, and there is some behavior here that I find to be at least unprofessional, and potentially grounds for legal action. There is specifically one person who is the worst offender, but when that person starts acting in this manner, others (including superiors) may chime in and condone, if not support, the comments and behavior. As a small company, we have no real Human Resources department, or even a single HR employee. We have a part-time accountant that handles payroll, benefits, and things like that, but this person's role is not handling workplace issues such as this. Because I feel that some of these offensive attitudes and culture make their way up into management (although admittedly at a smaller level than with the one primary offender), I am not necessarily comfortable expressing my feelings with them, for fear of it reflecting negatively on me. Am I right to be somewhat bothered by the fact that a company of 20-30 people (despite the multiple company names) does not have a Human Resources employee who's job it would be to handle situations like this? Or is that really just part of working somewhere with fewer than, say, 100 employees? When does it go from being an optional, nice-to-have position to an absolute necessity? (obviously I know there isn't some hard-and-fast rule or specific number). I've worked for this company for a few years now, generally enjoy it and get along well with most of my co-workers, but this recent experience in the new office has kind of soured me on the whole situation. I am not looking for answers that suggest that I leave because management seems to accept this behavior. I, myself, am/was not so offended that I feel the need to leave. However, I certainly see how someone else could be, and it sparked my curiosity as to the acceptability of not having anyone in a Human Resources role. <Q> It's always unacceptable for nobody to be doing HR. <S> But if there's no person who is dedicated to that role, then the CEO/founder/boss is your HR person. <S> In the end, they're the one who is accountable for the behavior of their employees. <S> If they can't listen to your concerns in an objective, professional manner then you're doomed anyways. <A> At what point is it unacceptable for a company to not have anyone in a human resources role? <S> "Unacceptable" is for the company (CEO, owners, etc) to decide. <S> But absent an HR person, you still need to find someone else you can confide in, to express whatever confidential concerns you might have, and see if any action is taken or not. <S> In small companies, that might be your manager, or someone else in authority. <S> Perhaps an office manager, or C-level executive or such. <S> Check around. <S> Ask friends and co-workers. <S> There is almost always someone to talk to - even if they don't carry the term "HR" in their title. <A> Maintain a log of all of the things that have offended you and objectively describe how other employees encourage the behavior. <S> Build up enough ammo and take it to your CEO/boss/owner/etc... <S> I am not sure if you have a direct supervisor <S> but if you do then you should try bringing it up with that person first. <S> If your supervisor is taking part in these shenanigans then you simply have to go over-their-head and bring it up with the big boys. <S> Do remember though, this has the potential to negatively affect your work environment because it won't be too difficult for other people to realize that the new guy showed up and now there is a complaint. <S> If you can find other people that may have been offended as well then try to rope them into it because you will have a stronger case if the boss sees that the behavior can potentially affect their bottom-line exponentially. <S> You've been there a few years, this should be reason enough to listen to your concerns because finding another one of you takes time and money. <S> Wesley Long said it best in his comment "The role of HR is to protect the company's interests, not the employees."
| There is no number or timeline at which it is absolutely necessary to have HR, if ever.
|
Is doing two part-time internships and studying simultaneously ethical? I am a student currently in the last year of my degree course. So this year many internship opportunities approached me via my college. I had applied for many internship programs last semester and went ahead with company A, which I thought was the best. It is a part-time intership which spans 10 months, so I’m midway in it this semester. Now another well known company B where I had applied before, has approached my college and they has offered a part-time internship. They have shortlisted 2 students on merit basis and I am one of them. Now, my college wants me to do that internship too, as they want to have a good relationship with company B. My college says that I can manage both internships, as they are part-time i.e. they require me to work only two days a week. I can guarantee that as an individual, I will do my best at both the places, irrespective of the fact that I am doing two internships at a time. But my question is whether this is ethical. Neither in the contract of Company A nor B, is there a clause regarding this. Edit Thank You for such reasonable answers and comments.Sorry but I cannot select one as the best as each of them is equally informative. :-) I have decided to work really hard and go for both the internships, but at first I will inform both Company A and B about it.And I will also ask my college to help me get both. FYI : These internships are not a part of my course, so no grades involved. It's not a question of doing something for the benefit of the college. It's just hard to decide. I have this oppurtunity, and if I decline then maybe Company B won't come next year in my college. Then it's some other student's loss ( because of ME...!). Also it would be great, if I have 2 work experiences in my pocket. It won't hurt my course, cause as it is I go 4 days a week to Company A out of excitement. As both are part-time, now I'll go to company A and B 2 days each. The best part is that both of them have stipends. :-P Edit 2 I got them both...! :-D <Q> I don't see any possible ethical concern. <S> Both companies want to retain your services only part of the week, and you note that you will be able to balance the load. <S> Both companies obviously know that you will be doing something else on the days you are not working for them. <S> They won't care whether you will be studying, loafing or working another internship. <S> There might be an issue if both employers are direct competitors, but even then, they will likely not care in the case of a lowly intern (sorry!). <S> Compare the case of someone who works part-time jobs in different restaurants on different days of the week. <S> If you really want to be sure, you can raise the point with your potential employers. <S> I would not expect them to have an issue or rescind your offer just for asking. <S> The "worst" they might do would be to condition their offer on your declining the other opportunity. <S> But I would say that an employer who insists on your exclusive service but only employs you part-time is an employer to avoid. <A> This depends on what requirements the two companies have put on the internship. <S> Some companies expect that you are getting college credit, others have no such requirement. <S> Others expect that you will be a half time or full time student in addition to your internship. <S> Working 32 hours on internships doesn't leave much time for school. <S> These types of requirements are not unusual. <S> They usually also require a specific grade point average, and a number of credits completed prior to the internship. <S> The two companies will need to be approached, and you might want the college to help with this. <S> Their insistence that you try to do both is adding to the pressure of the situation. <S> Also keep in mind that the second company may drop you from consideration once to approach them with your dilemma. <S> They might actually be upset with the college if they pick you, then you have to refuse becasue <S> you can't accept two college coordinated internships. <A> Unless the companies in question make not participating in a competitor's company a prerequisite, there is no issue here, and you are not obliged legally or ethically to disclose anything about one company to the other - its incumbent upon them to disclose these issues to you. <S> Any employer knows that if they aren't taking up your full work day, you will seek employment to fill your remaining time. <S> Don't talk yourself out of an opportunity! <S> A lot of first time employees (interns or actual employees) sabotage themselves because of misplaced priorities and unrealistic expectations. <S> Your specific goal coming out of college should be to build a portfolio of work experience that will benefit you in the long term. <A> I would check with the legal departments of both companies. <S> Even if you don't think you signed something like that, it is probably better to get their legal department to agree in writing that you may take the other job, just to prevent any unpleasantness in the future.
| Therefore, select multiple internships if they are within the parameters of your (realistic) career goals. I don't think there is much in terms of an ethical issue here, but there may be some legal repercussions depending on what types of non compete agreements you may have already signed or will have to sign (which I suppose creates ethical issues in that you should fulfill obligations that you willingly agree to).
|
To complete tasks at work I have to ignore new email, yet still reference old email to get the task done I'm having a time management issue. To complete my technical work, I find it helpful to close my email tab. This gives me quiet time to get work done without feeling compelled to look at my inbox and deal with interrupts. Unfortunately my job role has changed such that I have to reference information sent to me in email. I used to be driven entirely by a ticketing system. For example getting server IPs or reviewing updated requirements sent as an email. This means I have to have my email open and searchable to find information. How can I manage this conflict? Is there a general strategy? Are there specific tools, plugins, software or settings that might help? I am open to both technical and psychological solutions. <Q> Start getting into a Zero Inbox habit. <S> Things that need to be saved for future reference go into a folder other than the inbox. <S> Shut off any auto notifications. <S> Open the reference folder during down times and not the inbox. <S> I think a better habit is getting those emails messages out of your email system completely and into Evernote or some other information management system. <S> They usually have better search tools. <A> Use an email client, such as Outlook. <S> Set it to send/receive only when you request it. <S> Now you can open the app to look at emails, without getting new ones. <S> When you get requirements, IP addresses, etc, paste them into a document that you keep on your machine and can read at will. <A> I would say copy content away from your email or open messages as new tabs away from the inbox. <S> I would recommend against stopping new emails coming in or notifying you automatically. <S> Because that's when you start polling for them. <S> This is known as operant conditioning with intermittent reinforcement, which will turn the send and receive button into a compulsion. <S> If you do want to turn off emails do it for short periods and don't poll.
| Alternatively, stop using your email as a place to find things.
|
Boss IMs my private email account at work My boss sent me an email today asking me to keep my IM chat open while I'm at work. My boss supervises me from another city, so I understand why the request was made. This way, my boss can quickly communicate with me without having to call or send an email. The problem is that the IM system is my private email, and I don't want my contacts to know that I'm online. They will waste time sending me messages when I don't have time/am uninterested in responding. Also, there are certain people in my contact list that I don't ever want to talk to again, and I don't want them to know that I'm online. For these reasons, I haven't used my IM chatbox in years. How do I explain to my boss that I don't want to use my private IM system? I considered changing my IM name, but my boss already knows what my current IM name is, and I feel like it would be awkward to explain that I have a past history with stalkers and that I'm panicked about using IM now. <Q> That should be easy. <S> Give him your new account name to chat with you while you are at work. <A> I see three choices here: <S> You can explain to your manager that if he wants the ability to IM you, your employer will have to set up their own IM accounts. <S> It is probably not appropriate for your employer to expect you to use your own personal resources for your job. <S> If you don't care about that and/or don't want to have that conversation: <S> Simply set up a new IM account. <S> Then send an email to your boss telling him that you've changed your IM screenname, and give him the new screen name. <S> There's no need to tell him why. <S> If he asks, the explanation in nvoigt's answer is a good one, or you can simply tell him that you wanted a new screen name. <S> You certainly don't need to explain anything involving a past history with stalkers. <S> If this problem is not currently interfering with your job, then it is absolutely none of his business. <S> If you want to keep your old account, most IM systems have features that allow you to hide the fact that you're online and also have features that block certain users from interacting with you or seeing if you're online. <S> If you don't want to hear from some of these people ever again, simply block them. <S> Then you can set your status to "away" while your at work, and tell your boss to ignore the "away" setting during the work day. <A> EDIT: <S> djohnson has already mentioned what I've said below about the away status <S> but I'll say it anyways to re-iterate. <S> If you don't want to set up a new account, you could set your status to being 'Away' and write "At the office" in your personal message so your friends know not to bother you during that time. <S> Also explain to your boss that he can still message you whilst you're on Away status <S> and you'll specifically let him know if you're going to actually be away from your messenger, in a meeting for example. <S> Also, why do you have people on your list that you don't want to talk to anymore? <S> You should remove these people from your list so they're not an issue for you.
| Open up a new account to use at work and tell your boss that having your private account open at work reduces your productivity because of the private messages that your friends are sending to your personal account.
|
What is the precise definition of working independently? I am software developer. I have heard a lot of managers say that one of the virtues they seek in a good engineer is "Independent execution of tasks". Assuming that there is a mature definition of this virtue, considering the fact that so many managers keep telling this, What exactly is the meaning of this? What aspects of a job do they seek independence in? Is it the code development they are talking about?Is it the complete project management that they expect the engineer/developer to do?Is it the business decision too that they expect the engineer to take? Or is there something else or more to it. Would like to have some clarity on this. <Q> I think this goes hand-in-hand with the "motivated self-starter" and "shows initiative" that show up on job descriptions on the job boards out there. <S> My feeling on this, is that the managers want an employee they can trust. <S> Someone they don't have to babysit and gets their job done. <S> Someone who can be assigned tasks and gets them done on time and on budget. <S> As to how they spot this? <S> That depends on when they look for it I guess. <S> If this is after the employee has been hired, then I can see management watching the new hire to see if they're going to pan out. <S> During the interview? <S> That's someone with more skills than I have. <A> Typically Independent execution of tasks is fairly narrow in scope. <S> This doesn't mean you should run off an your own projects without consulting the business or just run off and do whatever you think is best at the moment. <S> Instead what this typically means is when you're assigned a task(s) <S> you take ownership and don't require constant assistance or supervision to complete that task(s). <S> More or less, once I assign something to you with sufficient details to accomplish it no further involvement is needed. <S> In addition I need to be able to trust you to be reliable in delivering at the expected quality or better, on time, and within budget. <S> (For short, they want someone who will do what their asked to do reliably without needing constant supervision) <A> An "independent" worker usually means someone who doesn't need to be led by the hand every step of the way- <S> Someone who can handle some troubleshooting on their own. <S> It's not a good sign if the rest of the team spends more time helping you than the other way around, with the exception of ramping you up... <S> To put it bluntly, they don't want a liability. <A>
| I think the phrase "independent work" refers to problems we face alone, and work we do ourselves without the help of any other person.
|
Is it appropriate for my manager to give me an expensive item for free? My manager showed me a (relatively) new smartphone. I estimate it to be 1-2 years old. It's used, and he said it was a company phone that has been replaced. He asked if I want it, because my own phone is (kinda) old and this would be an improvement. It was a company phone but if I accept it it will be mine. I may be paranoid, but is there anything that should concern me about this? We're generally in very good terms, although only in the office. <Q> There's nothing to be concerned about. <S> For a valuable item, ask for a short memo on company letterhead signed by your manager indicating that it was given to you and that the company relinquishes all interest in it. <S> This will be useful if the company doesn't remove the phone from its property records and comes after you later or your mobile carrier notices you've switched to a device formerly owned by another customer. <A> Little known caveat in the US: If the item becomes your personal property than it's actually taxable income and technically it must show up on your W2 and tax return. <S> For a small-ish item, that's a royal pain in terms of paperwork <S> so it's easier if the phone remains company property and <S> you return it once you leave or once it becomes obsolete and/or broken. <S> One of my former employers stopped giving away stuff because the IRS came down on them pretty hard. <S> There was no funny business going on: it was really just very small things and old junk. <S> You can truthfully declare it to have $0 value when you the company is about to trash stuff (e.g. non-sellable prototypes, parts that are not used anymore, etc.). <S> However the associated paperwork and effort record-keeping was cost prohibitive. <A> If it's given to you by your manager, it should be no problem. <S> Just remember that it is company property and you'll have to return it if or when you leave the company. <S> The item may be expensive, but a two year old company phone that has been replaced by a newer phone has effectively no value for the company, and from the company's point of view, keeping an employee happy at effectively zero cost (if the phone wasn't in your pocket, it would be in your manager's desk and never used) <S> is excellent use of company resources.
| Companies giving old property to employees saves them the costs of disposing of it and keeps it out of the landfill for a bit longer.
|
How do I renegotiate my salary after I have been hired How do I write a renegotiation letter, after I have been hired for the job. I realize that I will be doing two full time positions not one. I was told in the interview what my position would be, also I was told that I would help out another employee with her load. After helping out I realize that I am doing 2 full time positions, when helping my co worker, because she has a lot to do. How do I handle this matter? <Q> There is no such thing as a 'renegotiation letter'. <S> You accepted a job at a compensation. <S> If you are discontented, you can tell your manager that you are discontented. <S> If you are valuable, your manager will negotiate. <S> If not so much, the message will be, more or less, 'don't let the door hit you on the way through.' <S> If you are not paid by the hour, your job is to show up and do what needs to be done, whether it's in the form of your own unique assignment or helping someone else. <S> If you are paid by the hour, well, more work is more hours. <A> If your are paid by the hour, or your over time is paid, working more hours will automatically increase your salary. <S> If this is not the case, you simply get paid a certain amount to do your job. <S> Normally this would mean that your workload is such that you have to spend around 40 hours on the job. <S> If you have to spend significantly more time than that, you have to choose if you are willing to do that (although I believe structural overtime is not effective). <S> Your employer will however probably not compensate you for the extra time. <A> Look at your job description - are you doing things not listed in your responsibilities and duties? <S> Now - everyone does do some stuff not in their job description from time to time - but if you're really taking enough load of your co-worker to be working "two full-time positions" then talk to your HR and ask them to verify what your job is; ask them to update your job description; and then ask them for a raise commensurate to your additional responsibilities. <S> Or, ask for another hire to take extra work. <S> However, it is just likely that you won't get very far with this - a lot of companies are understaffed - <S> that's just the nature of business. <S> If they see two people getting the work of three people done, they won't see the point in hiring another - the work is getting done. <S> In which case, you have to demonstrate that work is not getting done - clearly showing that it is because there is more work than can be handled when you are already flat out. <S> Finally, if none of this results in less work load or higher pay, start looking elsewhere.
| Renegotiating your salary now will be quite hard, although you could try and make your case with your boss.
|
Invoice for services as a contract employee I recently graduated from graduate school and am currently working in a firm under a contract with a staffing agency. Technically, I would be considered a contract employee under the staffing agency but my 'supervisor" would be my immediate manager at the client site. I was told to provide a weekly invoice for services provided. This is my first, formal job out of graduate school and I am not sure how such a document is typically done. How is such a document prepared and what I should include in it besides the obvious rate information? <Q> How is such a document prepared and what I should include in it besides the obvious rate information? <S> This is something typically handled by the staffing agency (at least in my part of the world). <S> Talk with your boss at the agency. <S> I'm sure they'll tell you how to satisfy the requirement from the contracted company. <S> Most likely they handle this all the time. <S> Where I work, our contractors send me a weekly timesheet for approval. <S> It includes the hours worked each day, the contracted rate, and the total amount. <S> The contractor provides the hours, but the staffing agency actually sends the invoice. <A> Most employees whether they are going through a staffing agency or they are a permanent employee do not know how much the end customer is being billed for their time. <S> In your case the staffing agency may be adding a hourly fee on top of what you think you make. <S> They also may be setting aside money for any benefits you get, though mot staffing agencies give very little in the way of benefits. <S> You will be able to provide work hours, and a description of your tasks, but are unlikely to be told the final billing rate. <S> If they were not the one that requested this invoice, they may also want a copy so that they know your work details. <S> It is not unusual in a contracting situation that you have to provide a "time card" in multiple formats. <S> In one situation I needed to provide 3: one for the customer, one for the prime contractor, and one for my employer who was a sub contractor. <A> This sounds a bit unusual. <S> What is usual is for you to provide some record of the work you did each week, such as a short report, a timesheet or similar. <S> Writing an invoice usually only makes sense if you are self-employed and paid by the hour. <S> If you have a regular employment contract with the staffing agency, there's nothing for you to bill - you get your pay every month according to your contract. <S> Since this is a slightly unusual request, just ask whoever told you to write an invoice. <S> Ask what exactly should be in the invoice, who it should go to, and whether they have some sort of template. <S> It's unlikely you are the first to ask; others before you probably had the same questions when they started.
| You need to contact the staffing company regarding the format of the invoice.
|
Submitting resumes and taking interviews when only half considering leaving current position I work in a position I am fairly happy with and am also reasonably happy with the location and pay, but I have this inkling I might be happier somewhere (physically) else and get paid more (including cost of living changes). It would take a fairly large amount to get me to leave where I am now, but I would like to take interviews for four reasons, 1. Gain experience with interviews -- I have only ever really had one (for my current position), 2. See what I am worth in the market ( I work embedded software and the market is (almost always) hot) 3. See what other companies are out there 4. Get free trips to other parts of the country. I am fine using vacation to take these interviews. Is it disingenuous to apply to jobs in this situation? What should I say to interviewers? Do I owe my current boss an explanation (we are on very good terms)? <Q> I've known people that will go on interviews solely to stay current on their interview skills/see what skills companies are looking for. <S> These people would rarely consider leaving their current job, therefore they are wasting other companies' time in this way. <S> Is it disingenuous? <S> I would only say that if the company asks this person if s/he is interested in leaving. <S> I personally don't think it's disingenuous per se, mainly because there could always be an "offer he can't refuse". <S> Additionally, if you feel underpaid, a proven way to get a raise is to come to your boss with an offer of more money. <S> Obviously, the only way to get this offer is to interview with other companies. <S> I've done this personally in the past. <S> To answer your questions more directly: Do I owe my boss an explanation? <S> No, this is a business relationship. <S> When you find better pastures, if you are not under contract, you are free to sever your relationship and look elsewhere. <S> When loyalty/feelings get involved in business, there's a much higher risk of being shorted (personal experience!). <S> What should I say to my interviewers? <S> The truth. <S> Tell them you are interested in the company and would like to see if you are capable of working for their company. <S> And an interview would help you get to know the company and its expectations. <S> It's also fair to say you are happy at your job currently, but you never want to leave other potentially better opportunities ignored. <A> Is it disingenuous to apply to jobs in this situation? <S> Are you being honest with your interviewers? <S> Are you telling them that this is just "interview practice, to see what you are worth, to see other companies, to get free trips"? <S> If not, that seems to be the definition of disingenuous (at least to me). <S> Disingenuous (adjective): <S> lacking in frankness, candor, or sincerity <S> (source: http://dictionary.reference.com/browse/disingenuous ) <S> What should I say to interviewers? <S> That depends on how honest you wish to be. <S> If you wanted to be honest, you'd at least indicate in your initial conversations before the interview that you "have this inkling [you] <S> might be happier somewhere (physically) else and get payed more (including cost of living changes). <S> It would take a fairly large amount to get [you] to leave where [you are] now". <S> If you don't wish to be very honest, then you don't have to say anything regarding your motivations, other than something like "I'm looking for career advancement that I can't get in my current company". <S> Do I owe my current boss an explanation (we are on very good terms)? <S> It's general considered acceptable not to notify your current employer about your job search until you are ready to resign your current job. <A> That's a bit murky. <S> Companies spend a lot of time and money to interview you, so it's not really fair to have them do this when you have absolute no intention to take a job. <S> The best thing would be to be up front and set proper expectations. <S> For example you can say "I'm pretty happy where I am <S> and it would take a significantly better opportunity for me to consider a change" during a phone screen or initial e-mail contact. <S> Than the company knows that you will be hard to land <S> and they can make a an informed call whether they want to go ahead with an interview anyway or not. <S> This being said, interviewing is pretty much the only accurate way of figuring out your market value. <S> Many companies compare salaries through external clearing houses, which doesn't strike me as particularly ethical either and is clearly something a regular employee can't do. <S> So personally I would say one "market value" check interview every one or two years seems justifiable.
| Even better would be to let prospective employers know your real motivations for interviews.
|
How can I reduce communication gaps with a colleague who has different working style? I am working as a Tech Lead for a team. We have a Architect who has joined in our team recently. Some how I have noticed his working style, communication style is different. Because of this most of the times we are unable to see each other points, perspectives. This is happening more frequently and causing some troubles to working together. Below is one incident I have recently come across. We had a meeting on requirements with business analyst team. I have noted down my notes, questions . He also did the same. After the meeting I have sent my notes and questions to him to merge and publish. I got reply immediately by saying that all my points are not valid or not in valid format. And he published only his notes. After I read carefully, I figured out that most of my notes are covered in his notes. But he has written and presented in different format. Then I noticed that some of them are missed. So I have reformatted as much I can and send those back to him to publish. Then again I have got mail immediately saying that "I am not able to follow your mail" and then he set up meeting. After having 15 mins discussion we understand each other and came on same page. The above is one of the incident. But these kind of things are happening more frequently. It is always hard to understand each other and hard to be on same page. It takes some good amount of effort on both of us to make our selves on same page. With the stringent dead lines it is not always possible to setup meetings. How can we understand better and make our selves same page always? <Q> Maybe I'm missing something, but it sounds like you're communicating fairly well. <S> When you're in a meeting where a lot of complex information is being conveyed, it's not uncommon for different people to walk away with different ideas and perspectives on what was decided. <S> That's why it's important to follow up and ensure that your understanding meshes with the understanding of the other key people in the room. <S> You're doing this <S> and it seems to be working. <S> The back-and-forth nature of the process may be frustrating, but it's important that you reach a consensus eventually <S> and you're getting there. <S> The problem will probably get better rather than worse. <S> Hang in there <S> , don't take it personally, and be glad that you are able to come to a mutual understanding. <A> A few thoughts come to mind.... <S> You said he joined the team recently. <S> Could these be temporary issues of adjusting to each others' style? <S> Work to gain insight into why he did things his way and understand the though process a bit. <S> How about 5 minutes of face time before and/or after meetings, setting clear objectives and next steps? <S> Ask colleagues what you can do to improve your communication with the architect, regardless of who you would like to blame. <A> I got reply immediately by saying that all my points are not valid or not in valid format. <S> And he published only his notes. <S> After I read carefully, I figured out that most of my notes are covered in his notes. <S> This sounds like a miscommunication between you and your colleague. <S> I suggest that at the end of the meeting or very soon after, compare the notes that you took and what he wrote, paying particular attention to any duplications or omissions as you wrote in your question. <S> It would be in your interest to have the the agreement in written form such as email. <S> This is to protect yourself as well as ensure common understanding of expectations.
| Try to come to a agreement on the format the notes should be in prior to having the notes being merged. Over time, you will get more familiar with his communications style and vice versa.
|
Negotiating the use of speech recognition at work I am applying for summer internships as a software engineer intern (the typical duration is around three months) in the USA. I need to use speech recognition for medical reason: I have some temporary issues with my right wrist, which makes the use of the keyboard painful. I have at least one year of recovery in front of me, perhaps several. It does not affect my productivity by all means, I'm actually more efficient with it, but many companies use open-offices (vs. private offices). When using speech recognition, I don't have to talk very loud (~ 60 dB): when working in the same room with friends, some of my friends don't care, some do. I can therefore work in an open-office but the people close to me should be OK with me speaking to the microphone frequently (or otherwise be assigned to some smaller room with no or few colleagues that are OK with me). When should I bring up that I need to use speech recognition in the recruitment process? On my application, during the interviews, after I have the acceptance notification, or after accepting the offer? And how can I approach this tactfully? I fear that asking to use of speech recognition at work before I get the acceptance notification might lower my chances to be accepted. But at the same time informing them that I need to use speech recognition after accepting the offer might annoy them. <Q> Firstly, I recommend obtaining paperwork from a doctor that specifies your problem. <S> This will be a useful item to have, and be able to offer prospective employment, as it confirms your disability from a neutral source. <S> Many online application forms now have a box that says something along the lines of "Do you have any disabilities we should know about? <S> This will not affect your application but will be used to put in place any facilities required for the interview". <S> If your application has such a question, this is a good place to bring it up. <S> If not, I would bring it up before a job offer is extended. <S> In many countries, an employer cannot refuse to employ you because of a disability. <S> However, this does not mean it doesn't happen unofficially, so your fear of annoying them is perfectly understandable. <S> With this in mind, there are several reasons to bring it up before hand in my opinion: <S> It's a legitimate difficulty you experience day-to-day, and naturally being able to function in a way that is comfortable for you daily is important in any role. <S> You want to know before you start work that your work environment is accommodating - you don't want to turn up to blank stares on the first day. <S> It gives the employers a heads up about your working style. <S> For instance, if they know you're going to be sat in an office of co-workers who require absolute silence, they may decide it's not a good fit, but they'll appreciate your honesty in allowing them to make that call. <S> It allows them to prepare and consider how they might accommodate you. <S> Worst case scenario: they decide they don't want to accommodate you, and remove you from the shortlist for the position. <S> Are these people you actually want to work for long term? <S> Short term, the satisfaction of getting a job is good, but it's important to find somewhere <S> you're going to be comfortable and fit in, and you don't want to end up doing a job-hunt all over again a few months down the line because your office isn't receptive to your concerns. <A> Never give an employer a reason to prematurely decide to not hire you when said reason is completely irrelevant to your abilities to perform and/or said reason is a protected bit of info that they aren't allowed to discriminate on. <S> The latter is particularly important as if you tell them PRIOR to an offer, there is little to no recourse as it's easier for them to simply come up with other reasons to not hire you. <S> As such, this is something I'd bring up after you accept the job offer. <S> But that's just my general rule of thumb. <S> You do have to play things a bit by ear and based on the people you are interacting with, get an idea of when it'd be the best time to bring it up. <S> But definitely wait until there is a very clear interest in them extending an offer to you. <A> I am not offering legal advice, but I believe you are (if in the U.S.) covered under the Americans with Disabilities Act. <S> That being said, coming in with a practical solution in-hand will go a long way towards smoothing the waters. <S> My background is in closed captioning, and there are some who use "re-voicing" and voice recognition for this. <S> A lot of realtime closed caption writers are also court reporters (same technologies in use). <S> Those who use voice recognition for this use a device called a Steno Mask. <S> http://talktech.com/stenomask-sylencer/ <S> It is specifically designed for enabling speech recognition in noisy environments. <S> I've not worked with them directly, though. <S> If you don't mind looking like Bane from Batman, they supposedly work very well. <A> Your hunch is correct. <S> As I understand it, it's typical to bring up required accommodations for a disability when you've been extended an offer and you're in the negotiation phase. <S> At that point the organisation has expressed clear interest in hiring you <S> and it's the ideal moment to discuss practical issues concerning the offer. <S> It's possible for more visible impairments to be discussed earlier in the process, though most employers will be hesitant to bring the issue up themselves out of a mistaken interpretation of the Americans with Disabilities <S> Act (ADA). <S> The misunderstanding is that employers generally are allowed to ask about issues that enjoy anti-discrimination protection, the issues just can't be taken into account when making a decision on your hire . <S> Organisations of more than 15 people are required by ADA to provide reasonable accommodations for employees with disabilities that do not prevent them from performing their core job functions. <A> If the concern is you distracting other people -- which is a legitimate issue -- you might want to investigate mask microphones, which address exactly that problem. <S> (The opposite of headphones, sort of.)
| You may require paperwork documenting your need for a particular accommodation.
|
I'm a slow learner, how can I speed up? A bit of background: I'm in the software industry. 90% of the stuff I'm working on is/was completely new when I started in August 2014. I need to make the same mistake two or three times before I can really learn from it. When I repeat a mistake, my manager usually lets me know ("we've discussed this before"). They're usually not 'serious' mistakes, just careless. I'm proactive and I'm eager to do stuff, but since many of these things feel new to me I feel a bit left behind. Some questions: From your experience, do these kind of issues affect negatively my performance review? Even if the above answer is 'no', this is affecting me personally because it annoys me. If the mistake is pointed out at me, or someone makes a suggestion about how to something better (e.g. changing something from manual to automated, basic stuff), I feel like screaming "why didn't I think of this?". How can I avoid these feelings? Any ways of improving my learning speed? <Q> From your experience, do these kind of issues affect negatively my performance review? <S> Absolutely. <S> How can I avoid these feelings? <S> Why would you want to? <S> I mean, feeling upset that you missed something obvious or you made a mistake is how you're supposed to feel. <S> That should provide motivation to do better in the future. <S> To avoid feeling like you're not good, then you should do better. <S> I mean, it seems obvious, but you should focus on solving the problem, not the symptom. <S> Any ways of improving my learning speed? <S> Maybe. <S> I am personally skeptical that you're going to make measurable strides in your ability to learn and retain skill. <S> But... <S> They're usually not 'serious' mistakes, just careless. <S> Are you sure that learning is your problem? <S> If you're continually making stupid little mistakes, that's not a learning problem, that's a working problem. <S> Being better at learning might be hard, but being better at working is easier in relation. <S> Changing up the process that you use for the work, having someone double check things, cutting out distractions... there are a number of different approaches that I've seen work, though what will work for you is unknown. <A> From your experience, do these kind of issues affect negatively my performance review? <S> Yes. <S> Those are exactly the kinds of things that lead to negative reviews. <S> However, it's how you handle it and the progress you make towards correcting them that leads to positive reviews. <S> If the mistake is pointed out at me, or someone makes a suggestion about how to something better (e.g. changing something from manual to automated, basic stuff), I feel like screaming "why didn't I think of this?". <S> How can I avoid these feelings? <S> We all experience times of self criticism / head banging. <S> Instead of focusing on or even trying to avoid those the only solution I'm aware of is to just keep moving forward. <S> By saying you "started in August 2014 <S> " I'm guessing you mean that you started programming professionally then. <S> Honestly, you are likely to continue having those "Why didn't I think of this? <S> " moments daily for at least the next few years. <S> Don't sweat it. <S> The people you work with have them too whether they admit it or not. <S> I've been in this since the stone age and <S> I still have them . <S> You know you're making progress when you start looking back at your own work and curse the id10t that wrote it. <S> This might help: <S> http://thecodelesscode.com/case/116 <S> Any ways of improving my learning speed? <S> Maybe. <S> Also, I create checklists when I can't remember all of the steps involved. <S> For example: Check that it compiles Use Chrome to view source. <S> Is the rendered source expected? <S> Does the screen work like it should? <S> Check it in. <S> .... <S> The main thing here is to start developing habits for the various things you need to do in a day. <A> I need to make the same mistake two or three times before I can really learn from it. <S> When I repeat a mistake, my manager usually lets me know ("we've discussed this before"). <S> They're usually not 'serious' mistakes, just careless. <S> That is, your work process is not helping you. <S> In addition, you admit they are careless. <S> In other words, you could have easily avoided this, but you didn't ... twice, and now three times. <S> do these kind of issues affect negatively my performance review? <S> Put yourself in your manager's shoes. <S> You have an employee who keeps repeating the same silly mistakes (this is your description); now it has come time to evaluate their performance. <S> How would you rate the employee? <S> Ask yourself the following: <S> Are you documenting these mistakes (and corrective actions)? <S> Are you changing your process to catch these mistakes? <S> (for example, updating the test scripts). <S> Are you suggesting any changes? <S> Are you checking your work? <S> All these show initiative to improve, which can go a long way towards a positive review. <A> Most of your question has already been addressed, so I'll address this last question of yours: Any ways of improving my learning speed? <S> Use Anki . <S> This single program has changed my life. <S> Thanks to Anki I can recall information that I otherwise never would be able to recall. <S> This goes doubly so for coding techniques, Linux commands, and the like which is import to remember quickly even though the situations in which you need it arises seldomly . <S> The below is copied from my answer on programmers. <S> SE : <S> I put the most useful information that I come across in an Anki deck. <S> Every morning I spend 5-10 minutes going over the material. <S> Just this week, for instance, Anki asked me this question which I had not had to deal with for some time: PHP: What must be done after a foreach on a referenced array? <S> I didn't remember if the answer was unset($value) or reset($value) , so that kept me sharp. <S> Sure enough, this very morning I had to use that in code. <S> I keep some snippets of information regarding AWS, PHP, Bash and other technologies that I use in there. <S> At the very least, Anki keeps the info fresh in my mind or easy to find if I forget.
| There are people who say that this sort of thing can be improved with mental exercise, or better study/practice techniques. If you are making the same mistake two or three times - this is not a sign of a learning problem, this is a sign of a working problem. I write just about everything down, that helps me remember.
|
Resigning during Interim between contracts I work on a series of 3 month contracts for Big Corp.. Each contract has had the same terms as the original contract had (pay, vacation, etc.) and each has been renewed for the last 27 months without a gap in my work. My most recent contract expired December 31st. I had asked for a raise on the next contract on November 3rd and the raise (smaller than I had asked for, but acceptable) has been verbally accepted but it still has not been approved by the higher ups- this is a very bureaucratic company, and my immediate manager's manager did not request approval for the raise until December 19, which is causing most of this problem. This large delay is caused by the contract terms changing- several executives need to approve it. I have been unemployed since Jan. 1st and I have used this time to seek other positions. I have a third interview later today with Small Corp., and I intend to accept an offer if it is made. Big Corp. is not prepared for me to leave- they are contractually obligated to two customers for projects I have begun and none of the other current employees have the necessary skills to complete them, so they would need to bring in someone new to complete these projects. I am now only interested in returning to Big Corp. if: I do not receive an offer from Small Corp., in which case I would still be searching for another job while working for Big Corp. Big Corp. offers me the raise I had originally requested- my immediate manager told me he believes I would not be offered any contract at all if I pressed the issue and I believe him, so I will not ask for this unless I have another offer in hand. I joined the company as an intern over two years ago, and my skills have grown greatly since then. Company policy does not generally allow for as large of a percentage raise as I am requesting. I had previously said I was interested in returning to Big Corp. after the hiatus, but it was implied that this hiatus would be under two weeks. I enjoyed working with my immediate peers and do not want to sour my relationship with them, but I am also struggling financially and would like to begin working as soon as is possible. Under these circumstances, would it be unprofessional to not offer 2 weeks notice to Big Corp., and leave them in a bind, so I could immediately begin working for Small Corp.? Although I work on contract and am currently unemployed , I fit into the company culture with regular employees and my peers fully expect me to return. I believe the upper management has mistreated me and has created this situation, but I do not want to cause hardship for my peers. I would also like to maintain the good professional and personal relationships I have developed with my peers. <Q> would it be unprofessional to not offer 2 weeks <S> No. <S> No. <S> No. <S> No. <S> No. <S> Not sure yet? <S> No. <S> They have decided not to pay you. <S> You are unemployed. <S> You owe them NOTHING. <S> Not two weeks, not two minutes. <S> You are very fortunate to be close to an alternative employment offer. <S> Companies can usually get away with unfair practices because in almost all cases, they hold the upper hand over an individual who needs to work, now, to pay rent and put food on the table. <S> BigCorp has chosen not to keep you around -- there is no clearer message that it does not care about you at all . <A> Under these circumstances, would it be unprofessional to not offer 2 weeks notice to Big Corp., and leave them in a bind, so I could immediately begin working for Small Corp.? <S> If I understand you correctly, you are not employed by Big Corp. <S> Nor do you have a contract indicating that you are starting work with them on a particular date. <S> There is no resignation here. <S> Thus, there is no requirement to give notice, and nothing unprofessional in starting to work with Small Corp today. <S> (Although it would be a courtesy to tell Big Corp you are now off the market). <S> If Big Corp wanted to have you obligated to them, they would either have you on the payroll or would have given you an offer to return that you subsequently accepted. <S> When I (and I believe most companies) retain contractors, I fully expect them to be setting up their next gig before the current contract ends. <S> If I want to keep the contractor around longer, I ask if we can extend their contract. <S> If I don't extend them, I always expect anyone good will attempt to find another job (and usually succeed) - not sit around hoping that I will bring them back eventually. <A> There is nothing unprofessional. <S> The situation as you described is quite symmetrical: they do not have any obligations to renew your contract, and you do not have any obligations to accept their offer. <S> In fact I'd be very surprised to receive a two week termination notice from somebody who is formally not with a company. <S> You may verbally warn your immediate manager; however from what you said I think it would not make any difference. <S> Similarly, do not expect that the abandoned project may affect the Big Corp's decision - you noticed already that the decisions there are made by the bureaucracy. <S> I bet your soon-to-be-former coworkers would understand your decision perfectly fine; yes they may expect you to return, but it is your career, not theirs.
| You should absolutely continue to pursue the other job, and take it if you get it.
|
Selling software (Service, not acquisition) to my own employer I'm a software developer, and like most I work on side projects in my personal time. In theory, one of these may one day be relevant to my own company (especially since I'm more likely to get a good idea based on my own experience). This got me to thinking, what if I one day had a project which I was starting to sell, which I felt was a good fit to my company: could I sell to my own company, or would that be a conflict of interest? Note that this is assuming that I'm contractually allowed to work with other companies (or have permission from my current company to have other jobs) and that the software is not competing with my own company in any way. Eg Consider it the equivalent of selling my own version of Microsoft Word to a company which made games. There is no conflict of interest <Q> If it's a good fit for your company, there are many, many, cases in which your management will think that it was poor form for you to build it for yourself instead of for your employer. <S> However, at a higher level, what you need here is ongoing communication with your immediate boss. <S> Abstract 'étiquette' is far less important here than the views of your immediate management. <S> If you are starting a new job and own significant personal IP assets, you would be wise to disclose this and clarify, at the outset, your ownership. <S> Make sure that you aren't being asked to sign an agreement that might allow your new employer to claim an interest. <S> I also think you are underestimating the ability of some people to overreach. <S> Lots of companies do internal development of tools that are not immediately related to the product they sell. <S> If your employer's view, or worse, your employment agreement, says that work you do that is 'relevant' belongs to them, those ideas are much more 'relevant' to the level of ensuing nastiness than your ideas. <S> So best to explore them before they have a chance to bite. <A> It creates a relationship that is too close. <S> You will get asked, during your day job, to address issues with your software. <S> Now you are working on your side project during your work day. <S> It's a slippery slope that is best left alone. <S> The company I work for explicitly forbids this BTW. <A> Assuming that the company doesn't try to take ownership of all your code, it is likely that the company will not be willing to pay you for the product. <S> They want to be able to evaluate the purchase of a product or a service as an arms-length transaction. <S> If an employee personally benefits from the transaction there is a risk that the transaction may take place even when there are better or cheaper alternatives. <S> In the future they may have a conflict regarding the product that will spoil your working relationship. <S> The worst scenario would be if you were involved in deciding how much to spend on the product/service. <S> But even having people you know involved in the transaction decision would not be good. <S> They also prohibit vendors from being related to or involved with employees just to avoid these issues. <S> If you were going to be able to do this you would have to disclose everything to the company before submitting a bid.
| Eventually, the company could feel this product is theirs since you, as their employee, have worked on it. Generally speaking this is a bad idea. Many companies strictly prohibit employees from also being vendors or subcontractors.
|
How to handle coworker who breaks my Do Not Disturb signal (opens my closed office door) I rarely close my office door, but when I do, it is usually for a reason (I am busy or stressed or need to focus, and closed off environment helps me do just that). There is a coworker who consistently (2nd time so far) completely ignores what I thought was a universal sign for do not disturb (my closed door) and either knocks on it to wave "Hello", or just plain opens it and starts talking BS and chit chat asking me what I am doing/working on. To add insult to injury later he props it open with a door stopper and continues on chit chatting... I suppose I am (have been) willing to allow this to happen rather than saying "Ya know, kind sir, I am in the middle of something, let me get back to you later", but not really as it bugged me enough to write this post. Perhaps next time I can find a way to deal with it better than come here to effectively complain. Being an extra nice person (to my detriment) I ... allowed it to happen so far. Not sure why or what I was thinking, but I much prefer that if my door is opened by someone else, that it is my direct boss or any higher boss, or that it is a production emergency, or building is on fire but alarm didn't go off. There are of course also levels of DND signal. I can be in "omg totally do not bother me" mode, where I will forcefully eject unwelcome intruders into my office quite forcefully, if I have to, but I can be more so in "I want some peace and quiet with no specific burning reason", to where some interruption may be more tolerable, but still undesirable. I do have a lock on my door that I have not used so far. The coworker in question is Japanese, so maybe there are some culture differences, but I am located in United States. How do I deal with this while being business-appropriate? I want my closed door to mean "do not disturb me, period, unless something is on fire, or you are my direct boss (whom I'll forgive such interruption)". If I am wrong to expect such privacy, please let me know as well. <Q> A closed door can mean different things for different people/cultures. <S> This should avoid misunderstandings and will also greatly improve your argument <S> should someone still not respect your wish. <A> I feel like communication is key in all work places. <S> Just tell them to please not bother you when your door is closed. <S> People don't tend to read minds or know what you think is appropriate without telling them explicitly. <S> If they don't respect your request, then they are the ones being unprofessional. <A> You say that the offender is Japanese which leads me to suspect that a cultural misunderstanding may be at play here, especially if he is an expat who has just recently emigrated to the United States. <S> I can testify to this possibility as an ethnic East Asian myself. <S> Privacy and respect for individual space tends to be a Western concept that non - Westerners may be unfamiliar with. <S> Japanese culture is very collective, and relationships are more important. <S> Your coworker may see his socializing actions as harmless, even expected, consistent with his own cultural biases. <S> Check this site for more information. <S> Even so, your coworker not respecting your boundaries is indeed unprofessional. <S> Suppose I am (have been) willing to allow this to happen <S> This is the problem. <S> He will not know that this behavior bothers you unless you make it known to him. <S> I suggest you discuss with him what this signs means and <S> what you wish to happen when you have this sign up on your door. <S> If this does not stop his intrusions, discuss with your manager as one of your manager's responsibilities is to remove impediments interfering with you getting your work done.
| Consider attaching an actual sign to your door saying "please do not disturb unless the building is on fire" (a little humor can't hurt) rather than relying on people reading your mind.
|
How to avoid aspects of workplace culture that are dealbreakers for me but minor to others? I have a specific situation but I think maybe it can be generalized to many types of situations. The other day, I visited a friend from college (we work in the same field) at his office. It is an open plan, casual office with ping pong tables, lots of people on laptops, and casual dress. I was also surprised that there were pet dogs hanging around the office. I learned later from my friend that people are allowed to bring in their dogs every day if they want as one of the "perks" of the job. I didn't say anything to my friend, but I don't really like dogs and am mildly afraid of them when they jump on me or lick me. If I interviewed with a company and found out they had this policy, I would not take the job. And if people at my current job started bringing in dogs, I would look for a new job. Note that it isn't a medical issue for me, so I think some people would consider this attitude silly or even crazy. I don't have a problem with service dogs and don't want people to think I'm a crazy dog hater. My question has two parts:When interviewing for a job, how to indicate that something (which might be normal or positive for others) is a dealbreaker for me without seeming obsessed or petty?When already in a job, how to prevent such changes to the workplace? <Q> For the interview part of your question, I'll expand on theplastictoy's answer : at the end of the interview, ask to look around the office. <S> This has multiple advantages, even beyond looking for dogs, leashes or dog toys: you can check out whether it's an open office, or whether you have private offices or cubicles, you can check unobtrusively what kind of equipment your peers-to-be have, you can see whether there are suspiciously few Dilbert cartoons or pictures of kids around (which may indicate a humor-deficient management), what the dress code is, whether you will be comfortable with the noise level, and so forth. <S> (This list also gives you plenty of reasons to give for why you'd like to see the office if they ask, without having to state explicitly that you have a problem with dogs, which you may or may not want to mention - <S> as you say, people could misunderstand you if you ask explicitly about the dog policy.) <S> Most potential employers should readily assent to a short tour of the office. <S> If a potential employer does not allow this, I'd see this as a red flag (and ask for a reason), which is a valuable piece of information all by itself. <S> In this case, you can still ask about any specific things you need to know, like the dog policy. <S> So, what to do if a previously dog-free environment suddenly allows dogs to come in? <S> Failing this, you will need to communicate. <S> There may well be others that do not appreciate dogs, so maybe you could get a separate non-dog section of the office. <S> Or the other way around: maybe dogs could be brought to the office but must stay within a certain area (it may make sense to simply place all the dog people together - as long as the dogs get along). <A> Let's start with the second one. <S> If something changes in a workplace culture and it's causing you pain in some way, you should definitely let your co-workers know about it. <S> In companies with more transparency between people, this should be pretty easy to do, in other ones talk to your manager. <S> However, be prepared to find somewhere else if your opinion is not respected. <S> The first one is trickier, as you can't possibly know everything about the company during interviews. <S> This will give you some info on how your future colleagues work together. <A> You want a piece of information. <S> "What's the policy on pets?" So you ask for it. <S> You don't have to say why you're asking, you're just curious. <S> Say that they reply, 'we permit dogs. <S> Why do you ask?' <S> So, why wouldn't you reply, 'because I don't feel comfortable with free-range dogs.' <S> You're not going to take the job in that case, so why not be honest? <S> For an existing job, unless your feelings on canines achieve an ADA level (and you are in the US), there is precisely nothing you can do if your employer does not solicit input. <A> I guarantee you companies with these sorts of perks have thought long and hard about their impact on people who do not enjoy dogs. <S> Look at SparkFun's dog policy for a good example. <S> Dog owners are highly motivated to follow the rules in order to keep the perk. <S> If you're still not convinced, ask to speak to someone who feels as you do. <S> If that still doesn't convince you, just move on. <S> No sense working somewhere <S> you would feel uncomfortable.
| In the best of all possible worlds, management should be aware that not everybody likes dogs and should ask for people's opinions before allowing this. If you have the chance, ask to have a look at the office (or at least some part of it) after an interview. Just be up front about it and ask about their policies. Ideally you'll be able to find a balance that's ok for everyone. If you're worried it will make you look petty, wait to bring it up until an offer is extended.
|
How to state in the cover letter that I left a job for a reason After graduating I worked in my home country for one year to gain experience. Then I wanted to improve my English, so I went to Ireland for a 6 month internship. I didn't enjoy it there, so I didn't accept a long-term contract with that company. I found another position, full time, in Amsterdam. After 8 months, my father passed away and I wanted to be closer to my mom, so I left that job and came back to my native country. I started to work with a local agency that sends students abroad, just to keep my mind trained and my CV (resume) updated. It has been one year and I would like to continue my career abroad again, because there are very few opportunities in my native country. My CV was rejected by several perspective employers. I asked for feedback almost every time, but only received two answers. They said almost the same thing - "We want someone that can stay with us." I translate that as: I changed jobs several times too quickly (also because now I would be leaving my current job to go somewhere else). I think it's really important to state on the cover letter the reason of my last change. If I hadn't had that tragedy I would still be there working in Amsterdam. But I don't know if you can present some "personal issues" that influenced your career in your cover letter. I don't want to look desperate or like I'm trying to use a tragedy to influence the recruiter. Would it be proper to say in the cover letter something like "Unfortunately for a personal reason I had to leave my last job etc..."? Is it appropriate to write such information in a cover letter? If so, how is such information normally presented. <Q> I think it's really important to state on the cover letter the reason of my last change. <S> If I hadn't had that tragedy I would still be there working in Amsterdam. <S> But I don't know if you can present some "personal issues" that influenced your career in your cover letter. <S> I don't want to look desperate or like I'm trying to use a tragedy to influence the recruiter. <S> Would it be proper to say in the cover letter something like "Unfortunately for a personal reason I had to leave my last job etc..."? <S> First of all, I'm so sorry for your loss. <S> While career is important, family is far more important. <S> Looking at your situation from a prospective employer's view, it's not hard to see how they could be wary. <S> Your employment history is 1 year, 6 months, 8 months, and 1 year (with the local agency). <S> Unfortunately, you have no history of staying at a job for any significant period of time. <S> The bad news is that it might take some time to overcome this history. <S> The good news is that it only takes one good job (where you stay for a long time) to do so. <S> I don't seen any value in bringing up "personal issues" in a cover letter. <S> I don't think that would reassure any prospective employers, and it might bring up concerns about what the "personal issue" was, and if it still lingers. <S> I think your best course would be to indicate in your cover letter that you are seeking a company where you can build a long-term career. <S> That signals to employers that your short-term stays are over. <S> During interviews, you will almost certainly be asked why you left jobs so early. <S> This will be your opportunity to explain. <S> Make sure you think your responses through. <S> You don't want to come across as flighty, and you do want to project an attitude of "those were unfortunate and I really want this time to be different". <S> Even though you are ready to resume your career, make sure you are careful selecting your next job. <S> You don't want to rush into something that will not last - that would just confirm the prior pattern. <A> I am an American of Vietnamese ancestry <S> and I was crazy about my late mom <S> - she was none too crazy about me, though :) <S> so I can easily relate to the fact that you had to drop whatever you are doing to take care of your mom. <S> Nobody in their right mind should hold it against you that you had to be with your mom in her hour of need. <S> It is obvious that if you don't explicitly put your action into context for the benefit of your prospective employers, they are filling in the blanks with just about the worst interpretation for your action, and you definitely want to preempt this. <S> It's an issue that you can very easily take care of, so take care of it. <S> Side note: in your cover letter, make sure to mention the good that you are looking forward to doing for a prospective employer and make sure that the good that you want to do for your prospective employer is compelling to them. <S> Cover letters, like interviews, are about the future. <S> They are about the past and the present only in the sense that they indicate that you have the willpower, the skills and the experience to make the future happen. <S> Good luck to you. <A> Simply put, the purpose of writing a cover letter is a short introduction of yourself and what you can do to improve the Company that you want to apply by presenting your desired position and interview availability. <S> If you present your abilities first to your prospective employer, then they will tackle your issues such as personal reasons, and will possibly exhaust ways in order to have you stay with them if you are qualified, though in the end it will be your final say. <S> Hope this helps.
| I suggest that you explicitly state in your cover letter the reason why you had to interrupt your tenure at your last job.
|
Should I talk with my boss about my recent underperformance? When I was first hired, I was a model employee. I'm a smart guy, and I can work my ass off. I worked the extra time to make up for conversations I had, and I would often come in on nights. I never browsed the internet, and I rarely looked at my phone. I got a lot done, and as someone who had just entered the workforce, I was getting more done than half the team. Fast forward a few years. I'm a lot less insecure - my self worth is not based as much in academia and work anymore. I got a raise recently (amidst my underperformance). I'm lazy, and I'm on my phone and computer talking to people all the time and browsing sites like Reddit. Part of my problem is that I'm given a lot more responsibility such as my own projects now (we have a small team). I can program if given a task, but when given something to design, I always want to make it perfect and never violate any principles, and I get nowhere . The long and short of it is that over the past 6 months or so my performance has gone from excellent to below average. I feel like Wally. I'm getting away with doing almost nothing. I'm a very moral person, so this bothers me. It does not make me happy to have this performance level. Should I talk to my boss about this? He's a very understanding person, and used to be team lead (and sort of still is) until he was promoted recently due to various events. He still acts like I'm awesome for the most part, so maybe he still thinks I am, but he's also the kind of guy to compliment you a lot. <Q> I wouldn't talk to him about your under performance, but I would have a conversation about your strengths and weaknesses. <S> I empathize with your design challenges. <S> Every time I design an object oriented system, I end up with an abstract class named Universe that I could derive the periodic table from ;) <S> I am however, really good at integration, expanding on something that's already designed, and finding root cause for really hairy problems. <S> My manager knows this and gives me projects that work with my strengths. <S> It's difficult to be motivated when your projects require you to work mostly in the areas outside of your strengths. <S> We all have some things we need to do that aren't our favorite tasks, but if you spend all of your time there doing the stuff that doesn't come easily, it is easy to get demoralized. <S> You should spend some time there so you can grow your skills, but you need a balance so that you can accomplish some things to keep you engaged. <S> Before you have that conversation, spend some time thinking about what your strengths are and how they fit into the team. <S> Is there someone around that is great at designing a system and less great at implementing it? <S> You said you like to make things perfect... would it make sense for you to do a maintenance sweep on the code base? <S> Make sure you show up with some ideas, and not just a truckload of slacker's guilt. <S> I'm fairly certain that it's not as bad as you feel it is, otherwise your management would be coming to talk to you and not the other way around. <S> You still care enough to feel guilty about it. <A> To me, it simply looks like you've got bored to death with your job. <S> You already proved you can do what's expected from you now and now it's done <S> you don't have the energy to repeat yourself . <S> The good news is it's a sign of intellectual strength - you're just not a code monkey and you can deliver only when the job represents a challenge to you. <S> So go ahead and talk with your boss, but not about your underperformance . <S> Rather about the fact that you performed really well with your current level of assignments, and that your boss could use this ability to a higher level. <S> Your sense of guiltiness may not come from your underperformance but from your inability to take a bold move and say : <S> Okay, I've been doing this and now I don't want to anymore because it doesn't challenge/excite/move/interest me anymore. <S> It's also possible that you don't have any room for evolution in this particular company, in which case you should leave. <S> It's also possible that you don't want to do something radically different, you just don't feel like working in that team or on that project or in that company anymore. <S> Perhaps it's the neighbourhood, the color of the walls, perhaps it's something else; anyway your feelings of boredom and guiltiness are telling you that you don't want to keep on those tracks anymore. <S> Do you see yourself stuck in that situation, having to do something that doesn't bring you any fun by now, and does not challenge your intellect anymore to the point that you're just bored to death about it, afraid to talk about your boredom with your boss, until you retire? <S> If not, it might indeed be time to make a change. <A> I think the bottom-line to insecurity about recent underperformance is you need to start showing him results. <S> Revisit <S> your performance targets, if none or some of these are time-bound or season-bound, then deliver those asap. <S> In the meantime, be proactive in meetings and volunteer to co-lead or take lead on additional work that gets discussed in staff meetings. <S> I would not advise you <S> engage him before you have anything to show because you might be highlighting the obvious and the idea that you're a drag may then stick around <S> and you'd want to prevent this. <S> Do this asap rather than later. <S> Whatever happens, focusing on delivering more and on your performance will help your case even if your boss leaves the company because surely the new boss will assess his team and you don't want to be the last item on his list. <A> I wouldn't worry if I were you. <S> You underperformance will catch up with you, your boss will lay down the law and you will have to react, except that you most probably won't have a lot of time to react. <S> It doesn't matter whether you clean up your act or they get rid of you. <S> Either way, the issue of your nonperformance takes care of itself and it goes away. <S> "... but when given something to design, I always want to make it perfect and never violate any principles, and I get nowhere" <S> - That's an interesting statement because if you were working for me, I'd treat you not getting anything done as you violating every single principle. <S> Spending a lot of time and not getting anything done - even I could do that <S> and I could do that regardless of what task is assigned to me. <S> Given that the issue is highly sensitive (to you) and that the outcome of the discussion could turn negatively (for you), what have done to prepare for such a meeting?
| If however, the issue is you lack skills to outperform, then by all means you need to seek help outside on your own and also from the company (as much as they're willing to invest resources in you at this time). No one stops you from discussing your performance with your boss.
|
Do you skip resignation announcement if you are advised to do so? I am quite on a predicament here. So I resign on my current job. My immediate supervisor asked me if I plan to announce it with my workmates. At the time I was nervous and very careful with my words, so I said I haven't figured what to do about it yet and that I planned just to send email as a courtesy to those whom I worked with. My supervisor said that if I am unsure, I shouldn't do it. Also he told me that it is best that I should not mention it so that I will not demotivate the team. I left my job because I am not fit for it and I find it not suitable for the skills that I have. I've been wondering what he meant by the comment. Is it unprofessional if I leave unannounced as advised? I am starting to believe this is just the of culture in the workplace. I am trying my best not to burn bridges. Though I am more inclined to let everyone know. <Q> Is it unprofessional if I leave unannounced as advised? <S> Yes, generally. <S> Personally, I would tell some of the people on your team anyways. <S> They need to know you're leaving so that they can plan with that in mind. <S> The wider company does not need to know. <S> And once your last day comes (or perhaps the day before), then send out the email thanking everyone for their help. <A> In the end of the day your manager doesn't want a mass email/announcement going out <S> as if enough of those go out then it will lower morale. <S> Imagine if every week someone shouted out "I'm leaving" everyone would think they were on a sinking ship. <S> However, you still have to say goodbye to the people who would start saying "where's X? <S> " <S> Both out of respect to them and yourself. <S> Your manager will know this, in the end of the day he would be the one being asked! <S> So mention it to the people in your office or take a few people out for a pub lunch or invite them out for a leaving do, either way, tell the people you want to tell and give them your professional reason in the most positive way. <S> Basically your manager will be happy if you get across the message <S> " I'm leaving <S> but you don't have to! " <S> And that comes across a lot better from you <S> then it ever could from him. <S> If you think he will have any kind of problem with you telling co-workers your leaving, then you could send him a polite email (an email can be better to get a concise message across in delicate situations) saying that you don't want people wondering where you have gone and him getting asked awkward questions (basically explain you have morale in mind too) <S> this way you don't burn any bridges :) <S> (If your supervisor still had a problem with you after taking all this care to leave gracefully, then frankly I wouldn't worry about that particular bridge being burnt) <A> It depends on how close a bond you share with your colleagues , also on how long you have been there . <S> If you have been since the company started , and if there are people you daily communicate with then <S> yes ...do let them know . <S> If there are a selected few , who do care about your presence then you can take them out to an outing on weekend and then break the news to them . <S> Else there's always the old faithful email which can save you the trouble of saying it out loud . <S> Choice is yours :) <A> Announcement is a really loaded world. <S> You, probably, should just send a simple " Good bye " e-mail, that is sent on your last day in the office and just to your direct contacts at the company and serves the following three purposes: <S> Let others know that you no longer perform functions that they were used to and provide name(s) and contact information for your "replacement(s)". <S> Thank them for whatever you are grateful for. <S> Let them know how to contact you should they want/need to in the future by providing your private e-mail address or any other way to reach you. <S> Keep it nice and short. <S> Do not discuss your reasons for leaving or where you are headed to (if you already landed another position). <S> This is not an exit interview - you're just saying Good bye . <S> If you present it this way, I do not believe your supervisor will have any reasons for disapproval.
| Leaving unannounced gives the impression you were fired, which while not burning bridges, causes your coworkers to view you negatively (though it might cause your boss to be viewed more positively). In a corporate world announcements usually apply to senior management only and issued by hire-ups of the departing manager. An email can't lower morale more than your desk being empty without explanation.
|
How do I turn down an offer, if I have already signed an agreement? I got a job offer from company A, thus I have tendered my 2 months resignation notice to my current company. I still have one more month to go till I join the new company. But today I have received my long awaited scholarship offer to a masters program. There seems to be a small problem. This scholarship is only for unemployed and full time masters student. I really want to grab this golden opportunity. Sadly I have sign an agreement with company A and stated that I would join them on early this March. How do I tell them that I can't join them? Would my name be black listed? Or do I not have any choice but to throw away my master's program and join the new company? I'm really looking for experience, personal views and suggestions. <Q> Lay the cards down on the table. <S> Tell company A that your personal circumstances have changed and that you have received a scholarship which has made your joining a Master's program possible, and that Masters' program is a lifetime opportunity. <S> Ask if you can postpone your entry into company A for the duration of the Master's program. <S> You may not get a "yes" answer <S> but if you don't ask, you don't get. <S> And even though you are entering the Master's program, you want to send Company A a message that you still want to join them - just not now, and they may well respond positively to your show of good will. <S> They may send you packing anyway <S> but if you don't try, you won't succeed. <S> My answer is based on the presumption that the laws of the country you work in i.e. Malaysia and your employment contract are not preventing you from going back to school and getting your Master's. <A> Honesty is the only door you are left with To renege a job offer is not appreciated as a good practice, however people may get stuck in unavoidable circumstances where they would not be able to take up the position they signed for. <S> The only way I see is to explain your situation honestly to your new employee and walk away. <S> Having said that, people may still react differently having their time and money being wasted through the interview process. <S> But most companies would not stop your prospects. <S> Leave a thank you note for helping you with the situation. <A> For many companies there are situations where leaves of absence are not unusual. <S> While you have not started with them yet you do have some options becasue you are not rejecting them to join another company. <S> Time is important. <S> You have three paths in front of you, and two peoples future also depends on your decision. <S> Your options: Accept the scholarship/Master program. <S> The company may allow you to delay your starting date. <S> But even if they do delay your start date they will want to find somebody to fill your role. <S> Of course if that new person also has a multi-month notice period your slot may be open for a while. <S> Accept the job. <S> That may allow a student to be accepted from the wait list. <S> It may also allow them to offer the scholarship to somebody else. <S> Giving them notice quickly will allow them to fill those slots with the best remaining candidate. <S> Time is important becasue an unfilled slot has no value after the start date of the program. <S> Some schools will allow you to delay your start date by a year or term. <S> This may be acceptable to the company as well. <S> Accept a combination. <S> Is the requirement that you be unemployed only important for the scholarship, or is there a limit on the number of work hours for the maters program. <S> Can you work almost full time for the company and attend the masters program, but reject the scholarship? <S> I would start with the person who offered you the job. <S> See if they are flexible and then approach the school with the options.
| You may consider to have this conversation in person with your future employer. Either you will not be filling the job position, or you will not be accepting the scholarship/Masters program. You will have to notify the school and the scholarship board that you will not be accepting them.
|
Should I send a "goodbye" email to client's employees who I worked with? I am employed by a consulting company (let's call them Initech), and have been deputed to work for a client (call them Acme). I have been working out of Acme's office, almost since the time Initech hired me. I am the only Initech employee working for Acme (other Initech employees work for other companies). I have now resigned from Initech, and would be leaving them in about a week's time. At my previous jobs, I have sent a "goodbye" mail to my colleagues on the last day as a custom/etiquette (which I believe is quite prevalent anyway). This is, however, my first job as a consultant, and I am in a predicament. It doesn't feel right to "just pack your stuff and leave" without sending the goodbye email. There isn't anyone at Initech whom I could send this mail to, since the only people with whom I have had some interaction are my manager (whom I am going to thank separately anyway), and 3 guys who interviewed me (all of whom have already left Initech). All my work relationships on this job have been with Acme's employees. However, I am not sure if sending such emails to a client's employees is considered good etiquette. I don't want to bother my Initech manager with this question, he certainly wouldn't bother either way. <Q> Ask your manager i.e. the manager in the company that cuts your checks if it's OK to send a farewell note to the client's personnel and management. <S> I personally see nothing wrong and harmful with you doing it but your own management may want to deal with the issue of communicating to the client that you are departing themselves, in their own style and with the timing of their own choosing. <S> What if, for example, you had announced to the client that you are departing, and the client immediately calls your management to ask what happens next when your management is still struggling to decide as to whom to substitute for you? <S> I'd say, send your farewell note but coordinate with your own management first to make sure that they have their ducks lined up. <A> I have seen this done and no one has questioned it. <A> Yes, in my experience it is normal practice for consultants to send "goodbye" emails to the clients they have been working with. <S> As well as being courteous by letting them know you are leaving and wishing them well, it is also a good networking opportunity to inform/remind them of your contact details. <S> Whether you are moving to another consulting firm or a permanent position, it's always useful to allow colleagues to keep in touch.
| It should not be a problem to send an e-mail to your colleagues to let them know that you are moving on.
|
Submit internship application on the web and then also ask for referral? I am a graduate student and am interested in internships. I submitted a couple of applications two days ago, but found out today via LinkedIn that I have some friends who graduated last year, who work for those very companies. Given that I have submitted the applications for those companies already, would it be considered okay / ethical for me to ask them for a referral at those companies? I presume that would mean, they take my resume and then pass it on directly to the hiring team to evaluate it, right? If so, that would significantly boost my chances getting past those bots/AI programs which filter resumes via keywords before any of them reach a human. <Q> As a recently graduated graduate student, I can attest to the importance of internships. <S> Its much better for you to be referred by a trusted insider within your target company than it is to submit a resume / coverletter to the hiring manager as a complete unknown stranger. <S> You are competing for one position and depending on prestige, company etc, you could be a nameless face in a sea of applicants. <S> Think of it of this way <S> - what is there to distinguish you from your fellow competitors other than the information contained in your application materials? <S> Very little indeed. <S> Your friend is a current company employee whose character (presumably) management trusts and respects. <S> By having your friend vouch for you, you gain another voice on your behalf and this fact increases the chance of a successful interview offer from the company. <S> Having said all of the above, you have already submitted your application. <S> Henceforth, I advise against getting a referral. <S> Having a duplicate application makes you look sloppy and unorganized, a turnoff for most hiring managers. <S> Still, I would reach out to your buddies and ask whether they would be willing to serve as a reference in case the company asks for them during the hiring process. <S> The chances of them doing so is much less than for a full time position, but it can't hurt to be diligent in your preparations. <A> In the companies I have worked for there has been a bonus offered if an employee makes a recommendation and the person ends up accepting the position and work for a period of at least 6 months. <S> The key is that the bonus is only available if the resume has not already been in the system. <S> The goal of the program is to capture new resumes. <S> There doesn't seem to be any weight assigned to the resume because of the recommendation. <S> I have recommended people that never got an interview, and others that did get interviews. <S> The automatic filters were still used, and HR still narrowed down the number of candidates. <S> Now in smaller companies there are not as many automated systems. <S> They may use a 3rd party company to gather resumes, but will also accept them directly from employees. <S> In that case getting the resume from a employee can still be a very good thing. <S> There is no way to know if getting it from two source confuse the issue if they ow a finders fee to the recruiting company. <S> In the larger companies the employee when they make a recommendation fills out the info on an internal website, uploads a resume; and that creates a profile for the candidate. <S> The candidate is then sent an email inviting them to complete the profile, and then apply for one or more positions. <S> If the candidate already has a profile, the email is sent asking inviting them to apply but the employee doesn't get credit for the recommendation. <S> It is sometimes better to look for connections before applying. <A> If two candidates fit the same, the company should hire the one with a referral.
| Asking for the referral is in the best interest for both the candidate and the company, because: The company should hire the best fit for the position.
|
Mentioning minor disabilities in "equal opportunity" section Many larger companies have "equal opportunity" policies for employment and ask if you are Aboriginal, handicap, disabled (I've seen some include women in this list). I have been diagnosed with dyslexia by a psychiatrist and this technically is a learning disability, which is a sub class of disabilities. Should I be selecting the "disabled" option in applications? I'm a little embarrassed about it. At school I do get special accommodations for this. Obviously this is not apparent about me. Come to think of it, what exactly are they looking for when they ask about disabilities? Is that if a person is blind/deaf? In such a case wouldn't they be applying for particular positions anyways? This position would be in Canada. <Q> Should I be selecting the "disabled" option in applications? <S> I'm a little embarrassed about it. <S> At school I do get special accommodations for this. <S> If you anticipate asking for special accommodations during the application process (for example, if you are required to take a test that is usually written, but need it read to you), then you should indeed select "disabled" in the application. <S> This will set up the process with HR, and make it easier for you to formally ask for, and receive your necessary accommodations - either during the application process, or after being hired. <S> Come to think of it, what exactly are they looking for when they ask about disabilities? <S> If this is the US, they are mostly asking the question so that they can report the results to the EEOC (Equal Employment Opportunities Commission). <A> It would be helpful to know whether or not you are referring to positions in or outside of the US. <S> In the US, most companies are prohibited from asking if you have a disability or if you are disabled. <S> You may only be asked if you have the ability to perform specific job functions, with or without a reasonable accommodation. <S> Reasonable accommodation is defined on a case-by-case basis but there are no shortage of speech recognition, speech output, magnification, and word prediction options available for use if necessary in the interview process or post-hire. <S> Certain larger companies and federal contractors are covered under Section 503 of the Rehabilitation Act and are able to take affirmative steps to hire qualified individuals with disabilities so are permitted to collect data for that purpose. <S> However, my understanding is that data is typically only viewed in aggregate form. <S> They can't compel you to self identify and either way, this information won't be visible by interviewers or involved in a hiring decision. <A> My understanding is that in Canada it is to your benefit to disclose any disabilities which may effect your job performance. <S> What a former head of HR told me was that if you disclose and require accomodation you are legally protected but if you do not disclose and require accomodation, your company is under no obligation to provide it and can fire you for failing to fulfill your duties if you cannot manage without. <S> That's why I always disclose that I am colour blind in interviews. <S> 99.9% likely that it is a non-issue <S> but I would hate to get fired because I can't use some piece of badly designed software.
| If you anticipate asking for special accommodations for your dyslexia after being hired, then you should indeed select "disabled" in the application, and expand on that in the section that is usually provided for comments.
|
How to set up resume applying for 2 jobs at same company? I would like apply for two different positions at the same company, that I can easily cover. Let's say that I am a mechanic and in my current job, and previous jobs, I repair(ed) motorbikes and cars.They are looking for a guy that can fix motorbikes(A) and for a guy that can fix cars(B). I was thinking to write and mention on the resume A that I am good in repairing motorbikes, enhancing only my skills with motorbikes, and then writing the resume for the B position, enhancing only my skills with cars. At the end, if you look at two resumes you will have a guy that he's an expert with motorbikes (but didn't mention any cars), and on the other hand a guy expert with cars (but didn't mention any motorbike). Do you think the recruiters will think, looking at both resumes "is he working with motorbikes or cars?" and then would be lame? But I am working on both areas, so was thinking to enhance one on the first resume, and the other one on the second one. Ofc it's a job in finance, but make easier to understand (maybe :D) <Q> I'd use the same resume for both positions and go over my expertise in cars and motorcycles in the respective, targeted cover letters. <S> My cover letters follow the following format: Cover letter for motorcycles: About me: I am expert in both motorcycles and cars. <S> I have worked with cars and motorcycles and cars since 2005 and I have been an expert in motorcycles and cars since 2010. <S> I hold a mechanic's license for both motorcycles and cars About my technology stack: I can do this, this, and that wrt motorcycles. <S> I am especially good with brakes. <S> What I want to do for you: be a key member of your team in delivering top notch customer service from interacting effectively and courteously with incoming customers to fixing their motorcycles in optimum time and cost to efficient post-sales servicing of their motorcycles. <S> Note: I am applying for both the motorcycle and the car mechanic positions. <S> You may decide that you want someone who can do both. <S> Cover letter for cars: About me: I am expert in both motorcycles and cars. <S> I have worked with cars and motorcycles and cars since 2005 and I have been an expert in motorcycles and cars since 2010. <S> I hold a mechanic's license for both motorcycles and cars About my technology stack: I can do this, this, and that wrt cars. <S> I am especially strong at carburetors ... <S> What I want to do for you: be a key member of your team in delivering top notch customer service from interacting effectively and courteously with incoming customers to fixing their cars in optimum time and cost to efficient post-sales servicing of their cars. <S> Note: I am applying for both the motorcycle and the car mechanic positions. <S> You may decide that you want someone who can do both. <A> I like to think of your resume as an overall cover of what you are capable of and what you've learned; you don't know the skills unless they're listed in your resume and you don't have <S> x amount of work experience unless it's listed there. <S> You can mention specifications in the application itself (the email, application form or the chat itself) if you think only a subset is relevant but you always include your awesome resume that shows what you are really capable of. <S> You want to be able to send your resume to 100 companies and it should be relevant everywhere, <S> but of course every application is unique. <S> You wouldn't remove differentiation from your resume as a skill just because only integration was listed as a requirement for a job, but you can skip mentioning that knowledge in the application -- having more in your CV is better than not having enough, as long as it's well structured and not overwhelming. <A> You may not be able to use two resumes <S> /cover letters with some companies. <S> Even small companies of a few hundred employees may use a web package to handle applications and other electronic documents for the hiring process. <S> In every case I have experienced recently they have limited you to one resume, one cover letter, one transcript. <S> I have tested this in the past by verifying that the first position I applied to did see the new documents. <S> It is possible that the recruiter or hiring manager could have copied your first set of documents to their hard drive and will use that version for the rest of the process. <S> But you have no idea which job posting will be evaluated first. <S> They might not do so in the order you applied. <S> You will have to tailor the resume and cover letter to show that you have experience in both areas. <S> The alternative is to pick one position apply for it, wait until they hire you; if you are eliminated from the process then apply for the second one with the new documents. <S> This has risks because the 2nd one may be filled before you can submit your application. <S> In many companies the two positions may be evaluated by unrelated teams even if they would work one desk apart. <S> This mean that there is no way to know if any one person will see both applications, or even remember both applications unless they are either memorable or they read them very close together in time.
| If the next day you attempt to apply for another position and you use the same profile/account to apply for the second position your new resume/cover letter will replace the previous one.
|
How to negotiate a salary with a known pay scale with steps I have been offered a position via email that is covered by the US government General Schedule pay system. Basically, the system has 15 grades each of which has 10 steps and the salary of each grade and step is publicly available. Moving up grades is difficult (especially at the higher grades) while moving up steps is much easier, but there are predefined waiting periods for moving up steps. I was offered the position at step 1 of the advertised grade. This is the lowest possible salary they could have offered. Based on the minimum job requirements, the minimum waiting periods between steps, and the number of relevant years of experience I have, I think I can justify a starting salary at step 8 which is about 25% more than the initial offer. Realistically, I would accept a starting salary at step 5 which is about 13% more than the initial offer. Negotiation strategies that I have read about suggest making them make the first offer and then countering from there, but offering the lowest step on the scale doesn't seem like a reasonable first offer. How should salary negotiations for positions with a fixed pay scale be handled? <Q> I think I can justify a starting salary at step 8 which is about 25% more than the initial offer. <S> Realistically, I would accept a starting salary at step 5 which is about 13% more than the initial offer. <S> How should salary negotiations for positions with a fixed pay scale be handled? <S> Reply to the email <S> (in person if possible, by phone if not) that you are excited about the position, but need to discuss the offer package. <S> Indicate that you believe you should come in at Step 8, and talk about your justifications. <S> Since you are clear on what you are willing to accept, be ready to reject all offers below Step 5, and be ready to accept any offers at Step 5 or above. <S> In some contexts, the initial Level and Step are not negotiable. <S> If that's the case here, then you have already made your decision - you have indicated that you will not accept. <S> Thank them for the offer, indicate why it is too low, move on to the next job on your list, and don't look back. <A> I used to work for the government (USA). <S> There are very specific requirements for each grade. <S> There is no negotiating. <S> This is the reason I left union/government work (besides it being very boring) and is the sacrifice you make for having relative job security and good benefits. <S> If you are looking to make money, you will have to be in the private sector. <A> The position you are applying for is for a specific grade. <S> Your ability to move up a grade is very limited. <S> If you want a higher grade you will probably have to apply for a different position. <S> The supervisor for that advertised position may be the same or higher grade and they don't want to upset the system. <S> The steps are another matter. <S> The key is the waiting period between step increases : Advancement from... <S> Requires... <S> step 1 to step 2 52 weeks of creditable service in step 1step 2 to step 3 52 weeks of creditable service in step 2step 3 to step 4 52 weeks of creditable service in step 3step 4 to step 5 104 weeks of creditable service in step 4step 5 to step 6 104 weeks of creditable service in step 5step 6 to step 7 104 weeks of creditable service in step 6step 7 to step 8 156 weeks of creditable service in step 7step 8 to step 9 156 weeks of creditable service in step 8step 9 to step 10 156 weeks of creditable service in step 9 <S> Asking to start at Step 5 will mean two years until your next step; Step 8 will mean having to wait 3 years. <S> Expect when you apply that they will offer you step 1. <S> Which means that if you aren't happy with GradeX <S> / <S> Step1 then you need to apply for a position with the next Grade. <S> If you do get a promotion to the next grade they place you at the step that would at a minimum equal a double step at your old grade. <S> They might also have a agency policy to start new government employees at step 1. <S> Note: I know you linked to the same chart <S> but I wanted to make the answer clear.
| You could ask HR politely, but know that if they have many candidates they will be unwilling to negotiate. You could accept the advertised grade, and apply for a promotion when a higher grade position opens, but there can be minimum time in grade requirements.
|
How to encourage employees to keep their data up to date? I work for a large company which is beginning to make better use of the employee data held in Active Directory (e.g. contact information). Manually finding all of this information and updating it is a huge task. There is an employee portal which allows users to update their own information, which we've asked people to use, but few seem to. Are there any tried and proven methods which may help? Other thoughts we've had (though not yet put into practice): Hire temps / use work experience kids (alongside more interesting work so they get some value) to walk around our offices and manually update data (in a spreadsheet which we then validate for obvious issues, then upload via script). Use the info in Payroll & HR systems to update data (as we have a number of business units in different countries we have multiple systems for this, some internally hosted, some external and locked down, some just using excel; consolidating that info's a lot of effort even where we can access it). Office 365 email templates - we're moving to Office 365. If we use this feature employees will benefit from their AD data being up to date. However it's going to be a while before all Business Units (BUs) are on 365. http://blogs.technet.com/b/lystavlen/archive/2011/11/23/how-to-create-auto-signatures-centrally-in-office-365-exchange-online.aspx ) Name & Shame Reports - use scripts to identify obvious problems (missing data, old office addresses, disabled accounts listed as direct reports) to generate reports seen by all employees, then use peer pressure & gamification to do the rest. Alternatively, those who come up smelling of roses get free entry into a raffle (the carrot to the stick). Appraisals / Objectives - build reviews of AD info into the periodic appraisals process. Mechanical Turk - use people to help identify and resolve problems (for that info which we can make public / which can be found from online resources). <Q> I'd try to see the problem from the employee's perspective: what am I going to earn doing this? <S> Why should I do this? <S> It seems that keeping data updated is a 'nice to have' (assuming you didn't go medieval as JeffO mentioned!), <S> and we know that nice to have is a fancy name for <S> I'll never do it unless it's good for me . <S> So, what could happen if employees don't have data updated? <S> What's the objective on this initiative to get better data from employees? <S> Is it beneficial to the company only? <S> Is there anything good to the employees at all? <S> Some (often) times, it's just a matter of getting to the root of the request and understand the real benefits expected with this initiative. <S> In my company there's a similar scenario (with some specific data) and I know that this data is barely used (if used at all) <S> ... <S> so I just left for the 11th hour to update it ( <S> and I don't invest more than a few minutes on it, as I know it'll be mostly a waste of time). <S> Bottomline: <S> To sell this initiative to the employees, you must be quite sure it makes sense to you <S> and it's a valuable activity. <S> Otherwise, you won't be able to convince anyone (besides that guy that sits at the corner and had no projects in the last few months). <A> I find two scenarios where you get 100% compliance on data entry: 1) <S> Your salary/bonus is contingent on it. <S> Don't want to fill out an expense report, you don't get reimbursed. <S> 2) <S> Your supervisor gets a faulty report of some kind that he thinks is important enough for you to fix it or suffer the consequences. <S> When her supervisor wants it corrected, you get double threatened. <S> You could get Medieval and not process payroll checks for any accounts that don't match in both systems. <S> In reality, one system isn't contingent on another. <S> I just tried to setup a phone meeting with someone in our company who has the wrong number listed in our system. <S> He tried to change it, but claimed it didn't work. <S> I'm in no authoritative position to force a change. <S> He indicated that I'm not the first person to have this problem. <S> You'd think he'd correct it eventually and solve the problem of other people not being able to call him and having to send an email to get a correct number. <S> They say you catch more bears with honey than vinegar. <S> Throw a party for those with correct info if you feel that strongly about it. <S> Send them some nice little gift. <S> You really need to let them know why they need to take the time to do this. <S> Call people who don't do it. <S> You may find they are having a technical issue. <S> Then you can send some instructions for others having the same problem. <S> Again, what is the problem? <S> I hope it is not data correction for data's sake. <A> I'd recommend that you have one person in the company who can access and modify the data, and every six months you send an automatic email to everyone with the data you have stored about them, and ask to reply with anything they want corrected, or reply that everything is correct. <S> Resend the email weekly if you don't get a reply. <S> That's the most efficient method, because the actual work is done by someone who knows exactly what to do, and it is very little effort for each employee, and importantly it can be done immediately from within their email software.
| I think you should identify what problem you're trying to solve and ask everyone for their help.
|
Dramatically different salaries for two locations within same company - how do I negotiate? I have received summer internship offers for two locations within the same company. One offer is roughly 2.3x the salary of the other, but I would prefer to work with the people at the lower paying location. Personally I don't care about the money, but my parents are paying for a large fraction of my tuition and I know they certainly care about my summer earnings. How can I negotiate this effectively? In particular I would really appreciate advice on how to word the email to the internship coordinator (or perhaps a phone call is better?). Should I contact the HR people at both locations, or only the location that I want to work at? <Q> As a general principle, polite negotiation is OK. <S> Yes for intern salaries, as for almost anything else. <S> However, there can be a gap between the general principle and reality that only you can survey. <S> You can call up the person offering you the internship at the more desirable location and explain, politely, the situation. <S> No 'ordinary' person is going to have any problem hearing that, much as you would like to work with them, money is attractive. <S> You are asking a question, 'can you bridge this gap?' <S> You are not, if you take my advice, demanding more money or saying, 'I'll go there if I don't get more.' <S> The person on the other hand will understand the possibility well enough. <S> Possible outcomes: <S> You get some more money <S> You get an education as to why the disparity is what it is <S> You have a very unpleasant conversation, because the person you are talking to is not 'ordinary', and views you as presumptuous pond-scum for asking. <S> So, ask yourself -- do the conversations you've had tend to suggest that (3) is likely? <S> If not, have the conversation. <A> I would start with someone who knows something about both locations. <S> This is probably an HR person. <S> Ask if there are any different requirements between the two internships that may explain the discrepancy in salaries. <S> Local competition could be a big factor. <S> I don't know about other parts of the world, but in the US, I'm not sure the cost of living of the highest locations (New York, San Francisco) is 2-3 times higher than the lowest (some rural college town). <S> You'll have to decide based on their answer if you want to negotiate. <S> You may find that they will give a reason why the salaries are fixed in place, so there's no negotiating with interns. <A> Yes, I believe it is a cost of living issue (US vs. a location in Europe). <S> However, I'm an American student and have to pay for American tuition. <S> I believe my housing is either covered or significantly subsidized at both locations. <S> You should really have added this to the original question. <S> Given the above; there are multiple reasons that would make up for the difference; two that immediately jump to mind are: <S> Taxes. <S> The fact that you have to pay American tuition (whatever that means) has no bearing on what the company will offer you - unless of course, your internship terms include tuition reimbursement. <S> Consider what you are saying if you start negotiating on your stipend (its not really a salary) <S> - it can be perceived as someone there for the money rather than for experience; on-the-job training and a possible future career with the organization. <S> Not really the best of light. <S> Feel free to inquire as to why (after all, you are an intern and there to learn) there appears to you such a large difference - this might get you the best response. <S> One that tells you the reasons behind it, and more importantly insight into how multinationals work. <S> Worry about salary when you are offered a salaried position :) <A> You mention in your contents that one location is in the US and the other is in Europe. <S> Salaries are quite different between the US and Europe. <S> Assuming you are from the US, then paying you a US salary in Europe would be an expat arrangement. <S> This is typically a highly prized prized arrangement. <S> It is unlikely something they would do for an intern, especially if the European lovation is used as a way to reduce overall costs in the company. <S> Note that cost of living in central and eaten <S> Europe is lower than the US and good companies will offer their employees there a locally competitive salary. <S> In western Europe, you will generally get a much better benefits package with the lower salary than you would in the US. <S> You are probably seeing an offer for a locally competitive salary. <A> You can always negotiate, but arguments based on comparing apples to oranges are never valid negotiation arguments! <S> If you compare 2 locations on the 2 sides of one city, it makes sense. <S> If you compare 2 locations in 2 different countries, you're basically comparing apples to oranges. <S> There are hundreds of factors that contribute to different wages, from live costs to the availability and qualifications of the workforce. <S> Maybe that 2 filiae are doing completely other things, one only simple work, the other something that requires high skills? <S> Maybe one location is where life costs on average $1000 a month and the other where it costs only $100? <S> The fact you don't want to do that should make you aware that there are the factors in play that makes such difference reasonable. <S> Please note, that in payment negotiations you have, unless you're top class specialist, only a very limited place to play. <S> You can negotiate 10% more, maybe 20%, but twice as much is much beyond the negotiation margin in any company for the lower occupations, especially interns.
| The local regulations might differ and dictate what can be paid to interns; especially if its considered something other than an internship (for example, if its called vocational training due to regulations). If you want to earn more, and have choice, choose the location that pays more.
|
How do recruiters see multiple concurrent jobs (1 permanent, 1 freelance in my case) in portfolios? I was wondering if some recruiters would see it as negative, thinking I might not be focused or committed to my permanent job if I had a freelance project on the side. Obviously, more showable work experience is an advantage, but I'm wondering if I'm overlooking some disadvantages in listing concurrent freelance projects. <Q> Employers (and therefore recruiters) may see shared intellectual property (IP) as an issue. <S> If you apply for a salaried position as an information worker (software developer, artist, composer, etc), many companies will require you sign over all IP created while employed to that company. <S> This will definitely affect your freelancing work. <S> Freelancing for a potential competitor is a big risk. <S> Similarly, accidentally or deliberately using knowledge gained in your salaried work in your freelancing work is also a risk. <S> Employers may also feel freelancing is a distraction from your day job. <S> That said, most will not care if the positions are unrelated <S> (e.g. you are employed as a software developer but freelancing as an artist) or valuable to the company <S> and you can manage your time well. <S> Freelancing can give you different and better experience , particularly soft skills (e.g. dealing with customers, self promotion and managing expenses) and exposure to different markets, products and techniques. <S> It really comes down to how you sell yourself . <S> If you are confident and can demonstrate that your freelancing experience makes you a better employee, recruiters will see it as a plus. <A> There are so many variables that it is hard to answer this question. <S> How much time did you spend freelancing? <S> Are you free-lancing in the same field as full-time work? <S> Is your freelancing experience more valuable to me than your full-time experience? <S> Do you plan on continuing to freelance after we hire you? <S> As a prospective employer, this does raise a potential red-flag for me. <S> As the one paying you to work full-time, I expect to be your priority. <S> When you have an alternative source of income, that competes more strongly for your priorities and time. <S> You could potentially get the same experience with open-source or volunteer activities that would not be as much of a threat. <A> Don't worry too much about this. <S> Many people have "side hustles," and it shows you have lots of motivation. <S> There's no sense trying to pretend to be someone you are not. <S> Be yourself. <S> Independent (commission-paid) recruiters' jobs are to represent the employer to you, so just ask them about how to present your best possible face to employers. <S> If you think your side hustle might be an issue, ask. <S> (You do have conversations with recruiters before they present you to employers, right? <S> You should!) <S> Be aware that some employers won't want you to spend time on side hustles. <S> They'll straightforwardly tell you that, and you can decide whether to proceed.
| Employers (and therefore recruiters) may also see it as a potential conflict of interest .
|
Mention studying leaked documentation in interview I am interviewing in a few days for a position requiring some skills I am currently missing. This can be solved by reading one of their manuals, which are supposed to be for sale as far as I understand but the full pdf appears in the very first google page when I search for the document. I cannot just read it and pretend I got this knowledge from my studies or during previous employment because I cannot prove it and my previous experience has nothing to do with this field. On the other hand, I do not want to lose the opportunity to show motivation and especially learning ability, which is one of my strongest points. Is there a graceful (and hopefully legal) way to support my action? <Q> This can be solved by reading one of their manuals, which are supposed to be for sale as far as I understand... <S> Is there a graceful (and hopefully legal) way to support my action? <S> You would demonstrate both motivation and learning ability. <S> You could be proud, instead of being concerned. <A> Let's assume that there is something which can only be learned by reading this documentation. <S> And, let's also assume that the online PDF is recent and contains the right information. <S> Your choices are. <S> Buy it and read it. <S> If you don't get the job, you've wasted some money. <S> Read the online version. <S> If they ask - say that you bought it, or borrowed it from a friend, or your last workplace had a copy, or it was in a library, or - if you want to be radically honest - tell them you found a copy online. <S> Personally, I'd say read it online & tell them. <S> Explain that they need a better approach if they want to keep their manuals secret and discuss how you would go about solving the problem. <A> Is this a skill that can only be found in the manual? <S> In other words, could you know about this skill or have this skill without having ever looked at their manual on that skill? <S> If not, then you have nothing to worry about <S> - they aren't going to question where you got this knowledge or that skill, they're just going to see that you have it. <S> If they demand to know how you learned that skill, then just say you did some personal research for your job. <S> That'll look impressive, and you don't have to tell them that you got it from their manual unless they specifically ask, which is very unlikely. <S> If it's a skill that could only be acquired or known about by being an employee of that company, then don't mention the skill at all because they should not expect you to have that skill already when it isn't available to the public. <S> It's very, very unlikely that there's a specific skill that can only be learned by reading that company's private documents, unless it's a job-specific, company-specific client, which in my experience is rarely something the employer expects you to know how to use before joining the company.
| When the question comes up, just say that you would like to learn the skill, researched it, and found that it could only be learned within that company. The obvious way to legally and gracefully deal with this is to purchase the manual, study it well, and convey what you have learned during your interview.
|
How much time can you ask before joining a new company? How much time can I ask for between joining a new job as a software developer in the Bay Area? My RSUs will vest by April 15th and should I be upfront and tell my new employer that? I would have to ask for 2 months if the offer is made on Feb 15th. <Q> You can ask as much as you like , but how much the company is willing to wait depends on the company size and situation. <S> If you're joining a giant company like Google or Facebook as a generic software developer and haven't been assigned to a particular project, the answer is probably "quite long", and two months is likely fine. <S> But if you're joining a small company that needs somebody to fix the frobnicator so it stops discombobulating the widgets <S> right now , they're unlikely to be able to wait even two weeks. <S> This would hopefully have been made clear at the interview stage though. <A> Most people will understanding because these RSU's can be significant. <S> 8 weeks is a lot but not an unreasonable amount of time for really good candidates in hard-to-fill positions. <S> It is possible to negotiate that if you are careful. <S> Whatever you do, don't announce your departure to your current employer before you vest or you risk losing the RSU's. <A> Asking for two months may very well be a deal breaker. <S> Also keep in mind the wait may be even longer. <S> Read the documentation and realize they could terminate your employment the moment you give two weeks notice. <S> That could leave you short by two weeks. <S> Therefore you might have to wait until April 16th to give your notice to protect yourself. <S> I have heard of several weeks delay to get past a vacation or a planned business trip with the old company. <S> Or a few weeks to get past an anniversary point for vesting. <S> If the new company is trying to fill a void or to meet a contractual obligation a several months delay can cost them money. <S> They could also be nervous that you are still looking for a better job, and may never show up.
| Having been in this situation before, I can say that it is best to just tell the new employer your situation: that you have RSU's that vest on a particular date and that you can't announce you're leaving before that date. The other alternative is to use your stock vesting as leverage when it's offer negotiation time: if they can offer you a sufficiently large signup bonus to make up for the loss, you don't need to wait two months, and everybody wins! A friend of mine at Google asked for, and received, almost a year off before he started -- although he was hit by a sudden family crisis near the end of the interview process and moving to a new country for the job, so this is definitely at the extreme end of the scale.
|
When to tell my employer about me working somewhere after end of contract I have freelancing like agreement that says that I work on project for 3 months. I am start working somewhere else just after this project. My boss wants to hire me after this project. When and How do I tell my current employer about that? I would like to tell my boss because it affects project planning. I want to finish project( I am during my first year of working and only I work on it) Edited following @bharal suggestions <Q> The answers here seem to have some kind of notion that leaving after a fixed term contract is a bad thing. <S> It's not a bad thing. <S> That's how contracting works. <S> If they had wanted you to put roots down they would have hired you as a permanent staff member in the first place. <S> That you accepted another offer instead of taking an extension or becoming a permanent staff member is really your own business and there isn't enough info in the question to judge. <S> If your boss hired contractors he should appreciate these facts as well. <S> Just be honest. <S> Just examine your contract and don't give over-early notice in a way that may risk early termination. <A> Any reasonable company knows that you don't want to be out of work for long time, that's common sense. <S> So it is also common sense that two or three months before your contract ends, you will be looking for another job unless you get a firm offer from the company you are working for right now. <S> If they need you or they want <S> you urgently, then they should have told you at least two or three months before the job ends. <S> If they ask you in the last week, then the expected answer would be "sorry, but I signed up for a different job ages ago". <S> The most they could reasonably expect is that you have a gap between jobs and would be willing and able to work an extra week or two for them. <S> So there is no need to tell them anything about the new job. <S> If they don't ask, they are either not interested ( <S> which is Ok; your old job is finished after all), or they are stupid. <S> If they are stupid then there is a small chance that they expected you to continue working for them, and see you having a new job as quitting, and fire you. <S> So informing your employer is at best pointless, and at worst damaging for you. <A> I have freelancing like agreement [...] <S> it's up to them to prolong it. <S> It seems that this is your answer right here. <S> If the project takes longer than 3 months, you should let them know that you'll be unavailable, so that they can find someone else to take over. <S> If the project takes longer, you should also go over any paperwork you signed in case there's an "overdue" clause, or something to that effect. <A> You've already taken a decision that you, yourself, view as somewhat rash: accepting another offer before giving the current employer a chance to try to hire you full-time. <S> So now you are in the mode of damage control. <S> So, ask yourself, why did you accept the other offer without first giving your current manager a chance to make a counteroffer? <S> Then sit down with your current manager and tell her or him the simple truth. <S> Honest is the best you are going to do here. <S> What you did was only 'rash' if there was a reasonable likelihood that your current boss would offer you a better compensation package than the new job. <S> If it was already perfectly clear that the current situation could never come up with such a package, you haven't done anything precipitous at all.
| Explain how valuable your time there has been, but that you won't be extending because you've already secured an exciting new opportunity.
|
What do I do about programmers abusing power? Should I do anything? Our programmers have given themselves "god mode" accounts in the online game we develop, and just fly around the world following people around. Players do not, nor have they ever had access to flight. Obviously, this is weird and a bit unprofessional, but is something something I should talk to them about? <Q> This is one were you need to get ahead of the curve. <S> It's a a grey area and everybody has probably different ideas of what's acceptable and appropriate. <S> You can't leave this open to interpretation. <S> So here is what I suggest you do. <S> Think about what you feel is the right behavior and what is out of bounds Review with management, stakeholder, <S> and/or team for input <S> Distribute and communicate <S> so it's entirely clear to everyone <S> what's okay <S> and what isn't <S> I would NOT comment or reference current behavior but just focus on what the policy should be like and put it in place. <S> In most case people will appreciate clear rules even if they disagree with them. <S> At least you know what to do (or not to do) and it applies equally to everybody. <A> I think is probably OK if your employees are not active players of your game. <S> Otherwise, other players (your clients) will probably be upset because they are abusing their position to get advantages. <S> On the other hand, if they are "fooling around" in the game without actually playing it... I can tell you that is actually more common that you might think. <S> It's not unheard of <S> that some "GameMasters" (employees of the company) have unique, overpowered abilities not available to everyone else. <S> But normally it does not matter because they are not competing against players. <S> It's actually pretty funny to be involved with them. <S> Of course, if they are doing it at work time, you can ask them to stop. <S> But if they're doing it on their free time and/or after getting their tasks done, you can even ask them to help the other players . <S> That way they get a break from work while at the same time they are building some sort of community in your game. <S> Don't subestimate the power of having a community around your product. <S> My two cents as a former online videogame player. <A> Not enough detail here. <S> Observing users -- if the user agreement is written to allow that, and most online game agreements are -- is one of the best ways to understand what's worki g, what isn't, why, and how to improve in the future. <S> That isn't "god mode", it's sysadmin and user analysis. <S> If the observation interferes with the users, that becomes questionable. <S> But it doesn't sound like this changes gameplay at all. <S> It isn't even clear whether the users can be aware that they're being observed. <S> Violating privacy policies would be a problem and should be brought to management's attention. <S> Interfering with the game in ways that favor some players at the expense of others, outside of game changes agreed to by the whole team and justified in the game context, ditto. <S> But without seeing what the users signed, we can't say whether simply observing is an issue or not. <S> Determine that, then decide whether there's an issue that needs to be addressed. <A> Why are these developers doing this? <S> If customers can see that someone is flying around in a scene that normal customers can't fly in, then this is going to upset customers, and that's very bad. <S> As a paying customer, it be badly pissed of if I noticed this. <S> Then there are privacy concerns. <S> If they follow people, what can they find out about thise people? <S> So this could be beyond unprofessional. <S> It could be damaging to the company, and possibly illegal. <S> On the other hand, there may be a totally different reason. <S> These developers might "fly around" scenes to see first hand how the game is seen by customers. <S> If there are complaints about some scene in the game not working as intended, you want your developers to be able to get a look at that scene as soon as possible, without having to go through a ten hour campaign for example. <S> There may be problems with a game that only can be found by a very experienced and well-trained gamer, and you have a developer who is very good at writing code <S> but not at all good at playing the game. <S> That developer needs a way to reproduce the customer's problem while being nowhere near as good a player. <S> So I'd recommend that you find out what is behind this before jumping to conclusions. <A> Upsetting customers is not a good idea. <S> Corporations need to realize it's not a good idea to piss customers off. <S> It's really that basic.
| If employee actions are causing this to happen, then their boss should have the good sense to put a stop to it. Create a a written policy around it.
|
Is it ethical to cancel an interview if the company has already paid for my travel expenses? If I've agreed to do a final interview where the company is flying me out, but I've decided that the company is not a fit for me and that I am certain to reject any offers. This company has been very proactive and bought my ticket within a week of my initial confirmation. I am not sure if I should go. I've seen multiple perspectives for general situations, but what is ethical to do in this situation? They have already confirmed the final interview and paid for the fares. I am currently interviewing with other companies and have no offers. <Q> Trying to cancel the interview, at best, will leave a bad impression with the organization that paid for the flights. <S> While flights are rarely expensive, they are probably not refundable. <S> If they are paying for accommodation, transfers from the airport or something else, it could add up. <S> I would fly out there, have the interview and treat it as interview practice . <S> If you and that organization choose to go your separate ways afterwards, this is something the interviewing organization has likely considered. <S> Be open minded. <S> There is a possibility you might like what you see. <S> If you have concerns, make sure to (respectfully) ask about those. <S> Alternatively, if you fly out there, have the interview/see the office/meet the people and still do not like it, you now have a much more informed opinion. <A> If you are absolutely certain that no matter what will happen on that interview, you will not take the offer, then by all means cancel that interview. <S> Yes, they already paid in advance. <S> But by actually interviewing you they will pay a lot more in terms of time of their employees. <S> Compared to the cost of HR and business people scheduling time for your interview, the airline tickets and hotel costs are peanuts. <A> Somewhat rude not to give them a chance to convince you to work for them instead, but not unethical. <S> That's part of how the process works. <S> They made the decision when they booked the ticket for you or told you they'd only pay for a nonrefundable; they will grumble but accept it if you can't use the ticket due to emergencies of various kinds. <S> If the ticket is even partly refundable -- ie, if you can trade it in for a discount on a future flight, so it still has value -- talk to the company about how to make sure that value returns to them. <S> Failing to do this would be unethical. <A> I'm assuming you've been through multiple stages to get where you are now, so there must be things about the role that are appealing, even if you don't think it's a fit. <S> Interviewing is a two way thing, if they have concerns they will ask you about them, and you should do the same. <S> Make a list, go to the final meet, and ask. <S> Maybe they will respond in a way that does make it a fit, great. <S> If not you can be sure you made the right choice. <S> If you were flat out sure this was a non-starter, the answer would be easy no matter the cost, so I'd go and see what they say about your concerns. <A> Another option is to give them the choice. <S> Tell them you now feel there would not be a good fit, and are unlikely to accept any offer they might make. <S> If they want to go ahead with the interview, go and try to keep an open mind. <S> If they prefer to cancel, that saves them the time they would have spent interviewing, and any travel expenses they can recover. <A> I think it would be highly unethical to cancel the meeting. <S> You entered an agreement - albeit not legally binding - that you would show up on a certain date and they would do all in their power to impress you. <S> The specifics for the trip were probably drawn up months if not years in advance, and everything will be expected to run on a very tight schedule. <S> All kinds of security arrangements have been set up just for you and others like you. <S> If you cancel the ticket, its definitely going to cost the company money if they refund it. <S> I am, of course, talking about the company you are flying with. <S> When it comes to ethics, everyone has an opinion. <A> Bite the bullet. <S> State you reasons why you will not be turning up. <S> Why waste more of there money? <S> Whey will have to fork out the interviewers time. <S> I am sure this is the best outcome for both you and the company.
| Having agreed to the interview, you owe them the opportunity, if they want to take it, to try to convince you. Companies have found that it's often cheaper on average to buy a non-refundable airline ticket and risk losing the money if plans change, than to pay the surcharge for a fully cancelable ticket. I don't see anything ethical about lying to them to have them waste their time (and yours).
|
Possible reasons for coworkers keeping files off our server? In my department, call it dep. A, we have a policy of keeping everything that might be important on the company server. For a while now, we have dep. B in the company - at start only new hires - who have very different culture. While you may find information for a project on the server, it's more likely you have to ask to get it sent. Since we often work together, this creates a minor lag sometimes. For me it's also an integral part of work to be able to find all the information I need when I take a projct over from a colluege, and likewise to make sure everything I do is findable. I'm thinking about approaching the dept. B folks about this. Not because I want to enforce any company policy (that's managements job, which I'm not). But when we work together on a project, the deadline looms and the intransparency cerates an actual or perceived lag, I get angry. I don't want to be angry at work so I'll maybe talk to the dept. B folks in a calm moment, maybe we find a way to work better together. But before I decide if and how I do this I want to understand possible reasons for not working on the server. Some reasons I can exclude: sensitive business information - doesnt cover the stuff I need and miss on the server bad access to the server - dept B. work allmost exclusivly in the office, same fast access as us I assume it's mostly a simply 'cultural' thing, but there may be reasons I'm missing. Which might those be? Additional information: My boss knows how they work, we are not huge teams (handful people in total). <Q> The OP is not asking how to force the other team to put stuff on the server . <S> He is asking why they would NOT put everything needed for sharing on the server. <S> I can give a couple possible reasons for a team NOT sharing everything, other than the ones you ruled out: <S> Once something is "on the server", it might be considered "done and ready" when it is still a work in progress. <S> In some orgs, sharing a deliverable signals completion and there are strong negative consequences if that is not the case. <S> If there is a cultural component here, that might be how it gets manifested-- <S> these could be folks who came from such an environment. <S> Perhaps they don't understand what structure the deliverables need to be put into? <S> Are we talking about a file share? <S> If so, how do they know how to organize it? <S> Or is the server something like an over-complicated sharepoint or oracle-erp job where it is hard to figure out how to add things, make changes and go through the workflow? <S> In other words, is it truly easy and clear where and how to place the deliverables? <S> If there is friction people just won't bother. <S> Their management might not be giving clear indication of where to keep things or perhaps the workflow might be optimized for their benefit and not yours. <S> Whatever the case, I don't think it is necessary to strictly "go through management" to resolve this issue. <S> You would do best to find out what the issue actually is without appearing judgmental. <S> It won't hurt to see their side of the problem and then decide how to react. <S> Getting angry about this could be counterproductive. <A> If you are not the boss of department A, then you should not be addressing department B to fix this without clearing it with your boss first. <S> That's one of the reasons departments have managers - if you are experiencing issues with another department, you should take them to your department head who should then take those issues up with the other department head and hopefully resolve them. <S> If things don't improve, you boss should get his boss involved. <S> This is how corporate hierarchies function. <A> For all practical purposes, haven't you been "approaching" dept. B all along? <S> Maybe I'm lazy, but if I can prevent someone from disrupting me by placing files in a shared location, I would start doing it. <S> There are plenty of technologies you could suggest to automatically synchronize the files. <S> Ask management for it <S> so your group can use it. <S> Everyone will see how easy it is and want to use it as well. <S> Also, they may just be using default save settings (My Documents) for many of their apps. <S> There may be ways to set it to the network. <S> Sometimes you have to solve the problem instead of hoping everyone will automatically follow the policies. <A> First read @HorusKol's response a couple of times. <S> What he <S> / <S> she states is very important, particularly about seeking proper channels to communicate to other groups. <S> One thing you can do, both to solve the problem and at the same time demonstrate initiative, is to volunteer to be the team's "librarian" for collaborative projects between departments to your manager. <S> That role would ostensibly allow you to reach out to the other team to solicit their materials directly and bypass the normal chain of command without violating protocol. <A> At the moment, to get access to files, you must email someone. <S> The interface between your team is therefore an explicit, conscious transaction: It's clear to all parties what you ask and when, what's delivered and when. <S> If you're asking another team to put their files on a server you can access, you're asking to change that interface to a continuous one. <S> At any time, you will presumably expect the files on that server to be up-to-date. <S> They don't have an opportunity to add caveats to the information, to check whether it's correct and complete before they send it <S> and they don't know when you last took a copy. <S> You presumably don't get notified when the file is updated. <S> So although there are time costs associated with the 'handover' transaction, simply asking to delve into their working documents is implicitly quite a big demand with a lot of risk for the organisation if accuracy is important. <S> The only circumstance where this sounds like a good idea is if a) those are long-term documents like policies which are reviewed maybe annually, or archived documents which have all been through a process and won't change from now on, or b) you have some other reason to believe those documents are already always kept up-to-date daily in a clear, defined format.
| The team might feel that holding off until something is asked for is safer than putting it there right away. They may just be in the habit of keeping the files local or if they use laptops, the may need to take them with them when they are no longer connected to the network.
|
Gracefuly backing out of an onsite interview My question is slightly different from this one: How should I phrase an email and/or conversation that I need to back out of an interview? I have an onsite interview with a company (Company A). They approached me and I did two phone interviews with them. I also am in contact with a recruitment agency (Recruiter B) that is trying to set me up at other companies. I replied to this recruiter's emailed offer to set me up and they have been shopping my resume around for a week or so. I don't want to continue the process anymore; I want to stay with my current company. What is the best way to: a) tell company A I don't want to do their onsite interview b) tell recruiter B I don't want my resume to be sent to any more companies (especially worried about this one because I contacted them a while after ignoring their initial email) Options I have considered: a) Just tell the truth to both parties. Pros: it's the truth. Cons: I may come across as flaky. Worried I might annoy people, burn bridges because I wasted their time b) Beg off with a personal emergency of unspecified nature and indefinite duration. Pros: seems easy, might spare feelings and my reputation if believed. Cons: it's a lie, might seem transparent c) Do the interview at company A and use option (a) or (b) with recruiter B. Pros: Interview practice. Cons: I lose a vacation day doing an interview when I don't really want to leave my job, I waste my interviewers' time <Q> It is not that uncommon for candidates to back out of an interview after attending the first few rounds. <S> This usually happens because they accepted an offer with another company. <S> However, a candidate choosing to stay at his current company is also not unusual. <S> The hiring manager (or recruiter) also understands this as a "part of the game", and it isn't something you should worry much about. <S> I have myself done this about a year ago, and I sent them a mail worded (roughly) as below. <S> Dear John Doe, I thank you for the opportunity to interview with Acme Corporation, and had been looking forward to the next rounds of interview. <S> However, I regret to inform you my priorities have changed, and I have decided to continue with my current job. <S> Hence, I would be unable to participate any further in the interview process. <S> I do hope to work with Acme Corporation again in future, should a suitable opportunity arise. <S> As it turned out, I did apply with them again this year when a better opportunity showed up, and even accepted their offer. <S> You could write a similar mail to the recruiting agency, thanking them for their time and efforts, and (if you so choose), requesting them to keep you "on the radar" should they come across suitable opportunities for you in future (say, a year from now). <S> Also, lying about an "unexplained personal emergency" will burn bridges faster than telling the truth. <S> You can assume that other interview candidates are as smart as you, and some of them have already used that option. <S> Now look at it from the hiring manager's perspective, who communicates with 10-20 candidates per day. <S> He soon begins to notice a pattern with the "reason" given by candidates who back out, and begins to wonder, "how come 2 out of 5 candidates have an unexplained personal emergency right after we complete a few rounds of interview with them?" <A> Be direct with them. <S> If you're not interested in leaving your current company anymore, just say so. <S> There is no sense in anyone going back and forth in the interview process if you're not interested in looking around anymore. <S> At the very least, you'll know that you haven't lied to them, and in certain scenarios, you'll be contacted again by the company should your decision change. <A> I was in this same situation at a different company(Company A). <S> I had peaked out and was looking for a new job. <S> Word got around that I was looking and <S> Company A offered me a transfer to a different group and pay raise which (at the time) removed any reason for me to look for a new job. <S> I had an interview set up with Company B through a recruiter. <S> When I let the recruiter know I was no longer looking <S> I was up front with what was going on. <S> About 3 months later the same recruiter calls me up with an offer I could not really refuse (great job, exactly on my career path, and a big bump in pay from where I was even after the promotion at Company A). <S> It ended up being at the same company I was interviewing for before I got the promotion. <S> I landed the job at Company B and the rest is history. <S> As long as you are professional and up front, it is completely normal for candidates to back out at any stage for a variety of reasons. <S> Companies under stand this and it is one reason they interview multiple candidates. <S> I don't see backing out of the hiring process before receiving an offer burning any bridges as long as its done professionally.
| It often works in your favor to be up front with a company or a recruitment firm that you have decided to stay in your position.
|
How do I help my teammates grow? I consider myself a senior software developer, I have lots of experience and so forth. Some months ago, I've started a new job . The project itself is interesting and has potential, but is not challenging (in the sense that there's nothing innovative on the software-side). The only challenge is delivering high quality features quickly , and this is really appealing for me. My teammates are junior programmers . I don't know why, but they do think they are senior. This is not a problem per se: I'm perfectly fine with that. Also, they have identified me as a leader, and they ask me whenever they have a programming question. However, they do not understand many important problems in software development. For example, they do not understand basic stuff like: factual details are more important than unverified hypotheses. This has been causing many delays. But again, this is not a problem for me. The problem is that, because of their mistakes, the results are very low quality, and simple features take ages to be implemented . I need them to grow in order for the project to get challenging for me. I've tried to introduce them to the "advanced" problems of software development, and they have made some progress, but things are proceeding really slowly. What can I do to motivate them? As I said, they believe to be senior and experienced, so if said that they need to learn, I'd just generate dissent. Perhaps, should I just leave? I have received many interesting and challenging opportunities, including management roles. But I feel that leaving would be like surrendering, and this is not good for a person who wants to become a good leader. For completeness: the CTO is junior (and believes to be senior); management is very unhappy with the output from development team; management has recognized my experience; management supports my initiatives, and encourages me to start more; as far as I know, management has not spoken nor with my teammates about their need to grow; I'm going to ask management about what plans they have (if they have plans). <Q> Something isn't adding up. <S> You say they make mistakes, are slow, and recognize you as a senior and ask for help, so how could they not interpret this as needing to learn to get better? <S> I guess if you say it explicitly, they may get offended, but it's obvious they're not as good as you. <S> Your question seems to speculate on their responses without any of their perspectives. <S> It's like you have no working relationship with "your junior" developers. <S> They need to be a part of the solution. <S> It's inefficient for all of them to come to you individually with problems that stem from the same skill deficit. <S> Ask them what you can do to show everyone how to do this. <S> Maybe you need to set aside a training session or generate some documentation/training materials. <S> They can't keep calling themselves senior but not actually do anything that indicates they really are. <S> It's not about having a false-sense of superiority that makes one a senior. <S> You have to be able to get things done at a high level and less time. <S> If you find they're not willing to take responsibility for their own growth and use your time as a resource wisely, there's not much you can do about it. <S> Management would need to step in and provide the proper motivation or find the right people. <A> Set an example. <S> Based on what you say, your team and management see that you are a good programmer. <S> You deliver features quickly and with good quality. <S> Focus on those metrics: is stuff done quickly? <S> Is stuff done well? <S> And then be an example of how to achieve those results. <S> Push your peers to be better. <S> Focus on the results, not the people. <S> Then when they ask "how do I be better? <S> " you're there to help. <S> But before you do all of that, I would caution you to take a step back and make sure you're right. <S> As someone just running across this question randomly, there's a strong undercurrent of "I know what's going on and these others have no idea". <S> That sort of thinking is exactly the sort of thing that you're accusing your coworkers of. <S> And your only sentence that talks about what's actually <S> going on: <S> For example, they do not understand basic stuff like: factual details are more important than unverified hypotheses. <S> strikes me as something not terribly basic, nor clearly true in all cases. <S> But if you take a step back and find that your coworkers really could do better, then lead . <S> Leading isn't pointing out criticisms or telling people what to do. <S> It's setting an example for others to follow. <A> I need them to grow in order for the project to get challenging for me <S> I find it interesting that you are a lead on a project <S> but you are primarily focused on what the team and the project can do for you . <S> Ideally it should be the other way around. <S> They aren't there for your benefit and neither is your project. <S> You may be losing sight of this. <S> But I feel that leaving would be like surrendering, and this is not good for a person who wants to become a good leader. <S> You can become a good leader in your role by focusing on what you can do to ensure that your project is a success under any circumstances. <S> I advise that instead of helping your teammates grow, you should help yourself grow as a leader by leading them into good habits and practices that lead to success. <A> It sounds like code quality is a problem, and that your colleagues are perhaps a little parochial about their work. <S> Think about how you can build best-practice approaches into your team's work. <S> Things like code reviews, pair programming are worth considering - encourage them to improve each other's code <S> so it's not all coming from you and they get into the habit of teaching themselves and each other independent of your influence. <S> Probably the most helpful tool will be a comprehensive test suite and hopefully test-driven development. <S> Encourage people as well to write tests with the aim of finding bugs and breaking the code, not just to pander to preconceptions. <S> This will no doubt be difficult at first - but if everyone's code needs testing your colleagues become aware of their own shortcomings without it always being you who is having to point it out. <S> Both finding bugs and writing code which passes a test suite are motivating achievements. <S> Once you work out your approach, articulate the problem to your managers, without criticising the professionalism of your colleagues but pointing out that there is a lot of room for improvement in the codebase and/or the turnaround time. <S> Acknowledge that it will mean a slowdown for a month or so as people get used to more sustainable practices. <S> Discuss the practical matters with your team - start with little things that you can achieve in a short timeframe, don't just drop everything to shoot for 100% code coverage of all existing features. <S> Finally, be open to the possibility that you will learn from your colleagues too. <S> Be humble and make sure other people get equal chances to review your code.
| As the lead you need to ask yourself, what can you and your team do to result in better outcomes for your project or software. If you look down on your colleagues they will indeed resent you rather than respecting you.
|
Should I tell interviewing company I got laid off when between two sets of interviews with them? I had a few interviews with a company which were very promising and then I got laid off at my current job which I had for 4 months. I have another set of interviews with the interviewing company this week and now I feel I am in a pickle. Should I tell them I got laid off or should I continue with interviews as if nothing happened?My worry is that if I tell them I got laid off, they might wonder why I was let go after a few months or that I am hiding something, and this can work against me. If I pretend I am still working and things are going fine, why risk it. It feels safer that they know I am employed and that I am making a conscious decision to join them by leaving another company. No harm no foul? <Q> You don't have to volunteer anything - I expect that when you filled out the employment application, you checked "yes" when they asked you "May we contact your present employer?" <S> They'll call your former employer, find out that you got laid off and that's the end of the story line - nothing to see, folks. <S> If your employer gives only the dates of hiring and termination, then they should ask you for the reason of your termination. <S> At which point, you can say that you got laid off. <S> You can notify your prospective employer's HR that you were laid off but only after the third interview and before they start the background check- <S> You want to make the point that you were laid off not fired, and that you are providing your former bosses as additional references. <A> What is to be gained from doing so? <S> They probably won't respond significantly more quickly or consider you a better candidate. <S> They might ask why you were the one who got laid off, or figure that you needed the job more so they could offer you less money. <S> I would avoid lying to them, but I wouldn't volunteer this detail. <S> Tl;dr: no. <A> I hope in your cover letter, you indicated why you're looking for a new job after only being with a company for 4 months. <S> That short of a term can be a red-flag. <S> I can't imagine they didn't ask about it during any initial interview. <S> Now things have changed and you've been laid-off. <S> If you were honest and upfront about why you wanted to leave before, there's no reason this all of a sudden lay-off would be that much of a problem. <S> One reason not to mention being laid-off (assuming they don't ask again), is it could affect you salary negotiation. <S> Unfortunately, they may feel they can take advantage of your recent unemployment and offer you less. <S> Sometimes companies have to offer more to persuade candidates to leave a current job. <S> Also, it may be suspicious if you're now able to do interviews during what are considered office hours.
| I'd say it's OK to say that you've been laid off during your interviews but only if they ask and if they ask, make sure to say that you are willing to throw your former bosses under the bus - er, provide them as references :)
|
Are "Reference Lists" a thing of the past? Without being asked to, I provided a list of three references at an interview I recently had and they told me they were surprised, because most people don't provide references anymore. I am only 29 and I can't imagine that in the last 7 or 8 years things have changed that much, but is this really true? They said most people are not okay with having their current employers contacted for a reference, so it's not expected of people to provide them anymore, but my list was made up entirely of prior colleagues. Are these of no value to potential employers anymore? <Q> In the US, the value of references has been significantly impaired by lawyers. <S> Typically, there will be a policy that says, "You can confirm the dates of employment. <S> Period. <S> " People are scared that they will be sued for damages if they provide any actual information. <S> The referenced person might complain about being knocked, and the new employer might complain about being fooled into hiring a problem. <S> In spite of this, some of us continue to ask for references, because (a) checking that the resume is not completely fabricated has some value, and (b) because every so often someone actually speaks freely. <S> I've never heard of anyone being expected to volunteer a list of references before being asked for it. <A> For diversity, let me provide an answer that is not US centric, but Denmark centric (and possibly also applies to much of the EU.) <S> And unless you were fired for not doing your job, your boss will most probably provide one. <S> It is normally a single full page with: <S> Formal: Dates of employment and your responsibilities. <S> Professional: How is your personal approach to the tasks <S> /challenges you were presented during your employment. <S> How do you usually contribute to team effort, and how can your next employer best utilise your skills. <S> Etc. <S> Personal: <S> A bit about your personal relation with your previous boss. <S> How did you contribute to the atmosphere at the workplace, what is your general mood, etc. <S> In DK it is common to have a friendship-like relationship with your boss, you are pretty much seen as equal but with different responsibilities. <S> Your boss decides what you do, and you do what your boss decides (unless you have a better idea), but that does not mean you are not (almost) equals. <S> Contact information, such that the next employer can call and validate the information and get more details. <S> So to answer your question directly (DK centric) <S> : <S> References are not a thing of the past. <S> Usually you will provide one full page per previous employment with very specific details on your performance in that position. <A> Referees aren't a thing of the past , people will (on occasion) ask for them and they use them if they're useful/trustworthy. <S> I'm taking up a contract soon based on the fact that in a past role I worked with someone at the new company, and he happened to be asked if he knew me and he happened to like me. <S> But how they're used - a referee known to the company or at the company you're applying for is invaluable. <S> A referee at some other company? <S> Not so much. <S> If the hiring company doesn't trust you, who they've met, why the hell are they trusting Alice who they've never met? <S> With that out of the way then, I've not had a lot of exposure to people ever asking me for a list of referees when I apply for a role. <S> Maybe for the first job I had? <S> I know people who'd say nice things about me, but it's not like I keep an active "list" of such people. <S> There are two problems with referees, or "reference lists" if you will: <S> You need to keep the referees abreast each period you begin looking for roles, and making sure they're happy to act as referee. <S> I'm sure they are, but the politeness counts. <S> Unscrupulous recruiters / HR staff might look up your referees and try to offer them the role instead. <S> Its really point 2 that is more the problem. <S> I've never given out a list of referees, so I cannot say that point 2. <S> has ever effected me - but man, the recruiters I've dealt with? <S> I wouldn't hand them a list of groceries, let along a list of people they can call up and badger. <A> updated <S> Yes, I believe references are a thing of the past. <S> (US) <S> We don't ask for references <S> and I believe the last time I was asked for them was over 20 years ago. <S> It's a combination of two reasons. <S> First is that it's trivial to come up with a list of 3 or so people to say how great you are. <S> So "personal" references are pretty much meaningless. <S> Honestly, who would list someone that might even consider saying something bad about you? <S> You could be the worst XYZ in the world and still find a few people that would be willing to say you were pure awesomesauce. <S> Just look at linkedin. <S> I've had dozens of people "recommend" me as an expert in things that they would have zero clue about. <S> It's meaningless. <S> The second reason is corporate policy. <S> Most businesses tell their managers that they aren't even allowed to speak with other companies about an existing or previous employee and instead must refer all questions back to HR. <S> So as long as the manager is following policy then the best you can hope for are the dates a person worked there, the amount of money they were making when they left and the job title. <S> update : <S> In the US it is not illegal for a manager to give more information if they choose. <S> They can certainly say "In my opinion, Bob was a terrible worker". <S> However the manager needs to be careful to stay away from giving false or misleading information. <S> The example I've been given is a manager can't say "Bob was fired for theft. <S> " unless it was proven in a court of law that Bob did indeed steal from the business. <S> Today, background checks are king. <S> It's cheap and trivial to run them on someone.
| So, no, "reference lists" or "referees" are not a thing of the past. It is customary, when you quit your job, to ask for a written recommendation from your nearest boss. At the end of the day, I believe asking for references is pointless and my personal experience has been that very few others actually bother to ask for them anymore.
|
Participating in Annual Review WHILE in negotiations for new position elsewhere. Make unhappiness known? My current company has no idea I'm looking for other opportunities and quite honestly, I think they'd be blindsided if I resigned, mostly because this is the type of company where people stay for 10+ years and I am the newest hire, at three years "old" with them. During my interview process with another company over the past month, my current employer gave me a raise. They were behind on annual reviews, so it appeared in my check before they could actually review me. My official review is scheduled for today, where I will basically learn why they decided to give me a raise, etc. I'm expecting it to be a positive review, but my boss has already mentioned she wants to hear my "issues and concerns," as well. I have many, many issues, but the majority are not ones that they can fix for me (without changing the nature of the position I was hired for), hence the job search. If there is a strong likelihood I will be handing in my resignation within a week, how should I handle today's review? Should I make my unhappiness known, or keep my ('unfixable') issues to myself, keeping in mind that I might not be resigning in a week and I could have to stay a while longer until I find something else? My guess is there's a fine line between constructive criticism and the fact that constructive criticism has already been provided and essentially ignored, which largely the reason that I'm seeking other opportunities. My fear is that if I pretend everything is fine and then resign in a week, they may feel deceived and I don't want that. <Q> If there is a strong likelihood I will be handing in my resignation within a week, how should I handle today's review? <S> Until the ink is dry, you treat this review as you would if you were not leaving. <S> If that would mean that you raise concerns about your position and future with the company (or that your previous concerns were ignored), go nuts. <S> If that means you keep quiet and don't rock the boat, that's good too. <S> My guess is there's a fine line between constructive criticism and the fact that constructive criticism has already been provided and essentially ignored, which largely the reason that I'm seeking other opportunities. <S> Just like other things in the business world, you occasionally need to follow up. <S> If you raised concerns and they were ignored, it may be worthwhile to discuss them. <S> "Why wasn't XYZ addressed?". <S> It may be that your manager thought that they were dealt with. <S> It may be that your manager has something in the works. <S> It might be that your manager didn't understand the severity of your concerns. <S> It might be that they think your expectations are unreasonable, and you can discuss why (and try to change each other's minds). <S> Especially at review time, this sort of thing is to be expected. <S> You won't know unless you communicate. <A> You should always be honest with your manager in your annual review. <S> You don't have to let them know you're searching for new opportunities, but if there are real problems they need to be addressed. <S> If they can't address them, they at least need to be aware of them. <S> Whether they correct the issues for you in time to prevent you leaving or not, it doesn't do anyone any good to withhold that information. <S> If you pretend everything is fine and then quit, it's likely they will feel deceived, and that's a fair judgment because you will have deceived them. <S> However, you can still make your concerns known without just outright complaining. <S> Don't be critical or aggressive. <S> Don't let any comments become personal. <S> Simply identify the problem areas and make it known that they are of concern to you. <S> I've noticed we're in danger of missing X deadline because of interference from other groups. <S> This is troublesome to me. <S> I'm having difficulty reconciling the disparity between policy and action <S> when it comes to various individuals I'd prefer not to name. <S> Keep it generic and isolated to the topic you wish to discuss. <S> If you've identified problems, then while your resignation may "blind-side" them, it won't be a complete shock and it certainly won't feel deceptive. <A> I've had this come up somewhat recently with me, and at the time I let them know the issues (basically i was doing 1/2 or 1/3 of the work of team of 6, so <S> at least 2x more than average, maybe 3x more). <S> I also let them know my salary level was way low for the job I was doing <S> (there was an attempt to get me to a higher level <S> but I did not have the 10+ years of experience required (lol)). <S> And definitely do not bad-mouth people, and don't burn bridges. <S> It's a small world, and I may see those folks again someday. <S> And don't mention the new job until you have an offer. <A> Whatever your concerns are, a company can try to compensate you in other areas or get a little creative. <S> It doesn't have to be a fix for that specific problem. <S> Examples <S> : They can't pay you more money, but they could offer flex-time or a deferred compensation plan. <S> If you have a lengthy commute, they could allow you to come into the office later when traffic isn't as heavy. <S> You have to judge your company/supervisor on their ability to accept feedback. <S> Since they're asking you, I'd say you should tell them everything, but some people will think you're just a complainer. <S> If you don't tell them, there's nothing they can do about it unless they read minds. <S> It is possible they could over-compensate in areas that don't appeal to you. <S> Tell them what you want or you risk not getting it and end up with a company stapler with your name on it.
| I think basically my viewpoint is let them know about issues, but don't harp on it. It may be that your manager has their hands tied and can't help.
|
Documentation - is it an assumed part of the job? So I was told from higher-ups that a software engineer that left the company didn't document his processes and he should have as part of his duties. My gut reaction was to say - "you don't get what you don't ask for", this is more a project management issue. The estimates given were to "develop a working piece of software", and there was never any discussion about documentation. Is it fair to assume that each and every developer should be responsible for creating documentation even when it is not explicitly mentioned as a deliverable? <Q> A software developers job is not simply to write software that works but to write software which works and is maintainable. <S> Different organisations and people may have different views on what maintainable means <S> but if you are part of a company that considers maintainability to be highly documented, fully unit tested code then your job is to write software which works, is highly documented (to your companies required standard) and fully unit tested. <S> That's what they hired you for, not to develop code in your own personal way. <S> Otherwise, how will they cope with you being getting sick, or hit by a bus ? <S> for example. <A> The answer to your question is company specific. <S> I would have told you to check with your management, except that your management already told you point-blank. <S> There are many forms of documentation - documentation through Test Driven Development (TDD), formal documentation, comments, documentation through code, etc. <S> You have to nail down with your management the type of documentation they are looking for and the style of this documentation. <S> you don't get away with documenting any way you want. <A> It depends. <S> If the software is being released as an API for other programmers to use (even internally), there should be some manner of documentation/user-guide provided. <S> That might not be formal documentation. <S> It might just be an email with some example code. <S> But that sort of customer support is necessary since the code is the product in that case. <S> Otherwise, if the people involved (or the industry itself) are older, then the expectation of documentation is fair. <S> Before the advent of the agile development methodology, formal documentation was a key part of the process. <S> More formal industries (medical, banking, government) or industries that move more slowly (manufacturing for example) still make use of documentation. <S> Also, people who learned about software development back before agile might expect documentation to be par for the course. <S> But for almost everyone else, they should be familiar with modern software development practices that tend to eschew documentation. <S> It is unreasonable to assume that the developer will produce documentation without prompting. <S> Though, as you say, it is pretty trivial to explicitly include that as a requirement. <S> When in doubt, communicate.
| If specific processes are required to make your work transferable to others then it's within reason that a company should expect you to document them .
|
Should I sign a non-compete as I'm leaving a company? I've recently accepted a position at another company, and given my notice to my current employer. As part of my offboarding process, my current employer has asked me to sign a non-compete agreement (which I did not do when I started at the position), including a non-recruitment clause. From my perspective, this doesn't seem like something I want to do (especially considering that I have several coworkers that I think would be really happy at my new company). My question is this: is there some reason that I'm not seeing that I should sign this document, or is it reasonable to politely decline my employer's request? <Q> As Wesley and Vietnhi said in the comments, I'll reiterate: <S> Hell no <S> Given that you didn't specify if there's a dollar amount tied to it, I'll assume there isn't. <S> What you stand to gain: <S> 1) <S> Some good will from the company (which you're currently leaving). <S> This could be useful in some future discussions with the company if, say, you decide to return. <S> Aside from that, it's mostly useless at this point. <S> What you stand to lose: <S> 1) <S> It sounds like you don't know what's in this non-compete completely. <S> If that's the case, how do you know they aren't trying to get you to sign this non-compete which would cover the company you're moving to? <S> Be careful with documents like these - they're often broad and could come back to hurt you very easily 2) <S> If the new company ends up not working out <S> and you quit after, say, 3 months that non-compete could severely limit any other potential jobs that you could find <A> Since it is too late for a non-compete since you have taken the new postion legally, I suspect it is the non-recruitment clause they are most concerned with. <S> In fact, I would probably protect myself by sending them a certified letter stating that your refusal to sign this after having given notice. <S> But in any event if you want to recruit when they don't want you to, then it is best to consult a lawyer or bring the document to the new company and consult thier lawyer as to what actions you should take. <A> Don't sign ANYTHING when leaving the company other than the paper that you're leaving. <S> And maybe the paper where you state that you've returned all the equipment that belongs to the company. <S> There is nothing you'll gain from that and a lot you can lose: <S> Your relationship with the company is already on the bad side since you're leaving <S> New liability is not something you need <S> Why limit your choices? <S> Even potentially. <S> You don't get anything from signing the document but your employee does. <S> Is that fair? <S> All the documents are signed BEFORE you start working for a company, so easily dismiss all NDA's and other documents that come after you've decided to quit. <S> You can find yourself in a lot of trouble by signing some documents that prevent you from future employment of starting your own business. <S> You should definitely decline the request. <A> It's more than reasonable to deny your employer's request, it's just common sense. <S> Non-compete agreements have less to do with you than with your employer and their competitors - they don't want you working for their competitors. <S> In fact, the only reason why non-compete agreements do not last forever is because the law (at least in Canada) limits the length of those stipulations. <S> Considering laws exist to protect employees from excessive non-compete agreements, it's a safe conclusion to assume they're bad for you. <S> Odds are your employer will not be willing to compensate you a fair amount to sign this, as I would estimate that value as at least 10% of the annual salary of the employee, you should just simply not sign it. <S> Source: I've signed these and they are a headache <A> You should check in your contract that signing a non-compete after resignation isn't mentioned, and if you still aren't sure consult a lawyer (it is probably worth your time and money to do this even if you are sure). <S> Assuming it isn't, I agree with Wesley - <S> it's their fault that they didn't have you agree to sign such a document at signing, and now they need to compensate you in exchange for your agreement to sign a document that's disadvantageous to you, either monetarily or otherwise, same as if they came to you with no prior employment and asked you to sign it.
| Having been personally stopped by non-compete agreements in the past, there is usually nothing to gain as an employee by being restricted by one of these. If you intend to recuit co-workers (and it sounds as if you do), you most definitely don't want to sign this.
|
How to convey I'm innocent when client thinks I'm responsible for missing data? I have a remote client that I'm contracted for adding new features to their training website. Half way through the project, my client notified me that some data was missing for a two month period (I was contracted during this period.) The client in question has very strict security policies. I am not allowed access to their servers or databases. One of their IT guys gave me a copy of their live database, so that's what I've been working with. I'm positive I'm not to blame, because I have no possible way to alter the live database, only my copy. My client is generally understanding, however, I feel that she doesn't understand the situation technically enough to see it wasn't my fault. How do I convey to her (without seeming more guilty) that it was not my fault? In addition, they want me to recover any data that is in my copy, which partially has the missing data. This is outside the scope of the project. How do I approach my client for addition hours? I feel she thinks it is within the scope because she isn't sure who/what caused the data to disappear. I value this client, and I hope to build a long term relationship, but I'm worried this situation will put that in jeopardy. Any advice on how to best handle this situation? <Q> I.E. <S> "Your IT manager, Bob, made sure to isolate me from your production database to make absolutely sure I wouldn't affect your production data, even accidentally." <S> Then add, " <S> Of course, I'm happy to give you back the original data Bob provided me <S> (You DID archive a pristine original, I hope) for this project. <S> That should help your team recover some of the data. <S> Also, I've become pretty familiar with the data structure while working on this project. <S> If you wanted to engage me at my hourly rate outside of my project, I'm sure I can help." <S> Don't even give the appearance that you are concerned about any culpability. <S> Give the impression that you understand the impact of the event, and that you are willing to help. <A> You need a meeting with the 3 parties involved: you, this manager, and someone in IT that can explain how it is possible you could access these data. <S> Once that is addressed to everyone's satisfaction, you can offer to create a quote for additional work to transfer the data/fix the problem. <S> Since they're not even considering restoring one of their own backups to find the missing data, is a sign they don't know what they're doing, so you may want to offer to consult them in even more areas on data security. <A> If you want to build a long term relationship, don't let her push you around. <S> Calmly explain her that you are not to blame, and that her IT team should be able to come to the same conclusion. <S> If they have strict security policies all access to sensitive information is likely to be authenticated and logged. <S> If she only trusts her "gut-feeling" to blame you and won't listen to her IT team, you don't want to work with her. <S> As for the recovery task, your answer will be the same as for the question <S> "how would you handle any request for work that is outside the scope of your contract" ?
| It usually helps if you give credit to others, instead of defending yourself.
|
Developing an application voluntarily for my company in my free time - Do I own it? I often find myself with free time at work, and our e-reader (I work for a small town newspaper) is not user friendly in the least. So in my free time, and sometimes off the clock, I began developing a better web application for viewing the newspaper online. The application is intended primarily for the betterment of the company - but I'm doing something that I don't have to do, in free time where I would otherwise be twiddling my thumbs. I explained to my boss what I was doing and asked if, after setting up the company with a free copy of the software, I could keep distribution rights. He said that we'd have to discuss the specifics. So that's where my question comes in: What rights / ownership can I expect, ethically, or logically, over this software? I was hired as a designer, not a developer I've only signed a standard employment contract nothing that should cover software. The project is voluntary, in my free time I spent 50% of the development time "on the clock" and the rest I've stayed late to work on. <Q> If you are on the clock, then I don't see how you can own it. <S> In addition you are using their hardware and resources. <S> In many companies you would get fired for using company resources for private gain or to run your outside company. <A> If you do it in the time that you are paid for by the company, and using their equipment, then there is no doubt that your work is owned by the company. <S> If you do these things when you are at home in your own free time (time at work where you are not busy isn't "free time"), then you need to read your employment contract and check the laws of your country. <A> Google especially, and other companies, often call this 20% time (google's term). <S> It is time the company uses to encourage employees to explore new areas, learn new skills, etc. <S> Hopefully, something useful comes out of this, but not that isn't always the case. <S> Additionally, whenever you are "salaried" the company is buying you, the whole you, not just you for 40 hours a week. <S> As gnasher729 mentioned, company policy varies, but this is true of a lot of salaried creative positions. <A> I think some people on here are apt to assume that the boiler-plate on contracts fully describes reality. <S> It does not unless there are seriously high stakes in play. <S> The fact is if you weren't paid or even asked to develop this thing, your company may very well NOT find it worthwhile and the question of who "owns it" becomes a waste of effort. <S> The only thing they might care about is whether or not you were blowing their time on something they did not ask you to do. <A> The first thing you should check is your work contract, and the second place is the law of your country. <S> Some companies claim ownership to only those things they directly required from you. <S> Some are claiming right to everything you've done in your 'professional domain', including your free-time projects, technical blogs or scientific research <S> (I've once met such requirements, but I have no idea if they were legal). <S> There's no single answer, only local law system can answer that.
| As for you owning it, it all depends on what you do with it: how you sell/market this thing and whether or not it competes with or harms your employer and whether or not anyone at the company is actually watching or cares.
|
Is it offensive to talk about non-discriminating hiring policies I'm opening a game development business and I have a page on my web-site with open vacancies. On the page I had a statement that basically says that we don't discriminate people by race, nationality, handicaps, sex, age, sexual orientation or religious belief etc. At the time I thought it's a great statement to show how progressive and humane the company is. But when I asked a few of my friends about it they said it's too much and I shouldn't write anything like that or point attention to that because people would get offended. Is it really offensive to point out that information and just let it be an unwritten rule? Would you feel offended if you'd see that statement on the "Jobs" page of a company? <Q> It depends how you're stating it. <S> This is a pretty common policy, actually, especially among big companies, it's usually called their EEO (Equal Employment Opportunity) statement and is usually stated prominently in their Careers section. <S> Here's <S> Dell's , Microsoft's , and Google has a big ol' Diversity section that is probably the biggest extended dance remix of the topic you could hope for. <S> So you have a couple possibilities. <S> Compare your statement to these others and make sure you're not being disrespectful under the guise of being playful. <S> Your friends may be sexists, racists, or homophobes <S> and they don't like it. <S> Or they spend too much time on websites and forums where everyone is either screaming slurs at each other or being overly PC or attacking those who are overly PC or any of all that nonsense. <S> In which case unless your target market is those types, you can safely disregard their thoughts on it. <A> I realize you probably won't want to post your actual statement for anonymity, so I'm mostly guessing here, but one possibility is that if you say, eg "We don't discriminate based on sex, religious preference, or sexuality," a handicapped person may say "what about me?" <S> Whether or not you plan on going as far with this as the companies mxyzlk linked, just a single statement or somewhere in-between, it may be safer to condense your initial statement to <A> At the time I thought it's a great statement to show how progressive and humane the company is. <S> Are you sure that your company's policy is going way beyond the law? <S> If what you are stating is just what the law of the land is then <S> how is it "great"? <S> Isn't this similar to someone saying, "Yes I obey the law," that is supposed to be recognized as being a good person for saying it? <S> Really?!? <S> Is it really offensive to point out that information and just let it be an unwritten rule? <S> Not offensive <S> but I could wonder, "Why are you stating this? <S> Are there laws you have issues with and thus you only selectively follow the law? <S> " I would question the judgment as this seems like the minimum I'd expect from companies in the US or Canada. <S> Would you feel offended if you'd see that statement on the "Jobs" page of a company? <S> I'd question the judgment of the company that is stating boilerplate speak on their website. <S> If you are putting something there that I'd expect to hear fro lawyers or HR folks <S> then it may well raise some doubts to my mind. <S> As an extreme example, consider if banks put up signs that said, "We don't steal," or something similar to denote that they follow the law. <S> I'm sure more than a few people may take offense at that even though banks are rarely charged with anything illegal regarding theft <S> yet I suspect more than a few people may think the banks are crooked or corrupt on some level. <A> Your friends sound... <S> ill informed. <S> Ever heard the phrase "Equal opportunity employer"? <S> That's this. <S> There's nothing offensive about it. <S> I would keep it, as long as it's written in language that you feel is both legally insulating and in tune with the company culture that you are trying to cultivate.
| You are not stating it in a professional manner, and they are reacting to that. It's actually a common practice to list things like this. "We are an Equal Employment Opportunity company" and avoid explicit lists of factors you do not discriminate against.
|
How to prepare throughout the year for an annual review? Work journal? I just went through my first annual review at this company. And while it seemed fair enough, I'd like to be better prepared for next years review. This time I ended up trying to go through a years worth of old emails to cull a list of accomplishments which was less than effective. In fact, at the last minute I remembered a noteworthy two-week project I had forgotten about. How can I better prepare for my next review throughout the year? Does anyone keep a work journal and would it be useful for this purpose? <Q> The simplest ways are best as your more likely to keep up with them. <S> Here's what I do: <S> email folder: make a new folder in your email, copy any relevant feedback/praise/successes into this. <S> Makes it easy to find. <S> You should be meeting regularly with your line manager to check how you are doing against targets (at least monthly). <S> As part of that summarise your achievements for the period (from 1). <S> Make a note of any actions from the 1-2-1 and what you do as a result here as well. <A> Here is what I have done for the last several years: <S> First, if you submit regular status reports, keep a folder of those. <S> This is easy, but it's not sufficient <S> -- you'll still have to do a lot of work later to "roll it up" into an annual review. <S> So, in addition, keep a log. <S> At the beginning of the review year I create a document (mine's a text file; use whatever works for you) in which I create sections for the goals, behaviors, or other "review line-items" that are likely to show up in the year-end review. <S> Then, throughout the year, add entries to this log in the correct sections with your notes. <S> Date all entries. <S> Link or cross-reference related materials <S> you might need to find later (wiki pages, bug numbers, email thread titles, etc). <S> For example, suppose you have a goal to improve your interpersonal skills. <S> You've just had a high-visibility meeting with all kinds of potential for things to go wrong <S> and you were able to explain the issues with the proposed plan, other ways to address the underlying needs, and so on, all without it leading to a shouting match. <S> Don't assume you'll remember those details ten months later; make a note about that including the date of the meeting and key attendees. <S> If it resulted in a new story on your scrum board, link it. <S> At the end of the year you should have dozens of these kinds of notes (maybe hundreds). <S> Don't just dump that all on your manager; the goal here is to (a) cull this list for the most-important things to mention and (b) refresh your memory <S> so if your manager brings up a particular topic, you're ready to discuss it. <A> I am doing the same thing as @Monica, but it is slightly different in the role that I do.
| When you come to prepare for your appraisal, you have a list of successes, actions against any action points, and evidence, all pre-discussed with your manager, so no surprises from either side, and what you need to support your self assessment. This is exactly what I am doing for my 1st annual review come October - I made a winbook detailing all the things i have taken part in and how it led to success for the business and team that I am in, which grows over time.
|
How do I professionally respond to questions like "how do I get a well paying job?" or "how can I create a social network?" As a young director at an IT company which develops apps (people consider me well paid and good in app development), students and recent grads around my age (I'm still in my early 20's so I meet a lot of new / upcoming grads because either I know them from highschool, university or from a friend's friend) always ask me questions like: "how do I get a well paying job?", "how can I make lots of money?", "how do I become a really good programmer?", "how do I become like you? (meaning, how can they go from being a programmer to eventually a director)", "how can I create a social network (because I am an app developer, they ask these questions)", "how can I quickly develop good apps?", "how can I create an app?", "how can I become a good android developer?", "how come you didn't quit your job and become a billionaire by creating the next flappy birds?". I get these questions a lot, and I try to answer them to the best of my ability but it seems as if as long as I try to answer these questions, people just continue to ask more similar questions. I just came out of a conversation which went like this: Feel free to skip the conversation if it's too long of a read "how do I make money like you?"Me: "First pick which career path you like. Try out different career options and volunteer at places and see what you like, and then go for it. Start by applying for jobs regardless of the pay and then you can work your way up from there. Just make sure that even if you come across a job you don't like, give it your best shot because you might need that workplace as a reference for another job". "oh okay, but how do I create an app which people will use? Like the apps which your company creates?"Me: "You just gotta think of an idea and create it and see if it works. A lot of ideas fail but you know, everyone will eventually fail. Just keep working on it and keep giving it your best shot. If you find that it isn't working, then try something else: maybe an app developer might not be what you are best at." "No but everyone gets jobs at like Google and Apple if they are a programmer, I wanna do it, I tried it out and I know it's a good job man. I wanna make lots of money and be rich. I'm gunna try creating my own company, how do I create an app for Android?"Me: "Well enrolling in Computer Science in university is a good start because in university they really give you a strong background for programming and they help you understand the theory. After that, you should be able to apply your knowledge and you should be able to create apps." "No but like look at Zuckerburg and you (I dropped out of university after I found a couple coop jobs and got promoted), it's definitely possible to learn programming without university man, university is useless. They just charge money and make us learn useless stuff. Just tell me what to learn and do and I'll do it, how can I create like really good apps?" No more conversation I represent a fairly well known company in my area and I don't want to come off as a douche when answering these questions, but to me, it just seems as if the people asking me the questions are just looking for an easy way out of life and a quick and easy way to make lots of money. I try to answer these questions professionally but I get them a lot and the more I answer the questions, the more similar questions I get. I tried explaining to one person how the question he's asking isn't a good question but if I explain it nicely, he doesn't get it. The only time people will understand me is if I be up front about it and tell them what I really think about the questions they are asking (but when I do this, people see me as a douche - the fact that I'm a really young director and a bit younger than the people I am talking to doesn't help either - and I'm afraid I will be ruining the reputation of the company which I represent. Can someone help me deal with these questions and people who ask these questions? Edit: The answers are really helpful and it seems as if everyone is 'on the same boat' when it comes to how I should respond. I'll start responding and letting people know that the first step in anything is to help themselves first before getting others (like me) to help them. Nonetheless, thanks for the suggestions, I'll remember them the next time I come accross these type of questions. <Q> Can someone help me deal with these questions and people who ask these questions? <S> I think you are on the right track and agree with everything you have said. <S> However, there is a point where people stop looking for inspiration or advice and start demanding your success. <S> When that point is reached, I would tell them there is no magic to success. <S> While many find their own path, there is no secret handshake or silver bullet. <S> I think your problem is increased opportunities, lowered barrier of entry and increased visibility of successes. <S> People start to think hard work, focus, intelligence and luck no longer play a part but they are more important than ever. <S> I understand you want to help and encourage people. <S> You have likely worked hard to be where you are and you want to give something back. <S> However, sometimes helping people is not really helping. <S> You need to set limits for your own generosity. <S> You have a business to run and dreams to achieve. <S> In other words, you have to give yourself permission to say "no". <A> Part of professional practice is knowing that you don't have to do it all yourself. <A> .. <S> people asking me the questions are just looking for an easy way out of life and a quick and easy way to make lots of money. <S> That is true far more often than not. <S> You're on the right track with your answers. <S> The final answer should be along the lines of: If you aren't willing to go to school to learn this, then go down to the local book store and pick up a How to Program book. <S> The ones who didn't finish college and are able to find work in this industry basically taught themselves.
| Refer them to the many resources available in their public library and on the web... such as the appropriate Stack Exchange area... unless you have a professional or personal interest in teaching them directly.
|
When negotiating salary, does it matter who sought who out at onset? I'm wondering if a candidate's salary negotiation leverage diminishes if the company was not the one to reach out to the candidate, but the candidate applied for the job independently. In my case, I found an ideal position at a growing company, but taking it would mean leaving a work-from-home position with a company where I am pretty secure and comfortable. I'm not afraid of the change, but I need to factor it into my salary requirements, because it will COST me more to take this job in terms of commuting costs, lifestyle change, loss of internet/phone/home office reimbursements. However, I was the one who sought out this new company/job and applied for it, knowing it would put me in this position. Does that matter, or is it still appropriate for me to factor it into my salary requirements and/or use it as leverage? <Q> Does that matter, or is it still appropriate for me to factor it into my salary requirements and/or use it as leverage? <S> No. <S> Your salary requirements are your own, and have nothing to do with who sought out who. <S> As a hiring manager, I have never taken that into consideration - not once. <S> I have a position to fill, and a salary in mind. <S> I might find someone for less, or I might be able to stretch a bit for a very qualified individual, but not very much. <S> Remember that the hiring company doesn't care what kind of comfortable, work-at-home position you are leaving. <S> That doesn't automatically make you worth more. <S> They just want to fill the position, within their budget. <S> Decide in your own mind what this job is worth to you, and have in mind a number below which you would just walk away. <S> Then enter in your negotiations. <S> Your talent, potential, ability to perform the job, and the value of the position to the company will determine what the company is willing to pay - not the specifics of your previous job. <A> No. <S> Your salary is one simple thing; how much your employer is willing to pay for your services, combined with how much you want to charge for your services. <S> If there is no intersection between the two intervals, there will be no employment. <A> The fact you made the first approach means they know you're reasonably open to changing jobs, but it doesn't let them conclude you're willing to take a loss on the change. <S> It's entirely appropriate for you to work out what "taking a loss" means, for you. <S> So, provided you present your current arrangement as part of the overall salary/benefit package that they have to beat in order for you to take their job, then it's part of your leverage. <S> Provided they believe that they need to beat your current package, and that this is part of your current package, it remains in play. <S> The fact you applied for the job doesn't change that. <S> The employer might try to brush off cost of commute/relocation as insignificant, since it is after all your responsibility to get to work. <S> You have to make sure they understand that you're still taking it into account when deciding whether to accept their offer. <S> If there's nothing wrong with your current job then it's their responsibility to make a better offer if they want you to leave it. <S> The fact you applied to them doesn't change that. <S> Simply applying for a job doesn't let them conclude you're desperate, but if you've given that impression by some other means then you might be in trouble because of that. <S> Note of course that having any amount of "leverage" is only worth so much. <S> You can't coerce the employer into hiring you, so like Joe says it won't get you above the ceiling they're willing to pay for the role. <S> Leverage just means they won't waste time haggling below what they believe <S> you might accept. <S> This might mean the result of having leverage is they don't offer you the job at all because they simply can't afford you. <S> Use your leverage on someone with deeper pockets (or who has a more senior role you can fill). <S> Let someone else have this job, who'll do it for what this company can afford. <A> It's an advantage because you're more likely to say no/ask for more. <S> There's no way anyone can tell me they wouldn't think they have an advantage if a company directly came after them. <S> The cost of things in many of the world's economies is supply and demand and hiring isn't immune. <S> Since it is difficult to get hard salary information (You can do a search on local car prices and get better data), perception of need can play a role. <S> This company posted an open job. <S> Most people assume they really want to fill this position and will probably be willing to match the current salary market to a certain degree. <S> It's not like you just sent them a resume for a position that doesn't exist. <S> Their perception of your qualification could be enhanced if they were to reach out to you. <S> Let say: You work for a company that is top in your field. <S> They heard your key-note speech at a major conference <S> They read the book you just published. <S> Would they offer you more because you appear to have strong qualifications? <S> Of course. <S> And you would have a stronger negotiating position because you probably have a job and can say, "Hey, you called me. <S> " if they're not willing to negotiate. <S> In your case, I don't think it matters. <S> Probably all the candidates responded to the same job posting, but who knows, there may be one that they actively recruited and may have an advantage.
| If you're desperate to change jobs, and they know it, then that does affect your leverage since they know you're willing to take a loss. Personally, I think in most cases, when a company approaches a candidate, the person feels she is in a position to say no.
|
School education in CV I have recently submitted my PhD thesis and am currently updating my resume. I known that school education is generally omitted after some years. I attended several international schools* (7) where I learned my non-native languages and got my GCSE and German "Abitur". I feel this "international" part of my resume would be missing if I leave it out completely. What would be a good way to add some of my background, without looking unprofessional? EDIT: *in different countries <Q> I don't think that the problem - wanting to show that you are an international person of mystery - is solved by listing the high schools you attended. <S> this isn't because the high schools don't prove it, it's because most recruiters will skim this section, looking only at your last school <S> even if they read them, how evident is it that you are in different countries? <S> even if that is evident, how does that prove you know the languages you know? <S> also, you're making them jump from the idea <S> " <S> oh ws6079 went to 7 international schools " to the idea " <S> oh man, ws6079 is totally able to handle culturally diverse scenarios <S> how awesome!!!1 " As noted by @RobM, you're more able to make the statements you want to make in the cover letter you write. <S> There you can mention the schools, citing them as proof to the statements. <S> If you do want to list "International Exposure" in your CV - and it isn't a bad idea - then do so under a heading, maybe one titled " International Exposure ". <S> There you can list the time you spent in various countries, and the languages you picked up. <S> If I'm misreading the question, and you were in one country the whole time, I don't think that the schools themselves really provide strong evidence of "international exposure", so I would probably skip the CV entry (but the cover letter story is fine). <S> That is just my thought though. <S> I never went to an international school. <S> @Pepone's thoughts on the popularity of the school do stand - for some schools. <S> I would be more interested in hiring a member of my old high school, for example, so seeing it on the CV would be useful. <S> You'll typically know if this is the case with your high school. <A> I think its reasonable to mention in your CV that you're fluent in various languages. <S> For some jobs it might be a large part of what makes you an attractive candidate, in fact. <S> Remember that the person is hiring you wants to know how you're going to solve the problem they're hiring someone to help with - if you can't tie something back to that <S> then the space is probably better used for something more relevant. <A> I went to secondary school abroad, and have a line that says as such. <S> However, I don't have more than that - instead, I highlight my language skills in other areas, like in the summary or under skills. <S> No employer has ever asked for more details about my time at school, but they have been interested in the languages, even in irrelevant roles. <S> Extract the individual skills from your time in international schools instead and list those in the relevant sections, rather than education. <S> Employers won't care about your school if you have a PhD, but they might care about language skills or familiarisation with other cultures. <S> For other things like school achievements, these should have been superceded by now - use something more recent.
| I wouldn't make a thing about the "international schools" in the CV, but I would instead mention that in the covering letter if you feel it adds to your application.
|
Why do recruiters try to rush into a Right To Represent (RTR) contract? This is a curious case for me as it seems to be split into two camps. There are recruiters who will work with me on opportunities, even go so far as to setup a preliminary screening with a potential position before discussing a RTR contract which seems like a more natural way to go about things. Gives us both a chance to understand each other, and see if we can work together and find a good fit. Then there are others who want to have the RTR signed as soon as possible. Even in some cases before discussing any details about the position. In every case this has occurred it has made me feel uncomfortable about the relationship and the potential job. I want to know someone before I consider signing anything with them, but that seems to not be at the forefront of the conversations. As some background, I'm at a senior level in my career and am currently employed. Is it that difficult to ascertain I may want some details before wasting my time on an opportunity I may not be interested in? Anyway, as the title states, why does the latter camp exist? What benefits does a recruiter experience from this approach? I'm having difficulty seeing any benefit of this from my perspective as it seems to be lacking in the relationship building side of things. <Q> Because a lot of recruiters serve no real purpose other than to hand your resume to a hiring manager somewhere. <S> Their middle-man position is precarious and the only chance they have at some stability is to convince their prospects that they should sign contracts like this so they are guaranteed their cut if and when they hook you up with a gig. <S> Sans <S> the contract <S> , there's not a whole lot stopping you from getting the job yourself and just circumventing the recruiter. <S> Not all recruiters are like this, of course, but the ones that are, I'd avoid for the reasons that you point out--they're not really into 'building a relation' as much as they are into 'making a quick buck'. <A> I own a recruiting firm and have been in the business for years. <S> Simple answer to this: <S> The recruiting firm needs protection. <S> Explanation: <S> Unfortunately a few bad apples spoil the process for everyone. <S> When you place a candidate making $100k on a 20% fee you're looking at a $20k check. <S> After spending a week scouring job/career boards, leveraging personal referrals and relationships, another week interviewing, and yet another week droning through the background checks/drug screens/reference checks/paperwork/etc. <S> you've spent quite a bit of time/resources to come up with a good candidate. <S> When you're paying a recruiter, sales people, admin staff, and overhead, that $20k goes quick. <S> You can't risk calling a candidate and discussing the client only to have them hang up and contact that company directly (or another recruiting firm they've worked with in the past). <S> Most people wouldn't do this however <S> all it takes is one person to take advantage before you require the agreement on the front end from everyone. <S> I speak from direct personal experience when I say that it can be devastating to spend almost a month on a job, only to find out the client hired a candidate that YOU INTERVIEWED but didn't present because the candidate stopped returning calls and went after the job on their own (or through another agency). <S> Also - most RTR agreements are client specific. <S> So if we send you to company X, you can only be hired there through our firm. <S> Normally there is a time frame of 3-6 months to prevent the client from trying to bypass the recruiter after being presented with the resume. <S> Unfortunately, the agreements are necessary to prevent the small number of bad apples out there from hurting your business. <A> There are recruiters out there who will submit resumes without even telling the candidate they are submitting them. <S> They are simply sending out as many resumes as they can to try to be the first at getting a candidate in the hands of hiring managers. <S> This presents a problem I've run into more and more recently. <S> I take time (not just a 5 min phone call) with candidates to go over in detail their history and <S> what types of roles will make them happy and actually look forward to going to work each day. <S> Then I ask them if they would like to be presented and if they have already been presented (in which case I will not double submit them). <S> Once they have confirmed they would like to explore the opportunity we submit their information. <S> Only to have the company say another recruiter has submitted them and they are in their database, we have had very upset candidates say they were never told they were being submitted and definitely did not want that recruiter to "get credit" because of the way they went about it. <S> At that point, there is nothing we can do, a right to represent is the only way to help in these situations. <S> I've never been forced to use one, but the way things are going I may start. <S> At least when I'm dealing with companies who are engaging in business with particular recruiting firms who are well known for this practice. <A> In many occasions I received phone calls from recruiters offering me positions with organizations I already applied for employment with them through the internet. <S> It seems they have their eyes inside the employer organization and <S> whenever they see a resume that can be a good candidate for a position they will inform the recruiter who will call the candidate and ask him for RTR to hold his resume and nominate someone else. <S> Nearly in all the cases after I gave the RTR I never heard from such recruiter they did not bother to respond to my email. <S> My advice before you give the RTR check on the recruiter, if its not a well known name do not give the RTR. <S> Actually reputable recruiters will not ask you for RTR at the very beginning <A> Recruiters can have you sign an RTR and then have your resume on hold as they submit a candate who is willing to take less pay. <S> YOu would now be legally stuck because you cannot go to another agency that will pay you higher. <S> In this case the RTR is not fair and should never be signed.
| What worries me about the RTR is, it may be possible that the recruiter wants to hold your resume to nominate someone else for the position.
|
Is it generally okay to work from “home” for a week or two in another country? am a software engineering student who happens to be working in the industry already. I have a lot of traveling experience but I lack any work from home experience. I am currently considering an offer from a company who would have me work from home. my definition of home is wherever i can do my work and have an internet connection. so for example a coffee shop or a bus ect. I have the travel bug quite hardcore right now. I was wondering how kosher it is to say book 2 week to Paris or Tokyo or wherever it may be, and sit outside a cafe or in a park and write code for an employer not based in that country. my house is located stateside but my home like I said before I feel is anywhere I have internet and a place I can do my work. what is the typical vibe from employers, is there problems involved in this? have any of you done this before? <Q> This depends almost entirely on your company . <S> However, there are a few reasons why a company happy to have you work at home may not be OK with having you work from anywhere: <S> Internet access . <S> At home you can arrange a solid Internet connection pretty easily. <S> Sitting on a park bench in Paris or on a bus in rural Laos, not so much. <S> Also, a connection might suffice for downloading code, but not for (eg.) <S> a decent-quality video conference. <S> Safety . <S> What happens if your laptop gets stolen? <S> Now you're offline and <S> all the super-confidential info you had on your laptop is lost or, worse, sold to the highest bidder. <S> Health insurance and getting sick is also a concern. <S> Ability to contact you . <S> If you're always in different time zones, changing phone numbers, offline on planes or buses or whatever, the home office may have trouble getting in touch with you if something urgent crops up. <S> Legal issues . <S> Paying people working in third countries on tourist visas is a bit iffy, although most of the onus falls squarely on you. <S> I'd start by proving you can get the job done at home, then work your way up to <S> shorter or longer trips once you've proved yourself. <A> You should be able to work a full day(whatever that means) without risk of technical issues or significant interruptions. <S> So, while you are working in this cafe in Paris, how are you guaranteeing that you have a reliable internet connection, that the waiter isn't pushing you out because you've been holding a table for too long, that the mom with the screaming child won't interrupt your phone call? <S> In a nutshell, most companies assume that your work at home environment is as "workable" as your office environment, but just happens to be in your home. <A> My definition of home is wherever i can do my work and have an internet connection. <S> so for example a coffee shop or a bus ect. <S> That may be a reasonable definition, or may not, but more important would be the definition your employer uses. <S> I was wondering how kosher it is to say book 2 week to Paris or Tokyo or wherever it may be, and sit outside a cafe or in a park and write code for an employer not based in that country. <S> my house is located stateside but my home like <S> I said before I feel is <S> anywhere I have internet and a place I can do my work. <S> That isn't a definition of "home" that most people would use. <S> Perhaps the time zone differences wouldn't matter, and you would always have a reliable internet connection. <S> what is the typical vibe from employers, is there problems involved in this? <S> have any of you done this before? <S> A trusted remote worker on my team had to move. <S> His internet connection in his new house took longer than anticipated. <S> He ended up working from a Starbucks. <S> He told me his plan ahead of time, and since he was a great worker, I approved the plan. <S> For you, since you aren't yet employed at this company, the only reasonable thing to do is ask ahead of time . <S> You might get permission, or you might not. <S> But wouldn't it be far better to know ahead of time, rather than assume one way or the other?
| Companies differ, but I think most companies view working at home as an reasonable option because they have the expectation that you have established a reliable working environment at home.
|
How handle a situation in which a domain-expert has fabricated his history of expertise? I work in a large multinational which is experimenting in new forms of project management. We have invested a great deal of trust to an individual who is training members of staff. He was hired based on his achievements in a particular field including working directly with a Founder of an agile technique including helping to write numerous publications. I recently returned from an industry conference whereby the founder and other agile heavyweight speakers said they have never heard of the project manager and flatly denied that the manager had ever collaborated on pieces of work. I find myself in a hard spot because the manager now has a prominent position which he uses to evangelize agile techniques to an audience new to the Agile industry as well as name-drop frequently and openly about his non-existent experience. He does have a verifiable track record of project management but not anywhere near the level he has been claiming. Small agile projects have been embellished as "bringing Agile to the entire FTSE 100 Organisation" etc. The manager is in a different department from me. I more concerned that his links to the Founder are fabricated. <Q> The big question: what are you trying to achieve here, and what value is it going to bring to your employer? <S> As you don't have direct responsibility for the project manager, you have three options: Do nothing. <S> Only you can judge whether this is the right option or not - are the embellished claims causing, or likely to cause, harm to your employer? <S> (Note that "employing a person who's known to embellish their achievements" could well cause harm to an employer). <S> Bring the issue up with the project manager. " <S> Hi Project Manager . <S> I was recently at a conference with Agile Founder , and they didn't remember working with you. <S> Could you let me have some more details of the work you did with them?" <S> - this is the "good faith" option that assumes incompetence over malevolence; maybe the Project Manager was just name-dropping the wrong people. <S> It doesn't sound to me like this <S> would be a particularly good idea in your case, but it's certainly an option. <S> You'd have to work out which person is best, whether that's your direct manager, a senior manager, someone in HR or wherever else. <S> In this case, you probably just want to state the facts - " Project Manager 's presentations state that he worked extensively with Agile Founder . <S> However, when I was at Agile Conference with Agile Founder , he denied knowing Project Manager at all. <S> I'm concerned at the effect this could have on our company. <S> " Depending on the person you're talking to and how much you trust them not to punish you for raising what is an honest concern, you may wish to do this anonymously. <A> Although I am not surprised that a PM guru is a self-promoting BS-master, the real fault here lies with your own company's failure to perform due-diligence and check out this person's background thoroughly. <S> I think this stems from a need that insecure organizations have for authority, they gravitate towards outside "leaders" who will just tell them what to do and accept any authoritative voice uncritically. <S> On the other hand, your organization should consider whether or not the training is as effective as expected. <S> If it is not, he should be sent packing ASAP. <S> However, if the training is WORKING and people are demonstrably getting something out of it, it could be harmful to fire the consultant because of the disruption and mistrust <S> such an action would cause among the trainees. <S> It would not be the first time a high-profile person embellished their past achievements. <S> As for what to do, what "skin" do you have in this game? <S> If it is not your concern you won't do yourself any favors by alerting anyone. <A> What means "helping to write numerous publications"? <S> Either he's a co-author, and is recognized as one, or he is in the "thank you, this work wouldn't be possible without section. <S> " <S> Otherwise his help was not that important. <S> That's an issue that can be checked objectively, and you should be careful and limit yourself to claims that cannot be easily denied. <S> It is also relevant to know in what position you are. <S> If you are in HR, then it's your job or of your department to perform a due diligence before hiring people. <S> Since this went wrong, I think you are required to correct this mistake. <S> If you have a share in the company, this "guru" could be damaging your business, and so you'll have a good reason to fire him with legal backing. <S> If he uses the name of your company for any purpose, including his linkedin profile, people will start to associate you with his type of behavior too. <S> Otherwise, what you know can be used as an easy way to get rid of a work colleague that could be on your way, if you think he's damaging for your career too. <S> But all in all remember, if he's the liar, and the company is taking damage from him, nothing should be on your way to reporting him. <S> The company is your source of income, and keeping mute makes you an associate of this fraud. <A> One of the benefits I find of belonging to the Project Management Institute is that in situations like this there is a clear code of ethics that can be consulted. <S> In this case there is a mandatory standard that provides a clear and unambiguous response. <S> This is part of the Responsibility standard. <S> 2.3.2 <S> We report unethical or illegal conduct to appropriate management and, if necessary, to those affected by theconduct. <S> Under the Honesty standard there is additional direction. <S> 5.3.1 We do not engage in or condone behavior that is designed to deceive others, including but not limited to, making misleading or false statements, stating half-truths, providing information out of context or withholding information that, if known, would render our statements as misleading or incomplete <S> These are mandatory directives, not optional nor aspirational, that every member of the PMI is bound to. <S> Following these directives it is clear to me that if a person has a genuine belief that a colleague has fabricated their experience, there is no choice but to bring this matter to the attention of management - it is a Code of Ethics violation not to.
| If the claims aren't going to cause any problems, then perhaps the best thing to do is just to let it be. Bring the issue up with an appropriate person in your employer's management hierarchy.
|
As an Employer do I have to compensate a recruiter if they give me information about someone I already know? So, I met a developer (call him "John") through a job posting we put up on Careers 2.0. It didn't work out when we met, because he was late in the process and accepted an offer the same day that we met. Since we are a growing startup, I get recruiters calling and emailing me all the time whenever we put a job post up. 3 months later, I got one recruiter who called me and asked if he could send me some resumes. I said sure, why not. One of those resumes happened to be the guy I met earlier and the recruiter informed me that John wasn't happy at his current job. John never said he was actually looking for a new job, only that he didn't like the commute (to the recruiter). So I reach out to John (who also happened to work with one of my current team members and they know each other well) and we talk for a few weeks about his situation and if we might be a good fit. We go over working arrangements (remote + on-site), compensation, coding challenges, a test project, and two meetings all without the recruiter. So, do I owe that recruiter for alerting me that John was not happy at his current job? I already knew John, but would not have followed up at that exact time without the recruiter tip-off. Also, the candidate never actually wanted his resume to be sent out. He mentioned in passing that he didn't like his commute to the recruiter 2 months after he took the new job and the recruiter, without asking John, sent out his resume again. Thanks for any perspectives you have on this! ** Clarification: We do not care about maintaining a good relationship with the recruiter because we never use recruiters and this one happened to be really pushy in calling and emailing us all the time. We also never signed a contract with the recruiter and the candidate never told the recruiter he was actively looking. <Q> I have no legal background, but approaching this from a purely logical viewpoint, there are several factors at play: <S> Would you have contacted John if the recruiter had not notified you? <S> Would John have contacted YOU if the recruiter hadn't notified you? <S> Do you want to maintain a good relationship with the recruiter? <S> From your story, I get the idea that the answer to the first question is 'no'. <S> You were unaware that John was looking for a new position and would not have had any reason to contact him when looking to fill your job opening. <S> Having established this, the only reason I can think of why you would not owe the recruiter is if he would have contacted you to inquire about job opportunities at your company any time soon. <S> The recruiter did after notify you without John's explicit consent, but if he did not have the intent to contact you <S> this doesn't matter. <S> Additionally, even if John DID intend to contact you, we must consider the timeframe in which he would have contacted you. <S> If he would have waited a few more months before reaching out, this means that the recruiter's intervention let you fill the position earlier than you normally would have, meaning you owe the recruiter for having the benefits of John's employment sooner. <S> As for the third point, this is obviously highly subjective. <S> Maintaining a good relationship with skilled recruiters seems like it can be highly valuable to a growing startup, but if they sent out John's resume without checking this could be a red flag. <S> Did they send out his resume again in the hopes that they could make him happy, or were they only interested in the money they stood to make? <S> My personal conclusion is that the answer is yes, you do owe them. <S> They did their job in providing you with an eligible candidate for your job opening and it resulted in a hire. <S> The fact that you already knew John only made it easier for you to conclude the process, unless you were already in the process of hiring him the recruiter's actions are still the reason he is now working at your company. <A> This recruiter has really made too many mistakes to expect any compensation. <S> It's a border-line scam. <S> There's no contract. <S> The recruiter sends leads with no contract. <S> There's no contract or any type of agreement, but you're suppose to honor is non-negotiated fee. <S> Who does this? <S> Should clothing manufacturers just send people shirts and pants they never asked for and expect people to pay for them? <S> Make an offer to pay an extremely small fee if the recruiter signs an agreement to never bother you or anyone in your company again. <A> The amount of bonus is dependent on how vital or difficult it is to get the position filled. <S> The bonus ranges from zero to thousands of dollars. <S> All have had a big caveat: if the resume is already in the system, then you can't get the bonus. <S> Most have kept resumes for 6 to 12 months after somebody applied for any position. <S> So if your best friend applied once, then remembered you worked for the company, there was no way to get the bonus. <S> The person was already in your system. <S> If you award the payment to the recruiter you encourage them to spam you with lots of resumes. <S> The big thing is what was the contract between you and the recruiter, and the recruiter and the new employee. <S> In the example I discussed we were told when we submitted a referral if the resume was already in the system, there would be no bonus. <S> what was the deal with all the resumes they sent you? <S> If there was a contract read it and follow it. <S> If not then I would not have a problem with not paying them for a resume you already had.
| Based on this, I would say yes, you do owe the recruiter . Several companies I have worked for offer employees a bonus if somebody you provide a resume for is hired, and stay a specific number of months.
|
Should the photo in CV be attached with a paperclip or inserted electronically? In French culture, should the photo (passport size photo) in a CV be attached using a paperclip or be scanned and inserted electronically (via Word for example) and then print the CV in color? <Q> If you include a photo in your curriculum vitae (it is not required), you should definitely insert it directly in your document. <A> It would look very old fashion to do so and it could get lost in the recruiting process. <S> That said, doing such thing will make your CV stands out (for being odd and old fashion) and I could imagine somebody in design or artistic field doing such thing on purpose. <A> I don't think it has much to do with culture. <S> Both are accepted. <S> It only depends if you know or not how to insert a picture in your document. <S> Obviously electronic insertion in better and will make everybody's life easier. <S> So unless your asked to because your photo might be used later separately go for the digital one...
| So, except if you absolutely know what you are going with this: insert your picture electronically!
|
If your reference changed jobs, what should be the job title? When listing references in your CV/resume, if one of them changed jobs recently (within same organization or to another organization), should you use their former title (through which you got acquainted with them) or current title? To be more specific, I'd like to list one of my lecturers as a reference. However, he recently left my university and took a non-lecturing job at another organization. However, I know him only within the context of my university. So, I feel listing his new title would be misleading since that'd imply I got to know him through his current position making him an industry reference. <Q> You probably want to list both: <S> Their current role, so your (hopefully) future employer can contact them. <S> Their role when you knew them <S> , so your future employer knows what this reference is likely to be about. <S> I'd suggest something like: <S> Prof. V. Clever Senior Manager Big Corporation vclever@bigcorp.com <S> Professor Clever lectured me for a number of courses while he was Professor of Gadgets at Acme Looniversity. <A> The cover letter/CV/resume shouldn't include the contact information for your references. <S> They don't want their contact info posted all over the internet. <S> If a company wants to contact your references they will ask for the list, their contact info and the relationship to you. <S> That is the time you should provide these caveats regarding former and current positions and titles. <S> In the hiring process many will submit resumes but only a few will have their references checked. <S> This is due to the fact that most resumes never even trigger an interview. <A> I do not list titles. <S> When I supply references (which I do separately from my CV) <S> I give a name, their relationship to me (e.g. lecturer at Acme U. from 2015-2018) and a work email address.
| Their current or former job title is neither here nor there.
|
My circumstances have changed - I'm now unable to do on-call hours i'm a junior IT support engineer and recently i was asked to start an on-call out of hours rotation. our senior engineers currently do on-call duties however in my work contract it stipulates that i can be asked to work out of hours. recently my circumstances have changed - i recently divorced and i'm a sole parent to my children, so outside 9-5pm i'm their primary carer. reading the on-call requirements i'm unable to meet the obligations. my manager doesn't understand my parenting duties and will not negotiate - is there anything i can do or will i have quit? <Q> There is always times where you're on call, but unable to react immediately - single parent or not. <S> You've explained your situation to your manager, and they would like you to be on call anyways. <S> It might be that the on-call person rarely if ever gets called. <S> It might be that you're likely to get called in the dead of night when your children are asleep. <S> Or it might be that you're right <S> and you can't supply the support necessary for the company. <S> I would try to do the best you can, keeping your children as your highest priority. <S> If that means you're slow to respond, or unable to drop everything to fix a company problem then so be it. <S> If your boss complains, you get to say "I told you so" (and maybe look for new work). <S> But more likely, you'll not get called or be able to juggle things. <A> The wording of your contract (the one you actually signed) matters. <S> If as you say "it stipulates that i can be asked to work out of hours" and that is all that it says, then politely decline those requests that are inconvenient for you: <S> your contract states that you may be asked to work out-of-hours but places no obligation on you to say 'yes' to such requests. <S> Note also that working out-of-hours is not the same as on-call. <S> Out-of-hours could just be scheduled work that is mutually agreed. <S> If, however, your contract states that you may be required to be on-call outside of working hours, that is a different matter. <S> Typically, however, that is a responsibility which comes with a lump of extra pay - some for being on-call and hourly pay (typically at a higher rate) for time when you're actually called up. <S> If they want flexibility as well as additional work, they need to pay you for it. <S> If they are paying you for it <S> and you can't do it, you will need to request to drop that element from the contract and lose the pay <S> (however the employer may argue it is essential to the contract). <S> It should be clear from your contract how much on-call is expected and how responsive they expect you to be (attend to an incident withn 2 hours? <S> 30 mins?). <S> If it isn't clear it could be that the contractual term is too vague to be enforceable - however you should check with your trade union representative (or if you don't have one, then whoever else you go to for legal questions) as this is likely to vary by jurisdiction. <S> Until you have taken advice, be careful about appearing to accept out-of-hours work and make it clear that any out-of-hours work you agree to is on a trial basis. <S> If you are asked to do out-of-hours work or on-call duties, you'll also want to make sure you are getting at least a good a deal as the senior engineers, otherwise you'll have management trying to save money by giving you work instead of the seniors, and both you and they will lose out that way. <A> First off: you've signed that contract. <S> Nothing less or more Now a little bit nicer: Contracts can be changed when the circumstances changes. <S> Talk to your manager about that and try to get an offer how the on call duty can be removed from your contract. <S> I think they will give you an offer with some minor drawback regarding your loan. <A> You do what every other single parent does - you manage. <S> You build a new support network. <S> Find family or friends that can help out on occasion if needed. <S> You'll need them anyway for lots of reasons even if you change jobs. <S> Talk to your co-workers. <S> Are there any other single parents? <S> How do they do it?
| On-call means you are promising to be available for work for an extended period in case of emergency.
|
Managing conflict with coworkers to relieve a hostile work environment I work for a small software development team, and recently things have started getting extremely uncomfortable for me at work. We have a couple of girls who seem overly dramatic for no reason at random. I've been with the company for a little less than a year, but these girls have been with the company for years. They aren't programmers, they're secretaries. We used to get along great, then for some reason, they abruptly stopped talking to me. A few times I've asked where my supervisor was because I needed his input on a project we're working on, I asked one of the girls where the supervisor was. She snapped at me and with a long, drawn-out sigh, said "I don't know!" I figured she must have been having a very bad day. Recently, towards the end of the day, I said "Good night," as I normally do, and she stopped, slowly turned her head without looking back, then kept walking. She's even been glaring at me, or looking away/refusing to talk to me when I need to ask about something. So I decided to ask if everything is okay. "Yep, everything's fine! :-)" I also recently decided, as a peace offering, to buy lunch for the whole company. She got up and walked out the door, and didn't return until we finished eating. Everyone else was thankful for it, though. Since then, she's snapped at me a couple times. Today, she locked herself outside of the company building, so I went to open the door for her. She immediately freaked out big-time, yelling at the top of her lungs through the glass door, "NO! NO! NO! STOP! STOP!!!!!! DON'T OPEN THE DOOR FOR ME!!! STOP!!!!!!!!!!!!", so I just went back to my chair, sat down and wondered what the hell was going on. She was literally freaking out on me. At the end of the day today, she stood and stared at me through my office's glass door for what seemed like 10 seconds, and waved at me without showing any emotion. Like the engine was running, but nobody was behind the wheel... Suffice to say, this is creating a really creepy, scary, and uncomfortable work environment for me. I just sit in my chair and code, and solve problems, and try not to get in anyone's way, but lately I've been feeling too uncomfortable to focus on work as much as I used to. I just want to code, but I'm tired of being fearful every day of making her angry, or setting her off, losing my job, etc. Should I bring this up with my supervisor? He's basically 2nd in command to the CEO, but I'm afraid I may end up losing my job -- since she's been here a lot longer and has a lot of friends here -- or even worse, creating an even more hostile work environment. My first reaction was to update my resume just in case, and just start looking for another job at another company. <Q> Yes, you should bring this up with your supervisor, because obviously, this will not get solved otherwise. <S> However, the question remains of how to bring this up and how to resolve this situation. <S> If you complain about her unconstructively, your boss will need to decide who he wants to keep. <S> It's a random chance who he will decide for and you should not take random chances with your job. <S> Instead, try to remain neutral and talk to him about all the instances of weird behaviour. <S> Then tell him that you assume you did something wrong and you want to apologize or make up for it, but you don't know what the problem is. <S> Ask him if he can find out what you supposedly did and how you can rectify this. <S> The difference is that you offer him a constructive way out to keep you both. <S> Should he notice in his talks to the secretary that she's a freak and there is no way to keep you both <S> , then it's pretty clear that you are the teamplayer that wants to stay constructive <S> and she is not. <S> On the other hand, maybe you did something wrong <S> and maybe he does find out what it is <S> and maybe you can apologize to her. <S> Great. <S> Problem solved. <A> First a remark: <S> Assuming that the minimum age for employment is 16 years, someone who has been with the company for many years isn't a "girl". <S> So if you are located in the UK or the USA, using that kind of language would explain things. <S> If you are elsewhere, I wouldn't know if that kind of language is acceptable. <S> If that superior is any good at his job, he will keep his eyes open and eventually find out what is going on and sort things out. <S> Which may be good or bad for you, but the problem should get solved. <A> I know the norm here is to "goto supervisor" as step 1, but this seems like something that is strictly between you and the admin assistants. <S> YMMV but <S> you generally can't expect management to handle sensitive interpersonal stuff with any finesse. <S> It would be like trying to repair a clock wearing oven mitts. <S> There is something here that you're not seeing (or which you haven't shared). <S> Your concern is naturally to just "fix it", but such attempts will always be a shot in the dark unless you understand fully what is going on. <S> It is nice that you tried a peace-offering of buying lunch for everyone, however that is a rather oblique way of addressing the problem. <S> It might even be seen as over-compensation which some can see as an offense in itself. <S> Two possible courses of action for this problem: <S> (harder) Have a 1-on-1 discussion with at least one of the people involved. <S> By this I don't mean a quick, in-passing chat in the hallway. <S> I mean face to face discussion where each person tells their side of the situation. <S> Tell her it is important to you that you get along and that you want things to go smoothly. <S> You may have an opportunity to find the actual problem here and you might not understand it immediately. <S> Whatever the case accept what they say without judgment and think about whatever you might need to do. <S> It might be as simple as saying "I'm sorry" and not do something which has ticked them off in the past. <S> It could be that there is NOTHING that you can do. <S> (easier) Let time pass. <S> Just do your job with minimal interaction. <S> Over time, the grudge will soften and hopefully you'll slowy develop some rapport with these folks.
| Be cordial, say good morning, don't ask them for anything unless it is absolutely unavoidable. Everything else: If you are quite young and your supervisor older and presumably more experienced, you can go to him and not complain about your female colleagues, but ask him for advice how to cope with this work-related problem, not because he is your superior, but because he has more worldly experience. There is a reason for their change in behavior, it is not random.
|
Why can't many teams be self-organized and how to help them to self-organize? Note: although the question talks about programmers, I imagine it applies as well to many other professions where self-organization is suitable: scientists, visual designers, etc. I remember from my psychology course a few illustrations showing three to ten years old children performing team projects together while staying self-organized. The projects could be something like building a Lego house or put toys in order. When I was a child, I also remember being part of such projects involving five to twenty children: it just worked, magically, with any team members. There are obviously children who were not team players and harmed the project, like an angry child who will try to destroy the Lego house or start building his own or throw the toys to create disorder. Despite this, roles were still assigned (and mostly accepted), the bad players were bet or thrown away by the team and the work was still done. If I remember well, the goal of the psychology course was to show the social behavior of a human being, and the capacity of self-organization in a context of a project performed with other persons. I observe different teams of programmers in different companies for five years, acting as a technical lead, a manager or a simple team member. While there are rare teams of talented developers who are self-organized, most are not: Most, when not being directed , can't even take the simplest decisions like which task should be assigned to which team member. As a manager, explaining to the team that they have the freedom they maybe didn't have with a previous manager have no effect. They still expect to be micro-managed, and remain particularly passive otherwise. Many teams have members who are plainly harmful (for instance a person who doesn't have required skills or who does nothing because of the lack of interest in the project), but the team prefers to talk behind the back of the bad player instead of actually doing something (either helping the person to get back to the project or kindly throwing the person away). Some are not even teams, but a group of persons working individually on the same project. They don't know their coworkers; they can't tell the strong and weak points of each member; they won't ask for help but will remain on their own. In worst cases, this leads to disastrous situations like a constant blame of other members. “This is not my bug, I don't work on this part of the app.” “Why would Jeff change my code? It's his fault that this class is now a mess!” “I can't release on time, because I'm waiting for a web service from Emily, and she doesn't seam to hurry.” Finally, a few teams lack roles assignment (both formal and informal). With children, roles are always assigned or self-assigned: Timmy is filtering Lego bricks by color, Jessica takes care of the garden and the flowers around the future house, while Alice and William are building the roof. They switch roles from time to time (because Timmy is bored filtering pieces and wants to play with the flowers, while Jessica finds in herself a deep passion for roofs), but at any moment, they know what is their role, and the roles of others. On the other hand, I had cases where nobody knew who was actually dealing with the database access layer or who was handling error messages in AJAX requests. The members were admitting that the situation was a mess, but had no idea what should be done to solve the issue, making it practically impossible to work. Why kids are able to be self-organized, but encounter severe self-organization issues later in corporate environment? Is it: The corporate environment itself? The lack of motivation? The habit of being watched by the management and being constantly micro-managed? The fear of being accountable when taking responsibilities? How to deal with it as a team manager? <Q> I'm not sure I agree with your premise that many teams can't be self-organized. <S> It's my experience that, while some groups talk about it, extremely few companies want real self-organized teams. <S> Even fewer companies are willing to cede control to teams in order to achieve self-organization. <S> Why kids are able to be self-organized, but encounter severeself-organization issues later in corporate environment? <S> Is it: The corporate environment itself? <S> Yes. <S> Some talk about it, but few corporate environments really want self-organized teams. <S> If you want self-organized teams, it must be part of the company culture. <S> People must be hired and trained with this culture in mind. <S> The company must reward behavior consistent with this goal, and discourage behavior that isn't consistent. <S> The company must be willing to live with the ultimate results. <S> This seldom happens. <S> Your basic premise is significantly flawed, IMHO. <S> Kids aren't all that good at being truly self-organized unless you don't really care about the outcome. <S> Few companies fit that requirement. <S> Perhaps your definition of what "self-organized" means differs from mine, or differs from the companies you have studied. <A> People 'naturally' self-organize by discovering assertive, leading individuals. <S> If you find a group of children getting into some truly inspired collective mischief, there won't be a socialist republic at work. <S> There will be one or more ringleaders, and a gang of followers. <S> So, the concept of 'a self-organized team' is just so much consultant buzz-word. <S> An Agile team isn't self-organized; it's an structured process with several kinds of leaders in which groups of people make decisions. <S> Just like a legislature -- lots of people have a vote and can speak, but a few people control the ground rules. <S> Some few companies are smart enough to know that the most useful leaders of getting day-to-day work done are down at the leaves of the organization -- not at the top, and not at the middle. <S> So they create structures that allow those people to shine forth and lead their colleagues. <S> At the same time, managers in these companies have to be alert to notice and squelch bullies and other pathologies. <S> All the problem you describe come from managers who don't know where to step in and where to step out. <S> Managers need to, on the one hand, shut up and listen to learn who is best positioned to work on what. <S> They need to speak up, ask questions, and give direction when the people or circumstances are pointing to a muddle. <S> Particular talented managers can do this 'invisibly'. <A> More than 90% people working in any field are not top performers. <S> When you have problem employees, someone has to be authorized to deal with those problems. <S> When you have conflicts between good emplyees, someone has to be able to resolve them. <S> When you are missing the deadline, you need someone to take action. <S> It is really easy to abdicate responsibility if no one person has it. <S> And as far as business, my clients would leave in droves if thought no one was driving the bus. <S> The clients want a Point of Contact who has authority to make things happen if need be not to deal with not some nebulous self-organizing team. <S> Further, self-organizaing teams tend to mean that only the pushiest people get the best tasks. <S> The most common place where you see sefl-organizating teams in the real world if the cliques that form in high school. <S> If you have ever watched a peer group of teenagers make choices with no official leaders, you know the choices are often poor and the overall end goal is often power over others not getting the task done. <S> Why would I want to work in a poisonous atmosphere like that? <S> I wasn't in the popular group in high school <S> and I certainly have no need to be in the popular group now. <S> And worse, it often means the people pick what they want to work on not what they are skilled at working on which can be an absolute disaster and at best <S> means the project will take longer than it should. <S> Businessses are not in business to provide you with new skill sets or toys to play with. <S> They are in business to deliver the product in a reasonable time-frame. <A> I'd like to expand on Joe Strazzere's answer. <S> If companies want autonomous teams, they have to work to make it happen. <S> Teams are rewarded based on the over-all performance, but individuals are rewarded based on their contribution to the team which is decided by the team. <S> Teams get to determine their members. <S> Not always 100% practical. <S> A team needs a new member they need to be involved on finding the replacement. <S> What company would allow them to hire someone outside the company when there is a sort of suitable candidate already on staff? <S> Not many. <S> Teams must be allowed to fail and solve their own problems. <S> Of course this can't go on forever, but no one is going to do what is necessary to get the job done if every time there is a problem, someone steps in and cleans up the mess. <S> Once they hit an impasse and someone can hold out until the decision gets deferred to a manager outside the group, there's no incentive to cooperate. <S> When changes are made, things usually get worse/less efficient in the short-term. <S> It takes guts to stick it out when deadlines are so near and the stakes are high. <S> Maybe it's as simple as asking the team in the first place if they want to be self-organized? <S> Unfortunately, there is a stereo-type that programmers don't play well with others.
| To my mind the single biggest problem with self organized teams is that they don't work unless you have all outstanding performers and no real conflicts.
|
Damaging reference from current employer I work in UK for a software company.I applied for a job at two other companies, 1 and 2.I accepted the offer from company 1 (after 2 months and 3 interviews) and returned the signed contract, resigning from my current job and telling company 2 I was not interested. When I resigned, my current employer started insulting me, calling me "useless" and "incompetent". We are talking about blatantly denying any contribution I gave to the company. I thought it was just OK to leave that, but... the new contact says "subject to satisfactory references". They wanted to contact my current employer. Now I resigned and company 1 could cancel my new job offer because of a bad reference. Moreover, my current employer might could cost me future jobs. Note: company 1 is not interested in contacting my other referees, all of which I am on personal, friendly good terms with and all of which are supportive. Question: how can I avoid my current employer destroy my new job opportunity and my next ones? <Q> You should have no obligation to tell your now-former employer where you are going. <S> As a result, do not tell anyone at the company where you are going . <S> However, if your new to-be-employer wants to get a reference from your old company, you really can't stop them, and lying to them about who <S> that employer was would only make matters worse. <S> If they really are bent on contacting your old employer, I would explain your situation with them and set up the expectation that it might not be a glowing reference. <S> Furthermore, though I'm not familiar with UK law, in certain states in the US it is possible to get a copy of the reference that employer gives to the new company, and if they say anything about you unrelated to job performance (like "that guy is a sociopath") or something that is discriminatory (like "minorities don't really get along with our company"), you can go after that company for defamation or discrimination. <S> Worst case, the new company revokes your job offer, and you're left temporarily unemployed. <S> From the context of your question, it sounds like your old job wasn't going to last too much longer, and now you're out of what sounded like a bad job situation anyway. <A> All you can really do is be honest about the situation. <S> My wife had a similar situation when she applied to her current job. <S> She was more than a little worried about what kind of reference her former employer would give because, even though she was quite good at her job, she didn't leave on the best terms. <S> When she explained the situation to her new boss, it turned out that her former employer had a well know reputation for throwing fits when people left his company. <S> This may not be true in all cases, but within many industries people talk. <S> And people tend to talk more when they've been burned be the same person in the same way. <A> My gut feel as a hiring manager in the UK (who has worked in both enhanced background checks and screening for police) is not to worry. <S> The majority of reference checks in the UK (even enhanced ones) are employment verification only, <S> so it's likely the company will only be asked about job title and dates, and as long as you match that you should be fine. <S> The odd small company may still pursue "references", but given their reluctance to take your others I don't think this is likely.
| It may seem like your former employer is going to ruin you, but if you explain to your new prospective employer that things were copacetic before you resigned and that after giving notice the relationship soured, they may be understanding.
|
My manager used my colleague to tell me I was moving jobs I will be moving teams within my company in around 6 weeks. I am happy with the position that I will be taking, from what I have heard of it. I am also content in my current role however. I was told this news by a colleague in my current team. My manager told this person and asked that they informed me. I was happy with the conversation with my colleague. While I have a lot of time and respect for my colleague, I couldn't help but think it was strange that my manager didn't tell me. My colleague told me if I had any further questions I could ask my manager. This was a week ago and my manager still hasn't mentioned the subject of my move, directly or indirectly. For additional background, my manager has only ever provided me with performance feedback upon my request. I will try to find out from my colleagues if this is his management "style" or if I should take it personally. I guess my question is should I be raising this with him or HR or just keeping quiet as it's expected behaviour? <Q> Don't look to your colleagues to find things out. <S> Look to your manager. <S> Even if it is his management "style", he needs to address your situation with you himself. <S> Speak to your manager directly. <S> You obviously have questions regarding the new situation, so follow the instructions and ask him directly. <S> While you're asking him about it, ask him politely about the reasoning for having your colleague inform you. <S> Let him know you'd have been more comfortable with it all if it'd just come from the manager as you would expect it to. <A> I guess my question is should I be raising this with him or HR or <S> just keeping quiet as it's expected behaviour? <S> While it's certainly odd for a manager to do this, there is no benefit to you in taking this "issue" any further. <S> Since your manager hasn't exactly been communicative in the past, it sounds as if this is just part of his style. <S> There is no benefit for you in taking this to HR. <S> It would be awkward at best, and might make you seem like a complainer at worst. <S> If this manager will continue to manage you after the move, find a quiet time to chat with him. <S> Talk about the move, and try to see if you can understand his style better, so that his style won't be so unsettling for you in the future. <S> If this manager will no longer manage you after the move, then forget about it and enjoy the prospect of a new manager in 5 weeks. <A> Leveraging the people and the teams around you is a good idea to gauge information if that was typically the objective, however not recommended unless we are indeed grooming team members to take on a leadership or management roles, I have a good rule in life that I abide to, trust, but verify <S> so it's a good idea to bring it up in conversation at the right time or depending on your work environment's approach to topics like these <S> (it is somewhat serious) <S> a meeting request is great to take charge. <S> Regardless, bad move on the manager's part.
| Perhaps your manager is grooming your colleague for a more supervisory/managerial position and was simply using this information exchange as a training opportunity. I would imagine (though I have couldn't say with certainty) that your colleagues do not have the authority to grant or direct any change in your status, and as such likely could not notify you of any change with any binding effect.
|
what to do when there are rumors of firing employees on their increment day I am working for a company which opened its regional office in my country since last year. I started 11 months ago and I was told by HR that company has bright future and it values its employees by giving them bonuses and market competitive yearly salary increments. With in 4 months of my joining the technical manager resigned due to clashes with top management, who was later preceded by another manager who has limited technical experience. He then started hiring his past colleagues and started giving them key positions. I was then working as lead developer on a project and I was promised by new manager that he'll recommend me for team lead position as I had worked from start of this project and I had domain knowledge.But later he added one of his own people in my project who assumed role of team lead. Now my review is due in one month along with couple of other developers and I over heard manager saying that he's recommending HR to bring new people instead of giving us yearly increment and relieve us from job. Is it ethically correct ? what should I and other developers do? Should we search for new job and resign from current one( this will be of loss to us as we worked a year for same pay and we were hopping to get reward for our hard work ) or should I contact HR who hired us and promised good rewards ? <Q> I have no idea if what they're doing is ethical or legal because you don't state how you're employed <S> but you do what you should always do - hope for the best, prepare for the worst. <S> Get your CV sorted and start paying attention to the job market. <S> You don't need to make any rash moves, but you should be prepared for it to go wrong one day. <S> Additionally, and please remember this: HR are not your friends or advocates and are not there to protect you. <S> They work for the company and ensure the best interests of the company are met - sometimes they may align (Especially around legal issues) but unless you sincerely believe you could bring a potential legal case then you should be very wary about attempting to pull HR into these kind of disputes. <A> This is classic cronyism. <S> First, there is almost nothing you can do. <S> Weak managers do this because they reward their cronies, who in turn protect him. <S> It's not at all unlike middle-ages feudalism. <S> You either have to get "in" with them, or you're out. <S> I've seen this happen several times at several different positions. <S> You can try your best to work through it, but it sounds like they've already decided you're "out." <S> Best bet: Polish that resume. <S> Tech is hot, right now. <S> If they do lay you off, you shouldn't have to search too long. <A> It does not sound like a healthy work environment. <S> You could be OK with not becoming team lead (maybe), but being fired is a significant risk. <S> Of course, there is the chance that what you heard won't be applied. <S> If all office gossip was actioned, all companies would be wastelands.
| If I was you I would try to move to another project/department, or prepare myself for new opportunities.
|
two weeks after interview I applied for a position online, and got a call from the HR manager from the head office three days after for a telephone interview. This went well and two days after I was invited for a face to face interview. I was interviwed by two senior staff members, with one person in the room and the other on a conference call from the head office. In my opinion the interview went well and the interviewer present told me after the interview I did well, and that I should hear back the following week as they have more people to interview. (I was the first person to be interviewed). They told me a lot about the company, the training offered and all, I was am positive about the role. I sent a thank you note to the HR Manager at the head office and reiterated my interest, she replied saying they are pleased I am still interested and would get back to me the week after. Two weeks have passed with no update and I noticed the position has been re-advertised online. I decided to send a short email to the HR asking for an update and I got a reply almost immediately saying: Hi, Hope you are well. We were impressed with you but we have not yet reached a final decision. It will take a few more weeks and I'll inform you. Thank you so much for your patience. Do you think I'm still in with any chance of getting a positive feedback considering the fact that the role has been re-advertised? I am really interested in the role and the wait is kind of killing me. <Q> Short Answer - You still have a chance . <S> Based on the multiple interviews you went through, and them telling you that they were impressed <S> , then I'd say you're still a top contender. <S> They did state, however, that you were the first interviewed. <S> I wouldn't be surprised if it took a couple of months for them to get back to you on the decision. <S> Ultimately, the hiring manager makes the decision - and HR doesn't know when that decision is going to come. <S> The hiring manager may decide to interview a few more candidates whose resumes have impressed them, or interview every candidate that they get a resume on. <S> It's also possible that you are either under-qualified(but impressive) or over-qualified for the position <S> - I don't know your skillset - and they may be interviewing to see if they can find a better fit. <S> If not, you still have a chance at securing the job. <S> While sending a card/note to HR is fine, sending one to the hiring manager is going to keep your name in their mind. <S> Also, do not send gifts. <S> Most companies have policies regarding not receiving gifts in these situations. <S> Personal Experience <S> Every company has different hiring processes. <S> For example, the company I'm currently with took nearly 5 months from the initial phone interview, to having a contract that I could sign and officially call me apart of the company. <S> My previous employer only took about 3 weeks from initial interview to signing on. <S> It's different everywhere <S> you go, never count yourself out unless you know for sure you're not getting it. <A> Combined with the re-advertisement, Hi, Hope you are well. <S> We were impressed with you <S> but we have not yet reached a final decision. <S> It will take a few more weeks and i'll inform you. <S> Thank you so much for your patience. <S> Reads to me as: "While you were competent, we think we can do better (and will be interviewing other candidates). <S> If we can't find anyone better, we might settle for you. <S> Please don't be mad. <S> " <S> There are certainly other possible reasons (hiring manager had a car accident, waiting on budget, the person you were going to replace decided to return, bureaucracy) <S> I would not wait for this company to continue your job search. <A> I have been in this situation both at the receiving end and the decision making process. <S> I wouldnt send a 'thank you' note again as you could come off as someone who really wants this job and is desperate to get it. <S> This can work against you while negotiating the package. <S> In my experience its better to keep looking elsewhere as most of the times it unfortunately is not a good news. <S> The team is in two minds and if they find someone better they will go with them... <S> you are basically on stand-by. <S> And you dont want to waste your time in the meantime. <S> It could in some cases also mean that the position is on hold for whatever reasons (budget or other issues). <S> Goodluck!
| Either way, I would suggest sending a hand-written thank you note to the senior members/hiring manager that interviewed you.
|
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.