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Negotiating after disclosing Salary Expected i am likely to get a job offer with a company for which i am very excited but i did a mistake by disclosing my salary expectation in start itself. After checking the current market trend and another job offer which i have, i feel that i asked for less initially whereas at my experience i can get a better salary. Also the company would easily be having a bigger salary range for that job profile. Please suggest how can i talk to HR for a higher salary and on what points should i negotiate. <Q> You don't have job offer <S> so right now <S> so you don't have a salary to negotiate. <S> When you get an offer it will either be acceptable or not. <S> If not make a counter. <S> You are not really in a position to argue your worth in the market. <S> They know what they pay their people. <S> They know the market. <S> Don't lecture them on the market. <S> If they are low balling you they may accept your counter. <S> A good company will have a pretty tight pay range. <S> If you perform and move up and then your pay increases. <S> If you like the company and the offer exceeds or meets your initial expectation then just consider going with it. <A> Asking for a higher salary after the job offer, could easily get your job offer taken back. <S> Because usually several people are involved in the calculations and you already gave them a rough price. <S> Unless you have some special skills then you're easily replaceable. <S> However you don't need to accept a job offer, you can negotiate when you have one, saying you'd love to work for them, but not for the same pay you were getting elsewhere, explain the market rate etc,. <S> and see which way it goes. <S> There is still leeway for negotiation. <A> As always in a negotiation, it helps if you have arguments backing your demands. <S> If you have another job offer, you can safely try raising your salary. <S> Explain them: <S> The initial position (or how you understood it) is different from what you now know <S> it actually is: <S> after talking with them, you learned new information about the job and want to be paid accordingly. <S> Salary is just 1 item in a benefits package: if they have a lot of other benefits (pension funds, paid vacation days, company car, insurance, phone, laptop, ...), the salary can be lower, if they don't, the salary will be higher. <S> It's the total package that counts. <S> You have another job offer in the range of XXX-YYY, which corresponds with what you believe you are worth. <S> You did your research on the job market (glassdoor.com, other collegues in the domain) and know the salary ranges are XXX-YYY.
| If they challenge you that you asked for less before, remain calm, polite and friendly, but explain that you are convinced you are worth the salary you are asking for, and that you can deliver a lot of value to their company - and believe you should be compensated accordingly.
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Are startups expected to have low salaries, no bonuses, no raises? My company (< 300) is currently offering below-market wages, no shares, no bonuses, no raises, with the constant promise of "opportunities for growth" as the company develops.Plus, we are quite top-heavy, and each time we make an acquisition we bring in a bunch of new directors.I see no future, but I have no experience and I might be wrong. In startups, is it common to offer just a fixed salary over several years? Or is it a red flag? <Q> You're asking the wrong question! <S> It doesn't matter whether it's "common" or not. <S> You clearly have a terrible feeling about the place and are paid "below market." <S> So go make market somewhere, where you don't have a terrible feeling about the place. <S> My blunt <S> advice <S> : you smell a fish, so do I. Run, don't walk. <S> I know this is terse <S> but there really isn't a ton more to say about this. <S> Good for them for hiring so many people for cheap. <S> You shouldn't be one of them. <A> Low pay is common enough with many startups. <S> But everything else you mentioned is too vague to take the chance on growing with the company. <S> In my experience when it's increasingly top heavy, it's usually a funding issue, and the top will eat the funding until it all collapses. <S> Nothing you have mentioned would make that job attractive to me. <S> You're expendable from the start. <S> Opportunities for growth is not a real promise of anything. <A> with the constant promise of "opportunities for growth" as the company develops <S> Startups work on mutual trust, and you can't stall a raise for your employees with this vague promise. <S> They have families to take care, just like yours. <S> Plus, we are quite top-heavy, and each time we make an acquisition we bring in a bunch of new directors. <S> I see no future, but I have no experience <S> and I might be wrong. <S> Acquisitions are made when you are kicking ass (yes, literally). <S> They are for expanding or strengthening your position in the market. <S> The acquiring company should be very confident enough, and well off for moving ahead with the deals. <S> Here in your case, I don't think you're ready or confident enough for that. <S> As a failed startup founder, let me make it clear for you: <S> You employees are the ones who would be driving your company on their shoulders, and would also be the ones who'd be there for you when the ship drowns, but that is only when you treat them well. <S> They're not still out-of-college kids for that. <S> You need to literally make them feel that there is indeed an awesome growth opportunity. <S> And make sure, it is AWESOME , as you are fighting in a very competitive world where there are huge bucks and share options everywhere. <S> In startups, is it common to offer just a fixed salary over several years? <S> Or is it a red flag? <S> Depends. <S> But, as they are rapid growth environments, I definitely see a fixed salary for several years as a red flag. <A> The difference between a startup and a well-established company is that a well-established company is quite likely to just move on through the years, while a startup has a good chance to be either an enormous success or an enormous failure. <S> Nobody can reasonably expect from you to work cheaper because it is a startup. <S> What a startup can try to find is people willing to take a gamble by getting less salary right now while getting a huge reward if the company succeeds (and no rewards if it fails). <S> However, this cannot be based on vague promises. <S> There must be something concrete in your employment contract that fixes what you are getting if the company succeeds. <S> For example, you might be offered a small salary plus share options that might be worth a lot if the company succeeds (or nothing if it fails). <S> It's a gamble, and whether it is acceptable or not is up to you, but that's a reasonable offer for a startup. <S> Accepting a lower salary with nothing in writing that shows you will benefit from the company's success is something you should never do. <S> Find a company that pays better. <A> this is an expression of my opinion only not to be confused for advice <S> I think you have the wrong definition of a start up. <S> You have around 300 employees I would say it's a mid size company. <S> And actually I think you're company shed the start up tag long as you say for several years it's been around. <S> And not to forget the part where there is acquisition of other company.
| If a startup is well-funded, then there would be hefty salaries. No one would be convinced by the promise of "growth opportunities".
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Why are places specifying "(m/f)" in the job title? I often see "(m/f)" in the description of software developer jobs. Even in jobs in progressive countries like Germany, France or Switzerland. I assume that m/f means "male or female". I'm wondering: Why specify that in the job title (isn't it obvious that both genders are welcome to apply to the job)? Wouldn't that come off as discriminating towards people that do not identify as male or female? <Q> German nouns (including job titles) have a grammatical gender. <S> A programmer for example would either be "Programmierer" (male version) or "Programmierer in " (female version). <S> It has been common usage to take the male form when you mean both genders, but in recent years, feminism and European gender equality guidelines implemented as German laws (not saying that's a bad thing) have made it mandatory to make clear you mean both genders. <S> So there are a few options in German: <S> Programmierer (m/w) <S> (m/w) is for "männlich/weiblich" which means "male/female" Programmierer oder <S> Programmiererin Long form, just imagine that with a multi word title like director of operations or something Programmierer(in) <S> Abbreviation of long form. <S> Programmierer/in <S> Another possible abbreviation of long form. <S> For IT jobs, Germany tends to use English names more often. <S> Software Engineer for example. <S> Now, appending something like (m/f) would be wrong, because Sotfware Engineer does not have a gender in English. <S> However, once you use it in a German sentence, it will have to have a gender because that is how the German language works. <S> Software Engineer for example will be male according to German grammar rules. <S> Now to be safe, people append (m/w), or the English (m/f) to be consistent, because those 5 letters that can save you from a discrimination lawsuit. <S> Theoretically, there have been attempts to implement more fairness for those that feel they are neither male nor female, but it has not caught on. <S> Maybe because biologically, it's quite hard to be neither and for those that are, a German law based on a European guideline that regulates job title grammatical genders is not actually on their most pressing problems list. <S> Updating for the latest developments: <S> As of October 10th 2017 <S> the highest German court ruled that another gender identifier than just male and/or female must be allowed and people must not discriminate based on that just as they are not allowed to discriminate against people identifying as male or female. <S> Although the ruling does not specifically concern job ads, companies have picked it up and are now advertising as (m/f <S> /x) or (m/f/d) <S> or it's longer version longer (m/f/divers). <A> The (m/f) can be seen even in Italy because in this language nouns have grammatical gender. <S> So Programmer is traslated to Programmat ore (male) or Programmat rice (female) even if is common to use the male form even for the women who work in this environment. <A> <A> The existing answers refer to linguistic arguments. <S> However, a very similar suffix (m/v) is used in Dutch where the linguistic gender is purely theoretic. <S> A quick search turned up that Dutch law requires such an addition, a law which is the implementation of Council Directive 79/7/EEC of 19 December 1978 on the progressive implementation of the principle of equal treatment for men and women in matters of social security . <S> So obviously the German, French and Italian advertisements have to follow the same EU regulations. <A> As to the "Wouldn't that come off as discriminating towards people that do not identify as male or female?" <S> Decent companies don't care about gender, skin colour, religion and so on as long as it doesn't interfere with the job. <S> If you don't identify as male or female, it's your choice to assume that this is a decent company that doesn't care about gender and apply and get the job, or don't get the job because someone else was better, or don't get the job because of illegal discrimination and sue them. <S> Or you can assume that there is a conspiracy against you, clearly expressed by stating they accept male and female people. <S> Now the simple fact is that if this company is run by decent people who would have had no problem accepting you, and you accuse them of discrimination when no such thing was ever intended, you are not making friends. <S> On the other hand, you are welcome to give a complete list of everything you would like added to "m/f" to not discriminate against anybody . <S> And the longer the list, the more likely it is that you actually intend to discriminate against anyone not on the list.
| As per this answer , its because German job titles are gendered, and m/f is just a translation artifact in many cases Companies are interested in finding someone to do the job.
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Should i ask for more work , when i have completed all the tasks assigned to me for the day? I work as software test engineer in a medium sized IT company. My lead usually assigns me task for the day which I try to finish asap. Sometimes when there is no build to test or when all the test execution is done, i have nothing to do for rest of the day. I read in a self-improvement/productivity article that to be more effective always ask more and more work from your boss. Would this be the right thing to do as a professional? <Q> Yes. <S> Try and think of something you could do to improve some aspect of your job/division/company then take that proposal to your boss. <S> You know what bosses like even more than employees who get their work done? <S> Employees who don't even have to be told what to do, because they'll create value of their own accord. <A> Yes, it's a good thing to do once in a while. <S> It shows you're keen. <S> Bear in my mind that it can also have two repercussions. <S> Firstly it adds more work to your manager, which he/she may or may not be happy about if it's constantly happening. <S> They need to then find or make up more work for you to do. <S> Secondly you may find yourself lumped with all the more distasteful jobs available and it can become the norm to just assign those and any extra work to you. <S> But it is still a good idea in moderation. <S> In that situation when I had time on my hands, before asking for more work I would look for other things to do first. <S> So I would doublecheck my work, clean my work area thoroughly, organise my files and other things I may have been putting off. <S> I spent a whole constructive afternoon once just organising my email folders and filing system on my computer. <S> It wasn't wasted time, it made things easier and more efficient for me. <A> Yes, if you're just starting out. <S> As a habit, no. <S> If you're new, it makes sense that your lead would have to search a bit to find work that you can do that fits your skills and knowledge. <S> Then they would maybe want to review it before moving on to the next one. <S> As you gain experience, it is expected that you "dive in" more, understand the projects you're working on and the tasks that are needed to complete them, and those would take more than a few hours. <S> When that happens, you should take more initiative and, while communicating and consulting your lead about the tasks (prioritization, design questions etc.) <S> , you would not ask them for a new task every day. <A> You should ask for more work. <S> The only exception is if your manager knows you are finished, knows you are looking for more work, and there is no more work, and you asked before, so you know that asking for more work is pointless and only gets on his nerves. <S> In that case you can search for useful things to do. <S> Always an excellent thing to do is learning things that both improve your knowledge and value to the general world, and your value to the company. <S> In your company's interest you pick something that is of value of the company, in your own interest you pick something that is generally useful out of the things you might learn. <S> And most people have a huge backlog of things that would have been nice to do, but never had high enough priority, and that you can do. <S> Much better to go to your boss and say "Hey boss, I finished my tasks and have nothing else to do, so I decided to do XYZ, which we always wanted to do and never had the time for, unless you have something more important". <A> You may work on perfecting the given task. <S> Could we have an extra Unit test? <S> Could we improve the code? <S> Have you tested everything properly, have you documented everything as required? <S> Have you read all documentation <S> you are supposed to know? <S> And is it clear enough what this third party library method you call actually does? <S> Completing the task quickly but badly may not be the best way to impress. <S> If the manager has allocated that amount of time for the task, maybe he wants the best possible implementation that could be written during this time. <S> Procedures like code reviews mostly aim to increase the quality of the work, even with understanding that it will take longer to complete it.
| Even better than asking for more work, demonstrate some initiative.
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Should work computer/tech work colleagues be judged depending on whether they attended a computer science university? I just witnessed an incident at my company where one of my colleagues accused another colleague and his arguments were based on the University he graduated from. Is it correct to engage in such desperate arguments based on studies? The colleague who was judged is smart and even if he didn’t graduate from a computer science department he has a lot of knowledge in programming and 5+ years of experience in this field. I’m asking because I also didn’t graduate a computer science university and I would like to know how to correctly react when someone brings such arguments. <Q> First it's utterly inappropriate for that to be said. <S> It is prejudicial, confrontational, insults their bosses decision making process and just avoids the specifics of whatever task they were working on. <S> Remember, work is a job. <S> And a job encompasses tasks. <S> And most of the time if you are upset at a colleague you might just be upset at the task. <S> That said, about 25 years ago <S> if you did not have a computer science, general science or math degree and attempted to work in the computer field, you might get a basic I.T. job but that was it. <S> Without a real computer science degree your career was limited in many countries and might not even be an optional requirement in others. <S> Nowadays—in most countries—computer science degrees matter but experience and proven skills level the playing field. <S> For example 25 years ago you would have never seen computer science job listings that say a degree or equivalent work experience is required. <S> Nowadays, work hard enough, learn on your own and prove your skills and you will be considered to be on par with those who have deeper formal training. <S> This is mainly due to home computers being more commonplace, the rise of the Internet and shared knowledge as well as technology being so widespread in the non-tech world there are tons more opportunities. <S> So if a colleague is ripping someone apart over a task and they attack based on their educational background, that is just violent, abusive, petty nonsense. <S> How to handle depends on many factors but if this mentality is casually accepted in the office culture, it might be worth rethinking what kind of future one might have in such a non-cooperative environment. <A> Definitely not an appropriate argument. <S> It's like saying "I'm right because I'm older." <S> If you are at the receiving end of this, keep asking "why. <S> " <S> If someone wants to claim superior knowledge based on whatever, he/ <S> she has the privilege of explaining the reasoning. <S> Which brings the discussion back to facts. <S> Something that is appropriate to argue based on. <A> It's not a nice thing to use in an argument, but all is fair in love and war and arguments. <S> Depends on the actual university in question as well. <S> If someone started citing their masters degree from the National University of Samoa, I'd probably start laughing. <S> I would like to know how to correctly react when someone brings such arguments. <S> The best way to react if you want to remain professional is to tell them that university is irrelevant to the issue, and ask them to prove that they are correct. <S> To me a uni degree means very little compared to practical experience. <S> My reaction would be to ask them to cut the crap and show me their solution and then honestly appraise it to see if it's better than mine. <A> When assessing colleagues, there are limited measures of capabilities that are as easy to measure as university education. <S> Some people need to fall back on past accomplishments to feel better in the moment. <S> When an argument is based on this, it's painful to witness because you should expect more from someone that attended a well respected university. <S> On the other side of this, it's difficult to have a productive debate with someone that thinks they are informed based on self-assessment or inadequate life experience. <S> It can be frustrating when they actually know far less than they realize. <S> This type of ignorance can lead to a better educated, more experienced person making an inappropriate personal comment about education/training either out of frustration or as an attempt to draw attention to the depth of the problem and/or garner respect from someone incapable of recognizing when to be respectful. <S> To explain the comparison between a top university and a "regular" one, I will use two students I knew as an example. <S> Both students had the same class and textbook. <S> After a year, the top school student was tested on all content in the book. <S> The other student was tested on only the first 30% of the book. <S> So unlike 5 years of job experience, university experience can be rated more consistently with top schools generally demanding more of their students, usually resulting in appropriate higher expectations from those students. <S> Should work <S> colleagues be judged depending on the attended University? <S> In general, it is a good indicator of what someone is capable of doing or what should be expected of them. <S> But the role it plays in a particular discussion between two people is usually pretty thin; rarely is one's university education relevant to a particular conversation. <S> Comments like what you witnessed should be avoided. <A> but it kind of depends on the context. <S> If it is was about syntax or stuff you can learn with practice then <S> no. <S> Let's say is was about a compiler design where if you have not been through the formal theory is not something you would readily pick up then maybe. <S> But need to deliver with tact. <S> Let's say you were at an accident scene and practicing bad (harmful) first aid <S> and I was a Dr. To shut you down and get on with business <S> I would say "Where did you go to med school?"
| Even so, usually it's inappropriate to mention one's university education as a point in a debate or argument while it's advisable to be respectful of someone that has earned respect (either by formal education or job experience). It is not something that is typically appropriate
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I feel like I'm underpaid, how do I prove it? I'm in a tough situation, since I'm a UX Designer who has a tech background too. I create prototypes through code which allow them to be as accurate to the real finished product. What I do is rare and not many people do what I do and have been told by numerous people from numerous companies that I'm considered a unicorn and am in high demand. I tried looking for data online to see if my suspicions are valid, but I can't find anything. What should I do and how do I approach my employers and tell them that I feel like I'm not paid enough due to my unusual skill set? <Q> I manage a tech group and I do both plus manage. <S> And I have 3 people that work for me that do both. <S> You are more horse than unicorn <S> but horses still provide more value than the jackasses/donkeys that consume 90%+ of your realm. <S> If you want to get paid more for doing this then get a better paying job. <S> Something at a very small tech or startup. <S> These companies will value someone with extending skills more. <S> They are willing to pay 20%+ more because you can do 2-3 things because they can't hire more people. <S> Freelance. <S> Go into consulting. <S> All of these have levels of risk associated with them that your current job probably doesn't. <S> If you are good at advertising yourself, have a good network, and can manage yourself <S> then you could make a lot more doing these - maybe 1.5-2x as much. <S> If you stay at your current job you could climb the ranks slowly but given that you are good at multiple areas they will have a hard time giving you a promotion since you need to be replaced. <A> How do you find out what you're worth? <S> Try to sell yourself, see what price you get. <S> In the context of careers, this means a firm job offer, in writing, with a $$$ figure next to your name. <S> Now, you may be unwiling to engage in a job search you have no intention of following through on, but if you want hard evidence, that you are, in fact, underpaid, that is the only thing that counts. <S> (Industry averages are just a proxy for this: "How much salary you *could* hypothetically get at a typical firm in the same industry") <A> What should I do and how do I approach my employers and tell them that I feel like I'm not paid enough? <S> "Paid enough" is a tricky concept. <S> What does "enough" mean for you? <S> What does it mean for your employer? <S> If you find and accept another job that pays you more, you might argue that you weren't being paid enough. <S> But jobs are never identical, and context is everything. <S> I suspect what you really want is to find a way to convince your current employer to pay you more. <S> That has little to do with "enough". <S> Online data, surveys, etc - those are unlikely to matter to your current employer. <S> Any data you could find, they almost certainly already know. <S> You should point why you think you deserve more, but base your argument on the value you provide to the company, not what "numerous people" from "numerous companies" say about unicorns. <S> It's easy for outsiders to say you should get more if they aren't actually paying your salary.
| You could talk with your employer and indicate that you should be paid more.
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Is it rude to ask when a position will be available again? I recently applied for a job online. I followed-up with the HR coordinator who then responded by telling me I'd be contacted by one of the supervisors for the department I applied for. Later, the HR coordinator e-mailed me again saying that the position was closed without anybody being hired. I find this beneficial because the website did not notify me in anyway. My application status also did not make it clear that the job position was closed. I only would've found out if I periodically redid a search and manually checked if the position was not included in the search. I'm inclined to write something like, Dear X, Thank you for informing me. Please let me know when the position opens again. Happy Holidays! Sincerely, Me I think this would be rude because the burden lies on me to check if the position is open. At the same time, I'm not sure whether or not "thanks" would be in order since the person went out of their way to e-mail me (from their personal e-mail rather than the forward-facing HR e-mail). Finally, is "Happy Holidays" too much? <Q> I think this would be rude because the burden lies on me to check if the position is open. <S> It's not rude, but may be ineffective. <S> While they may indeed keep your resume on file, and remember to refer to it if the same position opens up, it would make more sense for you to check periodically. <S> That way, you'll know if the same position opens up, or if another similar position opens up that you might want to consider. <S> At the same time, I'm not sure whether or not "thanks" would be in order since the person went out of their way to e-mail me (from their personal e-mail rather than the forward-facing HR e-mail). <S> Certainly, not all HR departments would bother to notify you that the position is no longer available. <S> I think a thanks is in order here. <S> HR (like everyone) appreciates a thanks now and then. <S> And it always makes sense to be nice to HR. <S> Finally, is "Happy Holidays" too much? <S> No. <S> I think it's perfectly appropriate. <A> It is probably unreasonable to expect that they know when that opening might occur. <S> And unless you were one of the top candidates, the odds of their actively reaching out to you may not be great. <S> But it certainly isn't rude to thank them for letting you know, to thank them for taking the time to consider you, or to say you're still interested if another position opens up. <S> I'd actually say it was more polite to do so than not to do so. <A> It's been my experience, from 25 years in IT, that it is always incumbent upon the applicant to demonstrate tenacity in the job search process. <S> Even if they tell you they will, the person who does is the exception and not the rule. <S> This isn't to imply that the hiring world is full of idiots. <S> Quite the contrary, they are generally capable if overburdened. <S> I was on an interview panel a few years ago in which a position was open for just a few days. <S> 35 candidates applied. <S> In 2011, a friend of mine, who's an attorney, applied for a corporate attorney position. <S> The position was only open for a few days, and the company got over 900 applicants from all across the United States. <S> In recent years, Boeing has implemented a candidate screening process that is heavily computerized and automated because they get so many candidates applying. <S> Boeing actually goes around to job fairs and Worksource (unemployment office) teaching a class on how to apply for jobs at Boeing. <S> You need to do whatever you need to, and feel is right, to make yourself stand out from the rest. <S> That said, don't become a pest. <S> Use your judgment, and if necessary ask direct questions. <S> "Is it OK if I follow up with you in a month to ..." <S> Do follow up on Emails. <S> I would leave out Happy Holidays just in case someone becomes miffed that you didn't specifically cite whatever holiday they celebrate. <S> Courtesy and respect go a long way. <S> A coworker at a previous job told me the Rule of Always, Sometimes, and Never. <S> Always say Thank You, Sometimes say Please, Never say #$@! <A> Whether or not HR rep puts a note on your file... <S> I don't know, I doubt it but who knows and the time spent on simple email might be 1 in 20 shot but is low risk high reward. <S> I would add though that a better email would ask the HR rep if they have any like positions and possibly could go as far as asking if you can directly email them if you see anything in the next few months. <S> If you don't ask you don't get (but don't be annoying). <A> I'd say a note thanking them to inform you that the position is closed, followed by something nice how you would have liked to work for them, and something like "feel free to contact me any time if this position or a similar is opened again". <S> It's not very likely that they will contact you, but it's possible. <S> Tiny chance to get a new job at some point with very little effort. <S> And it's good for the company if your CV had already progressed some way; if they have a new position in a years time they might save the money for an agency by hiring you.
| It may not help, but as long as it's respectful and not begging, it definitely can't hurt. Do not expect HR, the hiring manager, a recruiter, or anyone else to get back to you when a position is available again. Given that you made it through the HR screening it is perfectly acceptable and really it is the logical thing to do.
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What benefit does an employer derive from hiring employees as salaried nonexempt? I can see why employers might hire hourly employees - you pay employees for the amount of time they spend working. Straightforward. Likewise, salaried exempt makes sense - you pay employees a fixed rate to get a job done, and expect them to spend however long it takes to get it done. But salaried nonexempt is weird. You don't get to pay the employee less if they spend less time working (barring full days of nonwork), but you still have to pay them extra if they work overtime. What factors would lead an employer to pay for a nonexempt position on a salary basis? I figure that a salaried nonexempt position is probably more attractive to candidates than an hourly nonexempt position would be, but aside from that, nothing comes to mind. (I've tagged this [united-states], since that's what I'm most familiar with, but this may as well apply to any country where the notion of "salaried nonexempt" exists.) <Q> Anything that is a benefit to the employee is a benefit to the employer, because it attracts better candidates. <S> An obvious use of salaried non-exempt is in jobs where hours are relatively fixed and the amount of time spent on the job is important rather than the amount of work done. <S> Examples include receptionists, high end retail, high end phone centre. <S> Police, Fire, EMS are also usually salaried non-exempt. <S> Being salaried appeals to workers because they can't have their hours cut whenever the employer feels like it. <S> Better employees in those cirumstances are going to choose positions which are salaried and non-exempt, and may well prefer a fixed salary (and fixed income) over a higher hourly rate where the hours can be cut. <A> In the United States, the issue of exempt versus non-exempt is determined by the Fair Labor Standards Act and is administered by the US Department of Labor. <S> To complicate the issue further, some states have wage and hour laws, which may add more requirements than the FLSA. <S> Non-exempt employees are entitled to overtime pay whereas exempt employees are not. <S> Whether a non-exempt employee is paid an hourly rate or an annual salary rate, if they work overtime there will still be a calculation to determine their hourly overtime rate. <S> Under some contractual obligations, there can be conditions where even exempt employees are paid an overtime rate (e.g. working a Holiday). <S> There are any number of what ifs as to why a company would salary a non-exempt employee. <S> A negotiated contract may stipulate that everyone is salaried, which could make payroll easier if they are paid say twice a month rather than every two weeks. <S> Being an IT guy, I'll throw out a what if that I've lived with more than once. <S> It's entirely possible <S> the company has an ancient, 30+ year old, ramshackle, Mainframe COBOL, "ERP Solution" ( <S> and I use that term loosely) which requires an annual salary to be entered for EVERYONE, exempt or non-exempt. <A> Attract talent. <S> As an employee I am guaranteed a set amount and if I work more I get paid more. <S> As an employer if you have a swing load you offer a lower guaranteed salary and explain during load you are expected to work extra hours but get paid more for it. <S> In sales you get base pay plus commission. <A> Employee happiness Fairness between salaried and non-salaried workers (in terms of overtime) <S> Employees are often far more likely to be flexible and undertake overtime <S> If you think in pure terms of getting maximum employee hours for your money, it makes little sense: but keeping your employees happy is often under-rated, particularly in the US. <S> In Europe a salaried non-exempt employee (although that exact phrase isn't usually used) is a fairly common thing <A> I think people have missed one large (potential) benefit. <S> There are a lot of positions out there where employees bill clients for their time, directly. <S> The employee is salaried, but each week that employee logs 40 hours of billable time. <S> The client gets billed for each hour at some agreed upon rate. <S> In a true salaried position, with no concept of overtime, a lot of people are going to try really hard to stay at 40 hours a week (or whatever the minimum in their contract is). <S> They don't see any immediate benefit for working 41 hours or 42 hours. <S> A lot of people won't bother. <S> In a salaried-nonexempt role, the employees now have motivation to work overtime. <S> If they work 41 hours, they'll see that reflected in their paycheck. <S> If they work 45 hours, they'll see even more in their paycheck. <S> Suddenly, staying an extra 30 minutes each day while traffic thins out seems like a great idea, when it means the equivalent of a ~6% raise. <S> Even though the employer is paying the employee more, the employer is actually coming out ahead... <S> the billable rate the client pays is significantly more than what the employee gets paid. <S> Most of the additional costs the employer has to pay (office building/health insurance/marketing/hr/etc/etc/etc) are the same regardless of how many hours the employee works. <S> 40 hours a week or 60 hours a week, the office building costs the same amount. <S> Bill the client @ $150 for those extra hours of work. <S> Pay the employee @ $50 for those extra hours of work. <S> The difference goes into the pocket of the company. <S> It can be win-win-win for everyone. <S> Lots of clients want things ASAP, and would rather have the work done sooner, lots of employees appreciate the extra money, and the company gets extra income, brownie points with the client, and a huge plus when recruiting compared to companies that don't offer similar compensation packages. <A> I know of no compelling reason why an employer would want to do this, other than to simplify things by making everyone salaried. <S> I think it's misguided, since you must still track hours for these folks, and still pay them overtime when required. <S> According to http://www.shrm.org/templatestools/hrqa/pages/whatisthemeaningofsalaried,nonexemptemployee.aspx <S> there's no real benefit for the employer. <S> Designating an employee as salaried, nonexempt is appealing, especially for small employers that have mostly exempt employees and do not outsource payroll. <S> However, the designation has no real benefit for an employer. <S> It blurs the line between exempt and nonexempt status and may lead to difficulties.
| Being non-exempt is appealing to workers who don't want to be asked to work extra hours, because they know the company will only ask if its absolutely necessary (since it costs them money).
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Quoting correct salary expectations for jobs in foreign countries Average salary of a software engineer: In India : 395k INR = €5.53k . In Germany : 3340.8k INR = €46.4k What salary figure shall a developer from India quote to a German (foreign) company with relocation? <Q> It's a different country. <S> You can't go from "average salary" to what you would like to get; most likely it would be too little or too much for the position. <S> If they are asking explicitly for a quote, then you should tell that since you never lived in Germany, and you don't know anything about their area (the area probably makes 20% or more difference in wages), you are not able to judge what an appropriate salary for the position would be. <S> A decent company will offer you a reasonable salary. <S> If you come up with a salary that is too low they have an excuse to pay you a miserable salary. <S> If you leave it to them, they have to actively suggest a lowball salary if they want to rip you off. <S> Many people who are willing to take advantage of your mistakes (taking advantage of a too low quote) are not willing to actively rip you off (make a ridiculously low offer to someone who doesn't know the market), so that will be to your advantage. <S> If they absolutely insist on a quote, then something is dodgy with that company. <A> The average salary range in 2015 was 40K to 60K depending on region. <S> Personally I'd say that's for experienced people, I surely did not start out on €40K. <S> Please note that for everyone above that, to be an average, someone has to be below it. <S> As a software developer you won't get stinkin' rich, but even with a below average salary, you can easily finance a rented apartment, car, family and holiday trips. <S> Being paid below average is not the end of the world, you can live a pretty happy life with the wages of a software engineer even below average. <S> German salaries vary a lot because a good part of the salary is used to cover the cost of living. <S> For example, for €40K one can easily and comfortably live in Hannover (capital of a federal state) while making 40K in Munich (capital of another federal state) probably means you have to sleep under a bridge or live out of town and commute for 1-2 hours. <S> If it's a large company, they may have something called a "Tarifvertrag", a contract between their union and the company what to pay for which job. <S> If they do have one, that's great on one hand because they will not be allowed to pay you less and you can be relatively sure that the colleagues that do the same job get paid the same. <S> On the other hand, it's harder to get more, too, because that's bureaucratic overhead. <S> If you have to quote, I'd not just quote a number, but also include how you got there. <S> That makes it easier on their part to react to it. <S> For example, if you said "50k" and they cannot pay 50K, that's bad. <S> If you say "People told me 50K is the average for your region", then it's easier for them to jump in and reply with "that's correct, we pay a bit below average but we offer those other benefits...". <A> I am from germany. <S> The answer is it is best to not quote at all. <S> In germany the disparity in living costs is quite drastic (going anywhere from 2500eur. <S> /mo rent for a small apartment in or near downtown frankfurt to 250 eur. <S> /mo rent for a big apartment in the middle of nowhere somewhere rural). <S> So it is generally a very good idea to let the employer come up with the first number, and then negotiate from there. <A> If you are going to relocate to Germany, quote the salary which is generally offered, in Germany. <S> If you are staying in India, quote salary a bit higher than what is offered in India, but keep it reasonable. <S> (25% more than the Indian salary should do.) <S> If you are working remote, then quote a salary which is higher than the one recommended in the second step. <S> (But, this is a tricky situation, some companies pay remote employees similar salaries as the other ones, and some go with the cost-of-living equation. <S> So, get your homework about the company and it's policies <S> right, before you quote.) <A> The problem is there are significant differences based on exact location, industry, and level of experience. <S> These differences add up to about a factor of 4. <S> For someone fresh from university, the difference is still up to 100% more for the higher end salary than the lower end. <S> Even we who know a lot about Germany can't tell, so how could you? <S> Be honest, tell them you saw on the web that the average for someone with your skills seems to be XYZ, but you don't feel comfortable quoting an exact figure because you cannot account for regional and industry differences, and are not yet familiar with the cost of living in [city in Germany you'd locate to].
| If you come up with a salary that is either too high you will not get the job, when you were perfectly willing to accept a reasonable salary. Your best bet probably is to tell them that you tried to get information about German salary structures but the range is so wide that you'd rather hear their offer first. Best is not to quote at all, but to wait for an offer. As you relocate here, I would expect the company to offer you the normal salary they offer all their employees.
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Is it unprofessional to ask to be paid as a contractor for additional work after a two weeks notice period? I perform work for a company with somewhat frequent travel requirements. I intend to put in my two weeks notice next Thursday, the 31st of Dec. This would make my final day Thursday, Jan 14th; I'm hoping for a long weekend before starting at the new position. There is currently a trip scheduled that I may be asked to travel for on the 11th that would span until the 15th, the day after the end of my two week period. Would it be inappropriate/unprofessional to either ask that I return home that Thursday (which would put a decent amount of burden on my coworkers as they'd have to drive me back to the airport) or offer to work that day as a contractor at a certain rate for the day (I believe a fair/competitive rate would put the day at $800 + expenses)? Ideally my solution would be to not go on the trip, but that would likely be seen as shirking my work duties, as I am still an employee of the company during the two weeks. <Q> I agree with Bill Leeper's answer. <S> It isn't necessarily unprofessional to ask for a contract rate once you're no longer an employee, but the situation you've described is at least awkward. <S> It would be more professional to decide if you're going to work the 15th at all and arrange with your employer to either not have to work that day at all, or to work and have your last day <S> be after the trip. <S> As the scenario is presented, it's like your last day is the 14th, but not really, as you'll still be working an additional day. <S> What is wrong with giving a notice of 2 weeks and a day and ending neatly at the end of the trip on the 15th? <S> If you quit the 14th and still work the 15th, you haven't really gotten the long weekend anyway, right? <S> Once your employer understands the situation it might be possible they will make the decision for you and not require you to make the trip, thus negating your concern about shirking work. <S> If you stay until the 15th, then you end cleanly and all is equally well. <A> Is it unprofessional to ask to be paid as a contractor for additional work after a two weeks notice period? <S> Often times, this is just fine. <S> Even so, in your case the short answer is <S> it is unprofessional to do what you are suggesting . <S> A "two week notice period" is the normal minimum notice period <S> a professional provides to allow for sufficient time to transition without undue hardship or inconvenience for the employer or the employee. <S> In your case you are aware of the inconvenience it will introduce to your employer on your planned termination date and you want a long weekend or additional compensation. <S> That is not professional. <S> You should either give notice through the 15th or else provide earlier notice to terminate prior to the trip, to give your employer time to modify plans. <S> Perhaps they will negotiate the entire trip with you as a contractor or find someone else that is qualified and/or can be trained. <S> However, you are free to do what you like, of course. <S> As a side note, "2 week notice" is generally two full weeks of work following a notice. <S> With Dec 31st being a Thursday and assuming Friday is a holiday, I would expect an employee resigning on that day to work the following two full weeks, similar to resigning on Friday the 1st. <S> That would be an expectation of your last day being Jan 15th. <S> If you state otherwise, it is likely to surprise your employer that you intend to work until Thursday while you are scheduled to be on a business trip. <S> And you will not work through Friday unless you get contractor compensation. <S> That just sounds like a strange conversation. <S> Of course that's just one interpretation, but that could make your negotiation more difficult and possibly more annoying to your employer. <A> You should bring this up with your employer. <S> Decide in advance if you are willing to work this day. <S> They will be unlikely to pay you as a contractor for that day, so that limits your options to terminating employment while out of town, terminating and not traveling, or traveling and extending your last day. <S> Then discuss that you would like your last day would be the 14th. <S> Be prepared with your answer based on what I said above when/if they bring up the currently scheduled travel. <S> As for inconvenience to your co-workers, you need to use a cab/uber/bus/train to get yourself to the airport/train station/etc if you return early and turn that in as an expense or if that is not normal for your employer, pay for it out of your pocket. <S> It would be highly unfair as you noted to put that on someone else. <S> They will already probably be a bit bitter <S> you are leaving, that's normal. <A> For all the companies I have worked for, the last day of work has to be local. <S> The company expects you to return your badge, credit card, computer, and any other equipment. <S> They will ask that everything of yours be removed from the company office. <S> They may need you to complete an exit interview, and to sign documents. <S> They generally will not be prepared for you to stop being an employee while you are on company travel. <S> As your manager I would ask that either you extend your last day until one workday after you return from the trip; or I would not let you travel and have your last day while the rest of the team is on the trip. <S> Note: make sure that you submit all the required documents for travel reimbursement as soon as you return, that way you don't run into the issue of being unable to submit your travel claim after your email has been turned off.
| Over the time of a career, this probably doesn't matter either way.
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What do I write in my sick notice? Unfortunately for me, I had to leave my job at midday last Monday. I thought it was a normal case of flu, until today I had a fever and infection. My question is how and what should I write in a quick email to my supervisor? It is very unlikely that I will be able to go to work tomorrow. <Q> Keep it short and sweet. <S> Don't go into personal details, as they quite simply don't concern your boss. <S> Say that you're sick, that there may very well be complications, and that you won't be able to come in to work: <S> Hi <S> boss, I have to call in sick today/ <S> won't be able to come in tomorrow, as I'm feeling even worse than Monday. <S> What I thought was a flu <S> is actually a little more serious. <S> I'll keep you posted, and please let me know if you'll need me to bring in a doctor's note. <S> The important thing is not to apologize, or sound like you're afraid to ask for time off. <S> You're sick, need to take care of yourself and your boss should understand. <A> Good morning, I am not feeling well and will not be able to make it into the office today. <S> I will see you, or follow up with you tomorrow. <S> Thanks, Name <S> The end. <A> In large part, this is going to depend upon the rules in your office and the laws in your area. <S> In the United States, the Family Medical Leave Act, or FMLA, could potentially be in play here. <S> In the State of Washington, the Washington Family Care Act imposes additional rules when it comes to sick leave. <S> If it were me, I would have called in sick each and every day that I was out sick. <S> The means of notification will also vary from one organization and supervisor to the next. <S> Some will insist upon a live human being speaking to another live human being over the phone. <S> Others are fine with voice mail or Email notifications. <S> Increasingly, I see Email notifications as superior as I routinely see instances of people calling in sick, getting voice mail, and the person who gets the voice mail is themselves out of the office--either for sick or other purposes. <S> In my view, this provides for the greatest possibility of someone who needs to get hold of me getting the message that I won't be in the office that day. <S> This is especially true with FMLA, but it is serves everyone best if the information is brief. <S> "My child is sick today." <S> "My elderly parent is sick today." <A> You need to get some backup if you are really sick there is a normal and easy way of doing this, and it should be done as soon as possible. <S> Email <S> your boss that you have a health issue and cannot make it in to work. <S> Explain that you will be seeking medical help and will furnish a medical certificate as soon as you can. <S> Then go to a doctor and get a medical certificate. <A> First of all, since you have not mentioned where you live, you will have to follow local laws. <S> Be aware that some offices both in the USA and in Europe require a doctors note for every sick day you take, on the same day. <S> So make sure you comply with legal requirements first. <S> Then, if you send a quick mail to inform your supervisor, make it as short as possible. <S> Something like <S> Good Morning, Due to sickness I will not be able to come into the office today. <S> I will follow up with the team tomorrow. <S> Greetings, [name]
| He wants the information and only the information, and you don't want to write a novel while sick. Unless you are say going to be out for an extended period of time, because of either a planned or unplanned major medical issue, it's generally accepted most places to call in each and every day you are out sick. "I am out sick today." As for what to say, as a Union Shop Steward I tell people to be brief and not go into details. I personally send an Email to the Team Email Distribution List, which includes both my supervisor and my coworkers.
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Junior staff posting film spoilers around the office Well not a great situation as you can imagine. Some members of staff (not in my department) have taken to spoiling the plot of the latest Star Wars film, upsetting other members of the company.This manifests by people writing notes with plot details an sticking them around the office/gents.How can you deal with this behaviour? NB. I haven't seen the film yet so no spoilers please!! <Q> Does being deliberately obnoxious in such fashion count as unprofessional behaviour? <S> I think it does. <S> Have any of the managers noticed? <S> If any are as annoyed as you your problem will go away quickly. <S> In the meantime you can send a group email asking them politely to stop, 'them' being the 'unnamed perpetrators', I wouldn't name anyone specifically at this point. <S> Hello everyone, a number of our colleagues have noticed post-its with Star Wars spoilers in the gent's. <S> Some of us who haven't seen the movie yet would rather not have it spoiled to us. <S> Please consider not doing that anymore. <S> Whether or not the email actually makes them stop is mostly irrelevant because it's a shot across the bow. <S> What you're doing is establishing a grievance on which to base possible further action. <S> May the force be with you. <A> To be quite honest, its a little shocking that people would even go that far in the workplace. <S> It is ofcourse unprofessional and unacceptable at the same time. <S> You should have a word with these perpetrators (if you want) and otherwise escalate this to your/their management. <S> This is making the workplace less comfortable and friendly for colleagues who like star wars for no discernible reason. <A> There are two problem-sides to this argument. <S> The people who react. <S> Nobody likes a movie to be spoiled but once it's done, it's done. <S> The only thing you can do is mark the person in your mind as a [unpleasant person] and move on - while avoiding them for the foreseeable future. <S> Throwing a fit about it is a problem . <S> The people who are trying to get a reaction. <S> How they go about it is irrelevant, not being respectful of others' wishes can be a problem when it doesn't interfere with their work, and especially if it's something they shouldn't be spending their time on anyway. <S> Depending on the workplace culture, posting sticky notes in certain places could be a problem as well. <S> Some members of staff (not in my department) have taken to spoiling the plot of the latest Star Wars film, upsetting other members of the company... <S> How can you deal with this behaviour? <S> Largely, it depends on how your company would normally handle complaints with certain individuals and whether you, yourself are being complained to, ( or have a complaint ). <S> Because, if not, I would recommend you to get over it and move on - or to tell your own staff the same so long as it isn't already disrupting normal business activity. <S> But, if it is disrupting normal workplace activity <S> ( and you're not the only one whose team it is affecting ) <S> If you're legitimately worried about reputation in reporting any issue to somebody such as your manager or another manager, you can always go to HR with it. <S> I would highly advise against sounding like you are "tattling". <S> Just let them know what's going on and how it is affecting your, or your team's, normal work. <S> But keep in mind that if the issue shouldn't be affecting your work, it would still reflect poorly on you. <A> Posting spoilers in the workplace is an attention-seeking behavior, and any attempt to stop them will feed their egos. <S> I suggest having some of the Star Wars fans get together and create the wildest, most creative, most contradictory collection of spoilers they can, without regard to accuracy. <S> The true spoilers will disappear in a flood of spoilers that cannot all be correct, but people who have not seen the movie will have no idea which ones to believe. <A> Well it is obvious that you need to have a group meeting maybe every 2-4 weeks to discuss the upcoming movie schedule. <S> If you have a large team I would make sure this is at least 4 hours. <S> You will need to go over: <S> Important movies for the group. <S> Group member's schedules to see the movies coming up. <S> Acceptable conversations that can happen about each movie before the cut-off date. <S> Way for an employee to file a movie extension if they can't meet the cut-off date. <S> So there you go <S> - this would be how you handle spoilers. <S> But I hope you can tell I was being sarcastic - this is the dumbest thing ever. <S> How do you handle it? <S> The same way you handle an employee talking about how their shit went in the bathroom - try not to listen or remember it. <S> What can managers do? <S> Nothing. <S> I don't have time to deal with this crap. <S> This is 2nd grade stuff. <S> What would I do as a manager? <S> If I saw this happening on my own, I would tell the Dark Side to calm down and hit the Dark Side with a mountain of work. <S> They weren't really doing anything "actionable" but I can give them tons of work as retribution. <S> What would I do if an employee came to me complaining? <S> Have same reaction to Dark Side <S> but then I would know that the good guys are a bunch of complainers that can't handle anything on their own - and quite frankly they are more worried about their movie getting spoiled than working which is really sad. <S> Why are these guys acting like this? <S> Because they think they are cool because they got Star Wars tickets before others. <S> How do you keep this from happening? <S> (the first word of the 2nd movie)
| If you know who it is, and know their Manager, it could be best to relay the complaints to their Manager and work out some way where both of you can continue without needing to address this ever again. It wouldn't be a good move career wise to tattle on these employees at all.
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Verbal resignation and counter offer should I give a formal resignation letter I am currently quite happy with my current company and role except the commute to workplace, it got to a point that I could not longer do it so I applied for a new role near my home and offered a new job. I then set up a meeting with my manager and explained this to him 3 weeks ago telling him that I have a new job offer and wanted to resign because of the commute, told him the new place expects me start at the end of January (I am on a 2 months notice and in the UK). He then offered me a chance to work from home which I said I would accept and stay here but this needs to be approved by the head office, currently I am waiting the answer from the head office which will come in the new year. I have not given a formal resignation/notice letter but verbally explained my intention of leave. I also explicitly stated to my manager if working from home option is not possible I would be leaving at the end of January, however now I am thinking if this was the right approach. I have now a few options: Do nothing. If I can't work from home I will leave at the end of January (but if the company wants me to serve a notice period based on the date of telling me I can't work from home then this will cause a problem as I need to start the new place at the end of January) Write a formal resignation letter today explaining I verbally resigned 3 weeks ago and unless I am given permission to work from home I will be leaving at the end of January. I have quite a good relationship with my manager and really don't want to upset him/the company and want to part on good terms, which one of the above options is good or are there any other way I could handle this? Thanks <Q> Confirm your verbal resignation in writing now. <S> If your employer disputes the validity or existence you don't really have much of a leg to stand on, but they might not bother. <S> This problem gets harder every day you leave it. <S> You and your employer can always mutually retract it. <A> This provides legal information about benefits, compensation, etc. <S> in the event that a document is needed to verify a "termination" date. <S> Your verbal resignation is sufficient as a professional notice to allow the company time to prepare for the transition. <S> It is acceptable but probably not necessary (unless for contract or legal reasons) to write a letter to explain your expectation to work from home pending approval by a certain date, otherwise your resignation is effective on a date specified. <S> This is a conditional notice and is a confirmation of the terms of your verbal conversation (not to be worded as a threat, of course). <S> If you do not receive the approval, you can send a letter that provides reference to the first letter, as a reminder of your impending resignation. <S> Likewise, subsequent to an approval, you can write to thank the company for the approval and retract the resignation. <S> However, you can always write a letter later if the approval takes too long. <S> A resignation letter is acceptable to be effective immediately in most situations unless you have legal or contractual obligations you have not mentioned. <S> It's just professional to provide more notice, which you have done verbally. <A> I was in a similar situation. <S> The manager countered with 3-4 different roles and offers. <S> He accepted my written resignation and said that notice period started from the day i submitted my resignation. <S> But in case , higher ups gave me what i wanted , the resignation would automatically be invalid. <S> He left the decision to me after the approval came through. <S> But in case , higher ups refused to accept his recommendation for the counter offers , the resignation would stand from the day the resignation letter was submitted. <S> Talk to your manager regarding backdating the resignation and submitting it to him just in case approval does not come through. <S> It all depends on the manager but he probably is sure of getting it approved.
| A letter of resignation is to notify the company that you no longer intend to work for them as a matter of record.
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Boss never tells me when I perform poorly I'm not sure what to make of this situation. Over the years, my manager and I have developed a personal relationship at work. Aside from the regular communication of responsibilities, we joke with each other (and the rest of the team), talk about our lives, families, and other stuff. Thinking back at my previous year at work, I sometimes notice a look of discontent on my boss's face whenever I describe my solution to a given problem (happened once or twice). For the first couple of times, I asked if anything is wrong, and all I got was a "no, no, just keep going at it". Even if you look at my performance reviews, you can see that there are no criticisms there. And no, I highly doubt that this is the case of the oft cited Impostor Syndrome, because I'm often very well aware of what I can improve in my work. Not to mention that I feel that this might be an impediment to me improving at what I do, which is ultimately the most important part of my work experience. Because of this, I've become a little bit uneasy. I worry that our "closeness" (if you will) is getting in the way of him criticizing my work, even though I have repeatedly stated that I welcome this. I keep thinking to myself that next time will be the last straw, and that I will be fired out of the blue. Needless to say, I don't want this to happen, and I would like to honestly discuss this with my boss without being unnecessarily confrontational. So, my question is: should I resign? And if not, is there a way for me to bring it up with my boss in a professional way? <Q> I suspect you're reading way too much into the situation. <S> Here are some reasons your boss might be frowning: <S> Your boss may be unhappy with the situation , rather than the way you've proposed handling it. <S> Your boss may not initially like your proposed solution, but then gives it a moment's thought, and realises it's a good one. <S> Your proposed solution may not be what the boss would have done in your place, but he or she is happy to let you handle it your own way. <S> (Part of being a good boss is realising when you don't need to make a decision!) <S> Your boss might feel you're asking for approval too often. <S> Rather than trying to guess the reason for your boss's frown, ask! <S> You tried asking "is anything wrong" and got a no, so try being more direct. <S> You say you have a good relationship, so why not simply say "I've noticed sometimes you frown when I describe my solution to a problem. <S> I'm concerned that you're unhappy with my solution, but don't want to tell me <S> so because you think I'll be discouraged. <S> Is that correct?" <A> So, my question is: should I resign? <S> And if not, is there a way for me to bring it up with my boss in a professional way? <S> No you should not resign. <S> Instead, talk to your boss - perhaps during a regular one-on-one meeting. <S> This time when you ask "Is anything wrong", say something more like <S> "I can tell by the look on your face that my solution isn't optimal. <S> If I am to grow in my position, I need more honest feedback from you. <S> I know this can he hard to do, but I really value your opinion, and I really need to know the truth. <S> Can we dig into this deeper if I promise to accept all constructive criticism without being offended?" <S> Then, listen. <S> Accept all the feedback you get cheerfully, both positive and negative. <S> If you still sense you aren't getting the full truth, stop him and say something like "There. <S> What you just said doesn't sound like the whole story. <S> Can we talk about it more?" <S> And encourage him to continue. <S> When done, thank him for his effort. <S> Acknowledge that this was difficult for him and that you will try hard to improve. <S> Then improve. <S> But don't quit! <S> But they are people - and criticism (particularly of people you like) is hard. <S> You can help your boss out here by asking for the feedback more forcefully. <A> I would request a meeting with your boss to discuss your performance before thinking of quitting. <S> Sit down and explain that you feel like you can improve your work and ask for your boss's opinion and feedback on the matter.
| Bosses owe it to their employees to give honest feedback, both good and bad.
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Is it professional to wish Merry Christmas to somebody I don't know personally? Currently I am in the process of discussing some job related business with my future manager. I have been accepted on the job, subject to his final agreement, which he appears to be willing to make. I do not know him personally nor his background/religion. In our communication, he was friendly towards me, but professional. I tried my best to be the same. Would it be appropriate to include a Merry Christmas/Happy New Year wish in my e-mails? <Q> Would it be appropriate to include a Merry Christmas/Happy New Year wish in my e-mails? <S> Use "Happy Holidays" or "Have a great holiday. <S> " It's a more generic greeting that can work for nearly anyone. <S> If you are looking to minimize risk of offense, just pick a generic phrase. <A> Depends on what country/culture you and the person you're talking to are in. <S> In an international business context where you don't know what festival the person you're talking to might be celebrating, "Happy Holidays" is a pretty safe bet. <S> Or if you want to be less formulaic, something like "Enjoy the holidays, speak to you in the New Year!" <S> It's generally safest to avoid the assumption that the person you're talking to is or ought to be a member of any specific religion - and certainly avoid giving the impression that you think their religious festivals are inferior or invalid compared to yours - and for those reasons I'd generally avoid the mention of a specific religious festival until I know which one they celebrate (or until I know they're just not bothered about that kind of thing). <A> I say Merry Christmas to all my clients and work people every year some of whom are not Christians. <S> I also say Merry Xmas to random strangers and our hindu shopkeeper on the day. <S> No one has complained about it and quite frankly there is nothing to complain about. <S> If you meet the sort of person who would be offended by that, then they're just looking for something to be offended about. <A> It is certainly appropriate. <S> Although the most likely consequences is nothing much happens, whether you consider it risk free should depend upon how you view working for someone that gets upset upon receiving an expression of positive thought <S> *. <S> Personally, while I would consider it unfortunate in the short term, I would consider it a long term benefit to know that a future supervisior is unable to control an irrational response. <S> Given that ignoring this part of the email is an acceptably response, I would rather not work for someone that would respond negatively. <S> If your religion inspires you to give goodwill to others in the name of your deity, then go for it. <S> * <S> This is not to say that everyone should embrace Christmas, I understand that returning the same may actually be forbidden by ones religion, but that doesn't mean it can't be taken with good will, with any response being within the permitted bounds of the religion. <S> Edit : in response to the "risky" comment. <S> That is exactly my point, if a supervisor focuses on the "who" instead of the "what" in "His Evilnesses blessing for the new year", I don't want to work for him. <S> Totally ignore the comment, fine, smile and say <S> thanks, fine, gets offended because my religion doesn't match up with his, and then feels an irrepressible need to share his displeasure, pass.
| Most people would be indifferent with either Merry Christmas or Happy New Year, but some people may take offense/have problems with it (especially Merry Christmas). I would say it is appropriate.
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Taking Vacation Days During Peak Times I have a few vacation days saved up that will expire soon. However, this is the busiest time of year at my office. How do I go about using these days without putting an undue burden on my coworkers? <Q> This was as a win/win for both employee and employer: the employee doesn't lose his/her days of vacation, and the employer doesn't lose an employee during an already stressful time of year. <S> It might be worth it to see if your management is willing to go this route. <A> In my workplace, the answer is that if management really needs you not to take vacation they will make sure you don't lose the days -- they'll issue you Management Directed Time Off to make up for it. <S> In fact I'm doing exactly that, unofficially carrying five days over that would otherwise evaporate. <A> In some organizations, you need approval to use vacation time. <S> Your manager is the one who can approve your time off. <S> In other organizations, you don't need formal approval, but it is usually expected that you will coordinate with your leads, team, and/or coworkers to ensure that there is necessary coverage on your proposed vacation days. <S> If you have days off in mind, you can simply talk to your team leader or your coworkers to see if there are any problems. <S> Since it is a busy time of the year, you should be prepared to not be able to use all of the time that you have available. <A> If you're serious about getting those vacation leave credits in that time of the year (ex. hospitalization), aside from having the talk with the manager, you should also tell your colleagues about the tasks you are about to leave beforehand that needed to be done before you come back. <S> If any of those tasks are urgent and they had to do it in your stead, you should give them some documentation, some processes to follow. <S> With a demonstration if needed. <S> Or if you are not really keen on having a vacation, then you should ask your manager to extend the expiration date of your vacation days. <S> @R_Kapp mentioned about extending the expiration dates if leave credits and its merits. <S> I don't presume if this applies to your company, but the answer is always no if you don't ask them to.
| In a company that I worked for previously where I had a similar issue, by talking to our managers, we could get the expiration date on the vacation days extended by a few months.
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If you leave of a company for a better job, can you be rightly badmouthed for abandoning projects? I spent the last year at a company where I created a new department, but I got no raise, bonus or promotion -- just five-star feedback and promises of future growth. I found a better job at another company which pays better, and I want to take it. However, as the creator of this department, I am responsible for the execution of several high-profile projects. If I leave now, the company will be set back for several months. I am worried about getting a bad reputation for leaving at a critical time (it would be critical for several months, even if they got a replacement in the next few weeks). Does the company have a right to badmouth me or not recommend my services for leaving (regardless of my reasons), just because my absence also leaves them at a disadvantage for those projects? <Q> You didn't say which country you are in; in many countries you could take the company to court and win a good amount if they said bad things about you unless they were true (and even then they might lose). <S> Do they have a moral point: Your employment had a first day and will have a last day. <S> From the first day to the last day you should work for the benefit of the company, and they should pay your salary. <S> Before the first day and after the last day you have not the slightest obligation towards the company. <S> It's the fault of the company who (1) didn't prepare for the event that you might leave, and (2) didn't pay you enough money or gave you enough recognition or both to make you stay. <A> No organization should expect an employee to remain until all projects they are involve in have completed and in my professional experience, none has. <S> If you leave abruptly without customary notice, you may leave hard feelings behind or damage your reputation. <S> And there is a bit of humor around how everything that goes wrong for the next six months is the fault of that guy who just left the company, but that is generally understood as corporate satire. <S> People leave companies all the time for all sorts of reasons. <S> It's part of the cost of doing business and companies understand this. <S> Also unless you have some other explicit understanding to the contrary, you have no moral obligation either. <S> You are bound only by the terms of a non-compete after separation and of course may not steal or use confidential or trade secret company information that you may have come across in the course of employment. <S> So move on, enjoy your departure party (if you are given one), and apply yourself to your future endeavors without hesitation or guilt. <A> will my company have the right to badmouth me/not recommend my services because I am leaving according to my own needs? <S> Everyone has the right to badmouth anyone they choose. <S> And nobody is obligated to recommend your services, should they choose not to do so. <S> Unless slanderous or libelous, what someone says about you isn't under your control. <S> That said, if you leave on good terms, they are unlikely to say anything at all. <S> Since you already have a new job, I don't see why you would care. <A> Legal rights depend on jurisdiction, from moral point of view <S> I'd guess if your company did not object to having a whole department and several high-profile projects depend on one person without any replacement it serves them right to suffer if they cannot persuade you to stay. <S> What if you were run over by a bus? <A> Do you actually want to leave, or is it purely because your needs aren't being met at the current place? <S> If it's the latter, then go to them, tell them what you've been offered at the new job, and see if they're willing to negotiate on your current position. <S> If they decide not to offer you anything more, then they don't think you're worth keeping. <S> I'd see that as a business decision on their part, including any consequences for their projects. <S> Clearly if another company is willing to offer you more, they recognise your value is greater than what your current company is willing to offer.
| Badmouthing you is a very risky business. If this department goes down because you left, that's not your fault and not your problem. Unless you have a personal services or an employment contract there is no legal obligation for you to stay (and even if you do and leave early, the contract will spell out the consequences for an early departure, giving back a signing bonus for instance). If they've offered you "future growth", then it's time they make good on it!
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Is it ok to share official evaluation report with your mentor? I have a mentor that does not work in the same company but is in the same industry. She has been very helpful as a sounding board, in guiding my career, etc. Is it ok to share my personal evaluation (by my boss) with her? Or would this be a burden on them and come across as me misusing our relationship? <Q> Ask your manager. <S> You may need to edit/redact it to remove details considered company confidential. <A> There is no duty to your employer to keep the evaluation secret. <S> If you would show it to your attorney, you can certainly show it to your mentor. <S> Do be mindful of whether it contains any company secrets though, and take reasonable precaution to protect those secrets. <S> Certainly dont publish it somewhere! <S> That said, your only reason for sharing a good report would be either to boast a bit, or to express your gratitude because the mentor was a key factor in your success. <S> If that's the case, just summarize the report very briefly and emphasize the thank you. <S> If, however, the report is problematic, you are asking her for more help/strategy, or you're just looking for some affirmation or commiseration. <S> If its the latter, don't burden her. <S> If theres a concrete input that she can give, then ask her if she's willing. <A> What would be correct, though, is to start off by checking in on two things: To your current boss - mention that you appreciate the evaluation and that you would like to get thoughts and feedback from a mentor. <S> Ask what an appropriate way to share this would be. <S> The boss may know better than you do what's considered proprietary, and since the boss may well have written some of it, you give your boss the courtesy of not sharing his/her words without checking in. <S> To your mentor - mention what your goal is, and if she'd be willing to provide input. <S> For example "I got commentary on my XYZ behavior, and I"m not sure what that means, would you be willing to read the evaluation and give me input?" <S> As a mentor - I have read emails and other feedback given to my mentees at the mentees behest. <S> I've always had to trust that the mentee was not giving me proprietary information and the mentee has always been able to trust that I would be discreet and not share this info. <S> But - trying to interpret feedback and relay it is hard work, and it's definitely nice to be asked first. <S> If you've started to phrase your question in step 2 and all you want is positive affirmation or commiseration, skip this process. <S> Paraphrase the evaluation <S> the next time you talk to your mentor and thank her or commiserate as seems appropriate. <A> You can create sample report based on your official report and then it will fair to share with your mentor. <S> In Sample report you should include sample data and remove all official information. <S> I assume your mentor has interest in report formatting, layout and structure rather than your company actual data.
| Yes - you can share things that related directly to you, and that do not expose company secrets, or classified information.
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Is eating smelly things in the office unprofessional? I don't necessarily mean a bad smell like cheese for example, even oranges or a hot soup. Especially if it's in an area where customers pass by. (might seem unprofessional) <Q> This is highly workplace dependent. <S> Some workplaces have a lunch room and expect you to go there to eat. <S> This is not just so that your lunch (smells, eating sounds, possible mess) doesn't affect your coworkers, but also so that you'll take a break and maybe chat with others. <S> This generally serves the company's goals. <S> Other workplaces expect you to leave the building and buy lunch, and consider bringing your own a little odd, or eating a snack in the morning or afternoon a little odd. <S> Still others expect you to eat at your desk and work as you do so. <S> If people sometimes go to the lunch room and sometimes eat at their desk, observe the pattern to see why they choose one or the other. <S> Maybe on a busy day they eat at the desk, but maybe it's more a matter of what they're eating that day. <S> If anyone comments on your food choices, whether joking that "oh, you're making me so hungry I can't wait for my lunch!" or more seriously saying "you know a customer is coming this afternoon, don't you?" pay very close attention. <S> They are telling you the norms for your workplace. <S> You may find that the solution is to change what food you bring, rather than where you eat it. <S> That is, your sardine sandwiches may never be ok, whether in the lunch room or at your desk. <S> Your afternoon orange may be too distracting. <S> Many people eat relatively boring food at the office for just this reason. <S> You can enjoy the more vibrant things at home or if you go out for a meal or a break. <A> Is eating smelly things in the office rude? <S> You should assume "yes" because by doing this you are disregarding the impact that this has on people that cannot control it and must take action to try to handle it, or you are unaware of the problem it creates for them. <S> Either way, it should be avoided. <S> The word "rude" means "not showing good manners toward others". <S> Good manners are a way of helping the people around you to be comfortable and acting in such a way that you demonstrate awareness of others. <S> So proceed with caution, since some smells in some offices are "acceptable" while most should simply not be brought into the workplace. <S> EDIT: <S> The question was changed to: Is eating smelly things in the office unprofessional? <S> Again, the answer is "yes" in general. <S> Being a professional means being aware of how your behavior impacts those around you. <S> Professional manners are every bit as important as social manners, especially because people are brought together out of necessity and are usually required to spend far more time in close proximity compared to social situations. <S> The approach to foods that smell is very similar to music, appropriate lighting, political/religious discussions or any other situation where the activity may cause distraction or offense. <S> With smell (and maybe music for some people) even nausea or physical illness. <A> Mileage will vary hugely on this one - it's a mix of cultural norms, nature of the work, sanitary conditions and probably even office air flow that will impact this. <S> Some thoughts: If you have a break room, use it to eat your food until you observe otherwise <S> Some foods have pervasive and strong smells, for these, it's good to have a plan for how to neutralize the smell before you eat it. <S> If it really can't be neutralized and many people find it noxious - then you may want to skip it. <S> Allergies usually trump preferences. <S> Be aware if anyone has mentioned an allergy to something airborne or transmitted by contact. <S> Office hygiene rules play a factor - obey the rules. <S> Office hours usually play a factor - for example, if the office gives a lunch break, it expects you to use it to get food. <S> If the office is having a late night emergency that lasted through dinner, then it's not unreasonable to order some delivered food. <S> Be aware of garbage - food trash in a break room is to be expected. <S> Stinky food trash in your cube's trash can all afternoon will probably draw complaints, even when a quick smelly dish does not. <S> With that said, it does fit into a questionable area. <S> What food stinks, how offensive the smell is, and how horrible it is is both biologically variable (I, for example, have a horrible sense of smell), and culturally variable. <S> In an international workplace, this can make one person's common, everyday food smell awful to someone else.
| Also - even with a break room, if you end up in a high-demand business, you may end up in a situation where you have no choice but to have food with you, so you can eat in meetings. So, by eating anything that has an odor that carries beyond your immediate vicinity in an office, unless you are keenly aware that everyone in smelling distance will enjoy it (or, at a minimum, not be bothered by it), you are being discourteous/rude. What you need to do is learn what the norm is for your workplace. You're right that even a delicious smell might distract someone and make them wish they had an orange or whatever you're having.
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How might extended remote work affect my employment status? I have been working for 5 months within the IT department of an organization, and have chosen to work remotely (telecommute), as do many other people here. So, I don't need to be physically in the office every day. But with the holiday season, however, I have been been teleworking for around 3 weeks. How might this affect my employment? Although my manager is OK with my working remotely, is there still a problem with this? I am worried that the situation could portray me as a lazy employee. <Q> Speaking as someone who has spent the past 5 years or so working remotely (working on two projects, managed from three sites)... <S> There are definitely drawbacks as well as advantages, even if management fully supports your working from hone. <S> The biggest drawback is that you're "out of the loop. <S> " You miss out on most of the hallway chatter. <S> It helps tremendously if you've already established yourself as part of the team and as someone others can reach out to; you may need to actively put yourself into that role if you aren't "just a few offices over." <S> Reliably calling in to teleconferences helps; set alarms if you tend to forget or get distracted. <S> You also lose out on a lot of informal education, and may have to work harder to keep your skills up to date and preferably leading. <S> If you don't or can't make that extra effort, it's easy to get overlooked, and to fall into focusing on the wrong things, neither of which is good for your career. <S> Strong advice: You need a space really dedicated to being an office, to reduce risk of being distracted. <S> And when you're working, you are working and should not be interrupted by the rest of the family frequently or for more than a few minutes. <S> If you have a spare room that can be office and only office, that's ideal. <S> Also strong advice <S> : Continue to dress on work days as you would if going to a traditional office. <S> It's a good way to subtly remind yourself that you're "on the clock" and owe your employer a full work day at least. <S> There's much more that can be said, but this is already getting too long for Stack Exchange. <S> Talk to other folks in your company who are working remotely or have done so to get tips specific to your company's culture, and consider looking for websites that deal specifically with telecommuting. <A> Extended remote work has a tendency to diminish the strength of your in-office relationships. <S> Things that would go unnoticed if you were in the office more often might be noticed and perceived differently (i.e. running an errand around lunchtime that makes you unavailable for a meeting). <S> I will ignore the the few jobs that are permanent remote work, which usually comes with significant cost-savings. <S> Even companies that are setup for and frequently have employees that do remote work may not see extended remote work in the same light. <S> And even for companies that have permanent remote people and teams, if you were not hired into a role with the expectation of extended/permanent remote work, then you can still suffer from problems and bias that both on-site and other remote workers do not have. <S> Unless you are trying to change the position to be permanently remote, and your manager is supportive of this, you should provide extra communication during this time and resume your normal work schedule as soon as you can. <A> The only way to know is to ask your manager directly. <S> The next time you are in the office, set an appointment for a general, informal, performance review. <S> Ask if you are meeting expectations, and if there are any issues that your manager is aware of that might be caused by your remote work. <S> If this is a frequent concern of yours, you might consider setting an in-office schedule, whether it's weekly/bi-weekly/monthly, to establish a pattern and familiarity with your colleagues. <S> You could also schedule, as part of that, a brief 1:1 with your manager <S> so you're more immediately aware of any concerns. <S> Being visible and available is important for your career, so even if you don't have to be in the office, consider making it a habit, even if infrequent.
| You need to make a deliberate effort to communicate with your manager and co-workers, to kedp them informed of what you're doing and what you need, and to get input from them on everything from what they need from you to what opportunities are opening up that you should jump on.
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How do I get noticed at work? I work as a junior SQL developer in a small software company. In my project, my team leader assigns me tasks on a daily basis and I usually finish my coding tasks on time. At the end of day, I send a daily status of my tasks to my team lead and no one else. I have received feedback from management that I am not getting noticed at my job -- I am not given enough opportunities to interact more with my clients or customers. I have told my lead that I feel that I am not visible to the senior management, but he doesn't do anything. He says that my performance is up to the mark and I should not worry about visibility to the client or management. I feel that I am not growing in my current position and I am not getting enough exposure. It seems like I don't show off my hard work to my lead, whereas there are some loudmouth employees who do nothing and look like they are the best and always working. How can I improve my communication and credibility in ways which might help me become an important member of my team, rather than just a 'cog in the wheel'? <Q> Key point for me here: <S> "I have received feedback from management that I am not getting noticed at my job" <S> You probably should then ask said "management" (whoever that is) if there is anything you can to do to keep them informed of your activities. <S> Whatever you do, never sound negative or criticize your lead, it isn't about him, it is all about you. <A> The things that get you noticed are not generally assigned to you. <S> You have to go looking for them. <S> That makes it somewhat specific to your own circumstances, but some examples I've done or seen others do are: Participate in formal or informal team-building activities, like company picnics, lunches, happy hours, etc. <S> Participate in or try to start a regular hackathon to spur innovative ideas. <S> Volunteer for action items at meetings. <S> Volunteer to mentor new employees or interns. <S> Bring up product improvement ideas and push to get time for implementing them. <S> Propose a solution to a painful process or tooling problem the company has, something like demonstrating a Jenkins server you installed. <S> Start a series of tech talks teaching developers about new technologies or techniques that have arrived since getting their degrees. <S> You get the idea. <S> Most teams and companies have lots of opportunities like this just waiting for someone to seize them. <A> I have received feedback from management, that i am not getting noticed at my job. <S> versus <S> [my team lead] says that [...] i should not worry about visibility to the client or management. <S> I think this is the root cause of the issue here, and it's not your fault . <S> Your team lead clearly isn't talking to your manager about your personal development, which they really should be doing. <S> I'd approach this by mentioning to your manager that you're getting conflicting instructions from them and your team lead, and asking them to discuss the matter with your team lead - this is something they should be sorting out. <A> I have received feedback from management that I am not getting noticed at my job <S> I have told my lead that I feel that I am not visible to the senior management, but he doesn't do anything. <S> If I were in the same situation, I'd do the following: Continue to work your butt off. <S> Converse with management <S> more so they are more aware of your presence and ability.
| You should mention what you do, the reports you provide your lead and pretty much ask for their advice, implying that you want to grow and learn how to do that properly. Raise key points or system improvements in meetings in front of the whole team rather than to your team lead directly. Volunteer for committee assignments. If you are indeed an exceptional performer, your team lead may feel threatened by you.
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Music played through speakers I recently joined a software development company. I was warned in the interview that it was common to have music played through speakers in the office. I remembered the times in my old workplace, which seemed dull at times and music cheered everyone up, so I said "that's okay". Then I read step #8 of the Joel Test ("do programmers have quiet working conditions?") and realized what a huge mistake that was. I crave arriving early just to enjoy a few moments of peace. I don't mind when they play music that I like, but sometimes they play metal and it drives me crazy. I have to put on earphones and listen to my own music. Sometimes I complain (half jokingly, half on purpose) that the music... well, sucks. But they just laugh it off. I also feel that this affects the normal work. People are on the phone sometimes and they literally have to ask whoever's playing music to lower it. I could never allow one of my clients hearing music on my end. All of my colleagues are my age (25-ish) and they take turns to play music, although I see people with headphones sometimes. How do I bring this up? It seems unlikely that they will stop playing music just because I ask for it, because I'm very new here. Also, I've complained to HR about other issues and got no response ("there are issues in the toilet...", "please fix my chair, my elbow is killing me..."). <Q> There's likely nothing to bring up here. <S> It's a part of the (terrible) company culture and you were warned in advance. <S> You have the following options: <S> (i.e. let it go ) <S> Find a new job Try to change the culture <S> I guess the final option is what you're looking for <S> but it's a long-shot. <S> They mentioned that it was part of the culture and management almost certainly won't consider changing it. <S> Standard arguments won't work because they obviously realise that this is non-standard, otherwise they wouldn't have mentioned it during the interview. <S> If your offices have multiple rooms you can try to get jpatokai's suggestion implemented <S> but if you have a single open floor this is almost certainly something you'll have to live with. <A> You have recently joined, but you have already complained to HR 4 times, and are contemplating a 5th. <S> I don't think it's a good idea to go down that track, you will just appear to be someone who is always complaining. <S> You were warned and said it was fine. <S> Your best idea is to tough it out and deal with it however you want without complaining. <S> Or find another job. <A> A startup I previously worked at fixed this problem by designating music rooms and quiet rooms . <S> What's more, the music-friendly rooms were designated " Rammstein " (a famously loud German metal band) and "Non-Rammstein" to indicate the expected style of music! <S> Of course, the complication here is that this may fragment teams based on music taste as opposed to what they're working on. <S> The other option, which seems to be pretty standard these days, is to ban public music outright and require people to use headphones . <S> You're not going to make many friends with this approach though. <S> As for how to raise this, I would talk to your boss, not HR, and style this as a productivity issue : you can't concentrate, people can't collaborate, sales can't call customers, etc. <S> It would be even better if you can find other people who share your point of view <S> (is there anybody else wearing headphones?), and have a ready solution like the music room/quiet room approach. <S> HR ignoring your complaints about the toilet or your chair is really another question, but to check, are you sure HR is the right place to talk to about this kind of thing anyway? <S> Usually HR is for people issues, and there's a separate facilities/maintenance department. <S> And if you need a new chair, buying a replacement is probably within your boss's domain to authorize.
| Accept the music as a condition of the job Buy noise-canceling headphones
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Meager raise after herculean effort Throwaway as we use SO/SE to recruit. I work for a digital agency where I have been employed for 3 years. I am a senior developer with 15 years of experience in my field. I hold all major certifications and I am very recognized in our community as an authority. I also am a mod on an industry-related StackExchange sub as well as holding the #2 spot there for 2 years. When I arrived we lost three senior developers, leaving only myself, and we lost our three largest clients. We were in dire straits. I worked through two very hard years and used my influence massively to build this company and the practice we have to what it is today. Here are some of the things we have accomplished as a team this year, specifically due to my effort: Landed our first Fortune 500 client Heightened the profile of our agency with major partnerships which brought major clients to the table Completed more billable work than any prior year Billable work is now 2x that of salaried output, making our firm among the highest margin firms in our industry We have attracted the top talent in our agency's field of expertise Beyond that I have had a personal role in guiding the outcomes of these successes. I, as a developer, have been engaged in technical sales, recruiting, management, and advertising and marketing. This year alone I billed an average of 58 hours per week , in the top 3 billers in our agency. This year alone I traveled out of town on business 24 times, many times canceling personal plans to accommodate. I also participated in major speaking engagements as a representative of this company, and I brought 3 clients to the table which have brought in hundreds of thousands in revenue. I have had numerous conversations with ownership about taking a larger role and we have investigated setting up a remote office in my hometown, building the entire operation around me. I have expressed that I want ownership of something, much larger than just an employee. I want to be a partner. This is unprecedented in the history of the company but I feel it is absolutely warranted being that I have been a large agent of change and turnaround for this business. Suffice it to say I was expecting a large raise in line with prior increases received at this firm. In short, I received a 2% raise . This is the lowest raise I've ever received. This is during a quarter we just celebrated was the highest gross profit in the history of the company. I countered, asking for a much larger increase, and they declined. I was expecting something much, much larger. Since these events I was offered a profit sharing program which caps out at 10% of my salary. This is not enough, in my opinion, and would only reward me in retro for efforts in 2015 to be paid out in Q1 2017. My questions I have read into the 2% figure as means of insulting me, as a means of saying "we didn't forget you" but to also take the opportunity to point out that I'm not going to move forward. Is it possible I'm taking this too personally? Is this raise percentage common when you are at the top of your field? Or, is this common when you are at the top of your pay scale? Is it out of line or unprecedented to ask for ownership stake in a company, even if it is a meager percentage, as a means of compensation? I am at a loss and I have lost drive. It certainly makes me more open to considering outside opportunity, though I'd rather us find common ground to continue building what I have invested so much time and effort into these past 3 years. <Q> Time to move on, you have capped out at your workplace. <S> In the process you have made some extremely valuable contributions, and it seems moved successfully into other fields. <S> At this point in my career (not saying this would work for you, but it may be an option). <S> I went self-employed because that was the only way I was going to make more money. <S> I already had a network and was already well known in my small country. <S> It's a decision I have never regretted, unfortunately the company who didn't think I was worth a raise, lost a lot of clients and ended up downsizing by about half within a year because they couldn't handle the work. <S> I have found that once you get to the point where you're unsatisfied with your movement forwards and the bosses are not coming to the party. <S> Then it's only a matter of time before your work, motivation, or your attitude suffer. <S> It's better to start looking around earlier rather than later before you start getting sloppy. <S> The decision to move in itself has a positive effect on your outlook. <A> I have had some colleagues , who were at the top pay scales get very minor raises 2-5 %. <S> This is because it affects the long term expense of the company. <S> But they did get huge bonuses those years . <S> Did you get a huge bonus ? <S> If yes , you are okay. <S> If not , time to move on. <A> You questions in order <S> Yes 2% is a strong message they don't see you taking a larger role <S> 2% may be common at the top <S> but it that is you lowest raise. <S> Did you just top out this year? <S> If you billed 58 hours a week then that is a weak raise in absence of a strong bonus. <S> But 10% bonus is not bad. <S> Is it unprecedented to ask for ownership? <S> It is not common and ownership is typically reserved for founders. <S> Based on the nature of question I suspect you did not ask once (numerous conversations). <S> My read is you have become a pest with some unreasonable expectations. <S> They want you as contributor but don't see you as a partner.
| You may have other options, these would include looking for another placement with a better recompense in either monetary terms or other benefits.
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Invited for a New Year party, should I go? I have been invited to a New Year party at a company where I have accepted a role, but as yet haven't joined. My joining date is more than 10 days after New Year . I am very happy that they have invited me, however I am not sure about attending as I will only know the 2 or 3 people from my interview panel. I think that I might have awkward time there. Would it be a good idea to just brave it out and go, or would it be harmful to my new role to reject the invitation (or maybe even be offensive)? <Q> If you are confused just because you haven't met them, then you should attend the party , so that you can get to know your future colleagues in advance, in addition to having a nice time. <S> This can help you build rapport with your team in advance, and you would also get to know about them in advance. <A> I would attend the party and leave early quietly. <S> This stops anyone being offended and allows you time to introduce yourself and assess the people there, before people get too drunk or things get noisy. <S> Much the same when I am invited to clients parties, I attend, but leave early. <S> Creates a good impression without any stress. <A> Invited for a newyear party , Should I go? <S> Yes you should. <S> By attending that party you will get familiar with many more employees, company culture and many more things. <S> Go and Enjoy it :) <S> If I reject the invitation would it be offensive ? <S> I don't see any reason to reject the invitation. <S> But still if you do not want to attend then you can reject politely with some reasonable reason. <S> The Reason should not be like you do not want to attend party because you have not joined the company yet. <S> That will look a little bit odd. <A> The point of the invitation to you is that you can get to know some of the people you're going to work with better. <S> The key is they want you to get to know people. <S> If team leads and managers are competent, they will do their best to make sure you're properly introduced to various people and won't have an awkward time.
| The point of the invitation to current employees is that they can get to know some of the people they work with better. However, if you don't want to go it's perfectly acceptable to decline the invitation and state you already have other plans (which you don't need to specify).
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Do I owe my ex-boss any loyalty? I worked in a company for more than a year and then my boss decided to shut down the company and found me a job before doing it. I thanked him and accepted the job that I was offered, but after a month, he came up with a freelance job offer to me and I felt like I owe him a favor and because of that, I accepted it. I have been working as a freelancer besides my full time job but it feels exhausting and I feel like I can't focus on my full time job because of thinking about my freelance job. I feel stressed because of deadlines and problems of it. What should I do? Should I feel guilty if I decide not to continue working on my boss' project? <Q> Let's not talk about ethics though. <S> From just a pragmatic side of things, this relationship is useful for future bridges. <S> They were your boss once, they got you a job thrice, and they may have other connections for the future. <S> Just talk to the ex-boss. <S> Explain your human weaknesses to them, how this is exhausting. <S> Even God understands that one can be "Willing but the flesh is weak. <S> " <S> A solution will be found. <S> I found myself in a similar circumstance and the solution for use was to reduce the freelancing workload. <A> First, consider what you want to do. <S> Then go talk to your ex-boss one on one and face to face, and be honest with him. <S> Don't think of it so much as loyalty as it is maintaining, fostering, and growing a business relationship. <S> This person thought enough of you that he found you a job before shutting down the company. <S> This tells me that he sees something of value in you. <S> He has the potential to be of value to you, so don't throw that away. <S> Start the conversation with something like this. <S> Thanks for taking some time to talk with me. <S> I truly appreciate you finding me a job before the company was shut down. <S> Also, thank you for the freelance work. <S> However, between my full time job and the freelance work, I'm really feeling overwhelmed and exhausted. <S> What you say next depends upon what you want to do. <S> Do you want to continue doing the freelance work, but perhaps at a different pace or fewer hours spent on the work each week? <S> Do you want to abandon the freelance work altogether, which has the potential of eliminating any future freelance work. <S> One of the unknowns, or at least not stated in your post, is how long do you expect the freelance work to continue. <S> A few more weeks, a few more months, a few more years, something else. <S> If you don't know, ask. <S> Maybe there is light at the end of the tunnel, and the work he needs you to do will be ending soon. <A> No, you don't need to owe your ex-boss loyalty. <S> You may wish to be nice to him <S> but that is another story. <S> Healthy boundaries would be a starting point as if he gave you another project to do what would you say? <S> Consider what do you have time to do and what are the priorities in your life. <S> If you decide not to continue working on your former boss' project, guilt would come from having some beliefs that I'd highly consider whether or not they are worth keeping in light of your behaviour here.
| I do believe you owe your ex-boss loyalty.
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Barred from former work premises. What can I do? So I worked at my previous job (in a pub. Bar and kitchen) for 2yrs. No issues. Found another job with better hours, handed in my notice, worked it and then started with my current employer. About 6months ago.Beginning of December I got told that I was banned (from the previous place)for something another member of staff had done but had blamed it on me.Approached the pub manager to discuss this. Was rudely told to leave and was given no information or explanation. Tried again a week later (again, at the previous employer where I've been meeting friends, been drinking and socialising in this pub for years) Again left with no explanation dismissive attitude and unnecessary rudeness. Now I've been informed by a doorman that I'm not allowed in or near the building ask the manager told him I'd been dismissed! I'm fuming! What's going on here!? Is there aything I can do? Technically defamation of character is slander. And his attitude towards me haS been disgusting. I'm not prepared to let him get away with it! <Q> While getting barred from a former place of employment (unfairly or not) is an unfortunate side-effect of leaving far too commonly, you don't have to accept being treated unfairly. <S> One option would be to go over your former manager's head. <S> They have no obligation to actually listen, the manager of a pub has pretty much final say about who is allowed in or not for whatever reason they choose. <S> But you could explain the situation, be fair and honest in what you say, point out that you've been a customer longer than you were a member of staff and that you feel you have been barred unfairly and unnecessarily. <S> Of course, there still the "do you really want to continue frequenting a place like this? <S> " question. <S> Is it worth the aggravation? <A> That's internal politics. <S> It happens. <S> Sometimes, someone has personal objectives, and you happen to be in the path. <S> So you get shot out. <S> It's nothing personal, just politics. <S> Unless you want to play politics to a deep level, the only thing to do is forget the place and look elsewhere. <S> The world is big enough for both the guy who made you kicked out(not always easy to know who exactly) <S> and for yourself. <A> Put it down to experience, there's not much else you can do. <S> At the end of the day, you lost your job for whatever reason and you have sour grapes, you need to move forwards not obsess over it. <S> Some people in a position of power are rude when they get the chance, especially if they have a doorman between them and you. <S> As an ex bouncer myself I have been in the position of stopping former staff from coming in. <S> It's better for all concerned if they just don't make trouble, because they will be physically ejected if need be, and could even be arrested. <S> It's not all that uncommon in that industry. <S> So unless you're confident that you can physically take care of yourself, just move on. <A> Now I've been informed by a doorman that I'm not allowed in or near the building <S> ask the manager told him I'd been dismissed! <S> I'm fuming! <S> What's going on here!? <S> Is there aything <S> I can do? <S> I don't think you can do anything in regard to being banned from an establishment unless they did so for protected reasons. <S> In America, for example, a store cannot ban you because of your race. <S> In the UK that might be different so check into that. <S> However, you might want to speak to a lawyer in regard to the manager saying you've been dismissed/fired when you did not. <S> If you indeed quit after you put your notice in, that might affect your future job hunts <S> should they call this employer and the manager says you were dismissed for reasons you don't know.
| Speak to the owners - either the licencee or the brewery.
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How to build strong social network at work We need help of others to achieve our goals Though I understand this I feel I'm not sure how to connect with people at work. And being introvert makes it very hard for me. Can anyone please guide me through this <Q> In my experience, simply working with people -- asking them for assistance when needed, assisting them in turn, random <S> "how was you weekend"s and the like -- tend to do the job Just Fine unless you're actively hiding. <S> (And yes, I'm shy too. <S> But that becomes much less of an issue after you;ve been around people a few weeks.) <A> The coffe machine is your friend. <S> Everyone goes there, so try to be there too. <S> I'm an introvert either, and it requires some work to get used to contacts, but a successful career is often at this price. <S> That, and each time you've got an opportunity to professionally speak to someone, force yourself to ask one personal question. <S> Like "how are your children growing", or "For when is your wedding?", things like that. <S> Remember that people love to speak about themselves. <S> Launch them, listen to what they say(be it interesting or not), and sooner or later, some of them will give you informations more relevant to your career. <S> The advantage of being an introvert is that you're less likely to speak only about you. <S> Which is often seen as selfish. <S> If you make just the effort of asking one question & wait to see where it leads, you'll get more rewards for less effort. <S> And don't overdo it : you're at work for, errrrm, working, first. <S> You never know what this or this relation will bring us. <S> And all of a sudden, because you've been polite & interested in people, you're offered a job improvement by a manager you barely knew, but who heard you're a good boy. <S> It's a game of patience. <S> Every day, make a little effort towards a few people. <S> Slowly, surely listen to them. <S> Some of them will ask questions, which means you begin to have some kind of link with them. <S> And then, later, it will pay off. <S> Usually a way you cannot forecast. <A> How to Win Friends and Influence People has more than a few good tips: Fundamental Techniques in Handling People <S> 1.Don't criticize, condemn, or complain. <S> Give honest and sincere appreciation. <S> Arouse in the other person an eager want. <S> Six Ways to Make People Like You Become genuinely interested in other people. <S> Smile. <S> Remember that a person's name is, to that person, the sweetest and most important sound in any language. <S> Be a good listener. <S> Encourage others to talk about themselves. <S> Talk in terms of the other person's interest. <S> Books on Emotional Intelligence like "Emotional Intelligence 2.0" and "The Other Kind of Smart" could also be useful in building relationships. " <S> Quiet" by Susan Cain and "The Introvert's Advantage" could be useful books as being an introvert <S> doesn't automatically make you anti-social. <A> Looking for a network of peers does not mean that you necessarily need to completely change your personality to be able to create networks. <S> And since your goal is not necessarily friendship but reputation ("he's someone who gets things done" is much better than "he's a friendly chap"), you can manage this on a small group/one-on-one level. <S> I work with a number of people who are developers (a majority of devs. <S> are introverts) and have a different language as their first language. <S> This means that there is a double-difficulty in sorting out who I should pull to be on a team. <S> Most important things to me: <S> Polite Responds when messaged Looks for work which needs to be done (and volunteers). <S> Willing to work hard Able to learn <S> None of these are aspects which would be difficult for an introvert or an extrovert. <S> If you have all of the above, then I would consider you a valuable resource whom I would try to grab for future projects. <S> If you don't, then I will have concerns.
| Be friendly (without overdoing it), be a good listener, be helpful, pose interesting and relevant questions, and you sorta can't help getting to know your coworkers. Make the other person feel important – and do it sincerely.
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Acknowledgements: Dr or Prof? I am presenting my research work at a conference. In my poster, I am crediting my research advisor. For anonymity purposes, say his name is John Smith. He is a PhD so he is often addressed Dr. Smith but he is a professor at my university so his students call him Prof. Smith. In my poster, should I credit him as Dr. John Smith or Prof. John Smith? <Q> Best answer: Ask them how they would like to be referred to. <S> "Absolute is the right of any man to spell his name 'Jones' and have it pronounced 'Smith'." If unable to do that, I'd use whatever form they last published under, which they presumably found acceptable. <S> Or contact their department and ask if anyone there knows. <A> Short answer: Use "Professor". <S> Why? <S> Because that is your adviser's official title at your university. <S> It's a recognised "rank", <S> and so he should be addressed as such, especially if you are introducing him in the capacity of your work at your university. <A> is the safest route if your concern is avoiding his being offended. <S> If a professor holds a doctorate degree, he or she will not be offended if you acknowledge it with the "..., PhD." suffix. <S> However, if you do not acknowledge it, there may be some who would be offended, especially given that you're working in an academic setting, and there is some level of prestige among their peers involved in your work. <S> So, it's safer to acknowledge the PhD. <S> If the professor does not hold the degree, then "Professor" is the right choice, obviously. <A> In my experience at many academic conferences, titles are never used. <S> I've never seen anyone credited as "Dr Smith", "Professor Smith" or anything else involving a title. <S> Just credit them as "John Smith". <S> (This is in theoretical computer science; it's possible that other fields differ.) <S> I don't know for sure what the reason for this is <S> but I would speculate as follows. <S> First, almost everybody at an academic conference either has a PhD or is studying for one. <S> When you're in a room with 50 PhDs and 20 PhD students (and maybe that one guy from industry who doesn't have a PhD), there's not a lot of point drawing attention to who has a PhD and who doesn't. <S> Second, although one naturally bases opinions on all kinds of things, acknowledging somebody as "Professor Smith" sounds like an appeal to authority: Smith's work should be judged on its intrinsic quality, not on Smith's position on the career ladder. <S> Third, different countries use titles in different ways. <S> In the US, essentially any permanent member of the academic staff is a professor; in the UK, a professorship corresponds roughly to a named chair in the US, i.e., the title applies only to a relatively small number of very senior academics.
| Another Short Answer: Use "Dr." or "..., PhD." Acknowledging the PhD
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What does "please keep in touch" mean when rejected? I had an opportunity to get an internship recently and made it through a few rounds of interviews, but on my last interview, I didn't do very well. This resulted in getting rejected for the potential job offer, and in the email I received from my recruiter telling me that they weren't going to be moving forward with my candidacy, they said that they hope I reapply next year and to "please keep in touch". What does it mean exactly when they say "please keep in touch"? Is it just a polite thing that is customarily said or do they expect me to actually "stay in touch"? If so, what does it mean exactly in this particular scenario to "keep in touch"? <Q> What does it mean exactly when they say "please keep in touch"? <S> Is it just a polite thing that is customarily said or do they expect me to <S> actually "stay in touch"? <S> It's just a polite thing. <S> They are hoping you'll reapply next year. <S> Take the time to boost your knowledge in the areas which need improvement and reapply in a year or so if that works for you. <S> Meanwhile, send a note to the folks you interviewed with, thanking them for their time. <S> That never hurts. <A> I would guess it is a 50/50 chance <S> you're getting the real, full honest feedback or not. <S> Having been a hiring manager myself and having been rejected plenty on interviews as well, the responses can span from sugar-coated feedback to outright ridiculous excuses that make no sense vis-à-vis your interview. <S> Truthfully, you will not likely ever find out the full scope of the rejection rationale. <S> Move on - life is full of rejections and a "keep in touch" phrase is a polite, but meaningless gesture. <S> By the time you have a reason to re-apply or talk to them, you'll likely have many other opportunities to consider anyways. <A> What does it mean exactly when they say "please keep in touch"? <S> Is it just a polite thing that is customarily said or do they expect me to actually "stay in touch"? <S> What does it mean? <S> It means "We want to appear open to hiring you in the future if things change". <S> It does not mean they are open to hiring you in the future, regardless of any changes in you, the position, or the other applicants. <S> It doesn't mean apply again tomorrow, or let us know when you graduate or anything else beyond giving the impression that they would you all due consideration if you applied again later. <S> It is not a totally meaningles statement, but it is close.
| You should not read anything at all into it NOT being said, and the MOST you should attribute to it if it is said, is that they don't think you are someone they could not work with.
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Dollar value changing fast and salary doesn't change US dollar is changing very fast in my country now. I'm working for a foreign company and I get a very satisfactory salary. But my consideration is as the US dollar is fluctuating rapidly, should I drop a email to HR division to point this out? Foreign company might be paying for the employees by US dollars. But our salaries have defined(by the company in my country) in local currency. Therefore, even though the US dollar raised up, employee salary doesn't raise up . Many of my expenses are online ones. Therefore I face this impact hugely. Is this something point out to HR division as a normal employee like me? <Q> The fact that the company is foreign-owned is irrelevant: you're being paid in local currency after all. <S> If you feel you're not being paid enough, argue for a merit-based raise: your accomplishments and the value you added to the company in the past year(s). <S> If the US dollar crashed, would you appreciate having your wages cut in half as well? <A> Many of my expenses are online ones. <S> Therefore I face this impact hugely. <S> I would think that you need to look at your online expenses rather than your salary. <S> Your salary stays the same. <S> It's unrealistic to ask for more because you like shopping online. <S> That's basically the same as asking for a payrise because you have expensive tastes. <S> So my advice would be to mitigate against your online spending, because I doubt an employer wants to base your salary on the vagaries of an overseas currency. <A> Here's my litmus test - can you get a better paying job some place else? <S> If you can, then independent of what happens with the dollar you will get a better pay if you want to. <S> If you can't, again regardless of what the dollar does you won't be able to get more pay. <S> It is simple as that - the company will not on their own offer you more money just because of currency fluctuation. <S> They very likely will take that as more profit. <S> Think this the other way - will they reduce your salary if the dollar weakens? <S> I doubt it. <S> So, when it comes to salary, you get paid what you negotiate, not what you deserve. <A> You can send whatever you like, but don't expect it to have any effect. <S> Your HR staff are just as aware of the dollar exchange rate as you are, and will either take that into account in any pay rises, or decide that it's your choice to spend your pay in venues where you are susceptible to exchange rate fluctuations. <S> Putting it another way: what would be your response if the currency fluctuations were going the other way and you received a mail from HR telling you your pay was being cut? <A> It is best to have your salary be stable in terms of what spend on essentials, such as food, and any long term commitments, such as leases and loan repayments. <S> If the local currency is subject to hyper-inflation, you want to be paid in almost anything else. <S> Under more normal conditions, you are usually better off having your pay be in terms of the currency where you live. <S> Otherwise, you could sign a lease on an apartment for an affordable fraction of your pay at the time of signing, and find it is unaffordable later, because of a change in exchange rates.
| Fluctuating exchange rates are not a valid reason to base salary negotiations on.
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Who would make a good programmer for an academic department? My academic team is looking for a programmer to take our individual outputs and integrate them together into a single graphical user interface. The job will last at most 6 months and at most we can afford a junior developer salary. The separate pieces of code are rough and ready and written in at least two different languages (R and Python). Traditionally, uni job ads tend to go to other researchers, but we need a dedicated programmer. On the other hand, the work will probably seem quite isolated, unstructured and without direction to someone acquainted to working within a development team. Although we are a friendly bunch and will help where possible, they will need to come up with the design and then integrate the code with little input from the rest of us. I'm concerned that we won't find someone who is comfortable in this environment. How might we reach the kind of person we need - and who even is that person? Edit in case the downvotes are due to a lack of clarity about the salary. The maximum salary that a our budget can afford is a junior developer salary. I certainly don't mean to suggest that the job is somehow straightforward - indeed, I think it's very tough. <Q> As a developer I can tell you that what you're describing does not sound like a junior level project, especially not in that time frame, and dealing with code written in multiple languages. <S> I see two main ways of dealing with this: 1. <S> Full-time dev <S> You can try to post a job description, but the low wage / high stress + responsibility situation is probably not going to attract too many people. <S> Still, someone might take it on a contract. <S> Write up a job description and post it on local job sites. <S> Maybe contact a staffing agency, although paying their rates may cut into your budget, and lower your chances of finding a good candidate. <S> 2. <S> Student co-op opportunity <S> Hire a pair of co-op students from your own institution, or some other local one. <S> There are plenty of development students in their 3rd and 4th year who've already had some workplace experience but are looking for another co-op or part-time job. <S> Paying a lower wage on a part time basis would probably be a lot more acceptable to students, and you would be able to maybe get one person who can deal with each language. <S> Furthermore, an ambitious project such as this one gives them the opportunity to pad their resumes, so they may be more driven to succeed than a full-time dev who thinks the pay is terrible and is looking for another job on the side. <S> In my opinion this is your best bet as far as the limited time-frame and low compensation are concerned, as no one who is an expert will really be interested. <S> If you choose to follow this route then contact the institutions offering those programs. <S> They typically have internal websites to advertise such opportunities to students. <S> If you approach a program coordinator and explain the situation that person may even be able to recommend some top students to you, or send an email to their own classes, etc. <S> (aka advertise for you). <S> Having two students work together also removes the "isolation" problem - just be flexible with the hours/telecommuting, etc. <S> Good luck! <A> You'll have great difficulty finding a person that will do the job <S> well if you're offering a junior salary. <S> From your description, it sounds like the role will involve a lot of independent working, negotiations with multiple stakeholders and design skills. <S> None of those are skills which junior software developers typically possess. <S> If you want this job done right, you need to put some more money in the kitty - quite probably a lot more. <A> So that is the sort of person to look for. <S> Having said that, the chances of getting a competent person on the renumeration described is very slim. <S> They could do everything remotely and still make a decent amount for where they are. <A> Describe that kind of a job in an ad and see what you get, interview candidates and ask them how why they feel they would be good for that kind of position. <S> There's a lot of introverts out there (and a lot of them become programmers). <S> I think the only thing holding you back in successful recruiting in this situation is the fact that you're considering isolated work this terrible thing that everyone wants to avoid, when it is not necessarily (and the "junior developer salary" might be hurting you a bit). <S> Remember that different people have different psychological makeups. <S> Just because our culture veers towards "team players" doesn't mean that everybody wants to be all the time.
| I think this sort of job would be best done by a consultant, freelancer type, who is used to planning and implementing things themselves rather than relying on a team. If you can get hold of a skilled person in another country where your junior dev pay is worth a decent amount, that might be the way to go.
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Do I risk losing an interview if I can't pay the trip? I am based in UK and I got invited to the US for a 4-days trip as part of a job application. However, travel and accommodation would cost me more than two grand, which I can't afford right now. I would rather not accrue debt to go on this trip, and while they will reimburse me, it will probably take 4-6 weeks which doesn't work for me. How might I ask them if they could pay these expenses in advance? Would this jeopardize my chances of getting the job? <Q> Meals and maybe a car should come out of your pocket, but not much more than that. <S> Ask for them to either book the travel, or get the prices together and ask them to front you the costs. <S> I'd be leery of anyone who is asking you to spend $2K+ of your own money on interview travel. <S> Besides, with the plethora of remote presence platforms out there, it would seem unnecessary. <S> Something's not quite right, here, in my opinion. <A> You already don't have the money to make the trip, so if you don't ask for the money up front, you may not get the interview at all. <S> (It may take too much time to get a credit card, and most bank loans aren't super quick.) <S> Your best option is to talk to the people asking you to an interview. <S> You already know they prefer you to pay and them to reimburse you. <S> Therefore, say something like this: <S> I asked about paying up front, because I don't have the money right now to pay for transportation to the interview. <S> Nor do I currently have a credit card. <S> I know you prefer to reimburse me, but is there any leeway in that? <S> Do you have recommendations for how to proceed? <S> If they suggest you get a loan or get a credit card, then you can assess how much you want the interview and the job. <S> You might mention that by the time you get the loan, the tickets will be more expensive, so it will be cheaper for them in the long run if they buy at least the tickets. <S> (And you could suggest that you could cover the rest of the expenses until reimbursed if they covered the airfare, if that is true for you.) <S> They may prefer to reimburse but will make accommodations when that doesn't work for the interviewee. <A> My question is: will my interview be compromised if I ask them to pay the expenses in advance? <S> What is common practice? <S> Your interview might be compromised. <S> I think it depends on the nature of the job, and of the company. <S> In my experience (within the US only), most companies would book the flights, hotels, etc, for you. <S> You would have little to no out of pocket expenses. <S> The only exceptions I have encountered were a few startups where I was applying for rather high-level positions. <S> In those cases, I was expected to front the money myself, give them the list of expenses when the interview was over, and get reimbursed. <S> In those cases, I used my own credit card, I was reimbursed promptly, and didn't incur any permanent costs. <S> I never asked for the money up front. <S> Perhaps they would have paid. <S> Perhaps they would have thought it odd that I had to ask for the money. <S> I suspect if the position you are seeking is lower on the food chain, it's clearly more of a burden to get reimbursed. <S> Thus they may think it less odd if you have to ask. <A> To me there are a number of red flags. <S> Any (serious) company that is inviting a foreign candidate to travel for interviews would expect to pay for those expenses and would make the travel arrangements for the candidate. <S> If this is somehow complicated for them then you really should worry whether they are capable of handling and paying for your work visa, your relocation and so on.
| For me, if they didn't offer to book the arrangements themselves, I'd just put it on a low-interest credit card, pay it off as soon as the reimbursement arrive, enjoy the mileage or cash back from the credit card purchases, and eat the very minor interest expense (if any) as a cost of doing interview business. As far as common practices, most companies I've ever worked/applied for that needed me to travel insisted on booking the airfare and hotel themselves, as they usually had a corporate discount of some sort.
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How to deal with colleague that uses you as a crutch to complete their tasks? I have this colleague, that when she joined our team, I could clearly tell that she was having a hard time picking up the speed (She taught programming before, but never actually coded anything). So I put in my 110% to make sure her ramp-up being as smooth as possible. I told her, "whatever you don't quite grasp, don't hesitate to ask me". However it backfired eventually, because she got so used to asking me questions, that she kept asking me even those pity ones, like "what was that command/function again?", and even "where is that file again?". She kept asking me of those things not because she don't understand, but simply because she doesn't care to remember or look up herself. Being asked the same things over and over again really annoys me. That's my only pet peeve, and normally I'm not easily agitated. I gradually revealed my annoyance step by step to her. First as a joke, adding "don't use me as your small secretary" after answering her pity questions every time, but she continued doing so, until I was so annoyed and pull out my joker face, and talked to her seriously, "Look, I don't mind helping you at all, but would you please remember them/could you look up those trivial things yourself instead of asking me each time?". I've talked to her like this several times, but each time, her reply is, "did I? you are so over sensitive.", or "It's faster to ask you instead, we should help each other right?" More details: Yes, I was responsible for her ramp-up training, but my helping her last way pass the ramp-up training. I didn't respond with a "joke" until way pass half a year, and now she has been with the company for nearly two years. The problem only became prominent less than a year ago when I had to take care of a newer people. She just wouldn't let go. I've tried to distance myself from her, and now she is complaining that I'm suddenly being cold and unhelpful. She never considers that she's interrupting my work with these trivial questions and is now blaming me for being unhelpful. How can I deal with this? <Q> Stop giving direct answers, and start providing directions on how she can find things out for herself. <S> If she keeps interrupting you - start tracking it, and take it to your supervisor (if you take it to your supervisor, you will probably be told to track it). <S> If you can demonstrate that she is costing you time, then your supervisor should discuss this with her. <S> Note - this will affect the working relationship you have with this person - there is nothing you can do that will stop that from happening but getting your supervisor involved should mitigate some of the fallout. <A> How to deal with colleague that uses you as a crutch to complete their tasks? <S> Here are options - use any or all of them: Option 1: <S> Stop being a crutch A "crutch" provides support, so you should no longer provide support. <S> " If she presses you to "just answer" tell her that memorizing it would be even faster, so hopefully this will help her to remember it for next time. <S> Try to emphasize this response is for her benefit: as her crutch, she is weaker but without a crutch, she grows stronger. <S> Option 2: <S> Offer Testing Warn her that because of her continued questioning, you will make a list or in some other way create an occasional "pop quiz" or other form of testing to reinforce your expectation that she operate without assistance . <S> Involve your manager, if necessary, to make testing a part of her review. <S> This also shows her that the problem is not that you don't care, it's that you expect better of her. <S> Option 3: <S> Ask Her to Train <S> Involve her in training the other new person. <S> Tell her that you will interview/test that person based on her training. <S> When training, she will be required to know the information. <S> If the new trainee has the same issue, she will also see how "little questions" interrupt work and can be annoying. <S> Again, involve your manager if necessary. <A> if you cannot find it then ask. <S> Anyway damage is done, the best thing I can think of right now is to tell her to keep a note, ask her to buy small notebook or just tell her to fire up windows notepad and tell her to type what you said so she doesn't forget. <S> Sticky note also work. <A> Tell her this: <S> I'm sorry, <S> I'm not being cold, I just have a lot to do. <S> Therefore, I cannot answer a lot of questions right now. <S> But, what I can do is share with you how I find answers to these types of questions either online or in our company knowledge base or in our code. <S> If you can then do the search and find the answer, I can validate what you find if you have any doubts about it. <S> That way, I can continue my work and you can also move forward with your work. <S> Does that sound ok? <S> It would best for documentation purposes if this were in an email in reply to one of her questions - <S> that way, if she continues to complain to management, you'll have documentation that you've tried to help her help herself, while still maintaining focus on your own work. <A> If this is taking a significant amount of your time, your manager needs to know about it. <S> Be prepared to provide evidence, but sometimes this is the only solution to an incompetent co-worker. <S> Sometimes, you really are the only source of important information, and it's up to you to publish it rather than make people ask. <S> Sometimes, people just need to be taught how to find the answer, and you can respond with links to FAQs (or StackOverflow) <S> However, most times this behaviour occurs because asking you is the quickest way to solve a problem. <S> They can just pick up a phone, or call across the office and have an answer in seconds, vs 10 minutes of googling. <S> The solution is to set your phone to divert to voice-mail, put on some head-phones, and only check your email every half-hour. <S> You still respond and are still helpful, but when they interrupt, you reply: <S> "I'm in the middle of something, I'll be over in 10 minutes" <S> When you get there, they'll probably have googled the answer themselves.
| When she asks a question you should respond with, "I expect you to be able to know that by now" or "I expect you can find the answer on your own by this point. I think the one at fault is you, when teaching someone don't let them depend on you to much, usually I tell them google 1st
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Am I a programmer or a developer? Are the term programmer and developer interchangeable? Is it that programmer is more an old usage, and developer is more trending, or there is more to it? I can understand a coder is someone that may only code according to low-level designs, but programmer can start their project from high-level designs, or even user-requirement analysis, right? "Sites that aren't language-related don't appreciate questions on semantics when the answers can't provide more meaningful information than a dictionary could" If the answer exists in a dictionary, why would I ask it here? As Brandin has put it, "Programmer" is the "everyman's" job title... OTOH when you say "developer", the everyman will probably think you're talking about something else, unrelated to computers. E.g., programmer is a much better word than developer , but nowadays everyone tends to use developer and avoid programmer . It doesn’t make sense to me to go for a poorer choice, so I want to know why . No dictionary can explain why people are doing that. Furthermore, most people are doing that even without knowing why they are doing it. I understand that most of them don’t care, but I want to know. My theory is because of the UI developers (who are not exactly programmers), and want to verify how well accepted that theory is (apparently not). <Q> Everywhere I have worked, the two terms have been interchangeable. <S> I think it also depends where you are on which is used. <S> No one calls them developers over here, but in NZ I heard them called both. <A> A title means exactly what a particular company intends it to mean nothing more nothing less. <S> Some companies use "programmer". <S> Some companies use "developer". <S> Some use both. <S> Some use neither. <S> A company that uses both may have some sort of hierarchy. <S> Or it may not. <S> A "Developer 1" at one company could well be the most senior title for someone that writes code while at another company "Developer 1" is the most junior title. <S> I wouldn't get too hung up on a title. <S> If someone is looking at a resume, the description of what someone did is far more important than the title. <A> Yes. <S> A programmer is a software developer. <S> A higher level person would be like senior developer, design lead, or architect. <S> The term senior (or junior) programmer is just not (typically) used. <A> Yes and no... <S> They tend to be on a spectrum - with <S> developers expected to have more independence in direction than a programmer, <S> but there's a rather large overlap. <S> Like any other role, it isn't the title as much as the job description (and responsibilities) which you need to look at.
| Programmer as you said was used earlier, but developer has no difference that I can think of.
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Should I tell colleagues I'm leaving I handed my notice in some time ago. My boss (director of the company) has asked me not to say anything to my team and colleagues. She says she needs to protect the business as she is worried about a domino effect of people following me as I am quite influential within the business. She has tried and failed to get me to change my mind about leaving and I don't believe she knows how to replace me. My boss is finding every excuse not to tell the team saying she is working on something and needs more time. I only have 10 days left of my notice period and am talking with colleagues about work I know I'm never going to be involved in. Should I just go ahead and tell my team I'm leaving so I don't have to continue lying to people I respect? <Q> I only have 10 days left of my notice period and am talking with colleagues about work <S> I know <S> I'm never going to be involved in. <S> Should I just go ahead and tell my team I'm leaving <S> so I don't have to continue lying to people I respect? <S> I think it's perfectly reasonable to let your colleagues know that you are leaving. <S> A good way to do this is to sit down with your boss and express your concerns about not telling others. <S> This time, indicate that you will be telling folks on a particular date, and ask how she would like to handle it. <S> Something like: " <S> Boss, I think it's fair for me to tell others that I'll be leaving soon, so that they can plan their projects appropriately. <S> I'm planning to start telling people on Friday. <S> Is there any particular way you'd like me to handle this?" <S> Then, if your boss still objects to letting folks know, don't agree to remain silent. <S> You are going to be gone soon anyway <S> , it's unlikely she would try to enforce your continued silence. <S> Most reasonable bosses would go along with your wishes, perhaps make an announcement to the team, and likely help plan your farewell lunch. <S> Perhaps your boss is reasonable, perhaps not - now you'll find out. <A> Is your boss going to tell anyone you've left after you are gone? <S> I think they are going to notice, eventually! <S> Because you don't get to control the messaging after you are gone, and who knows what your boss is going to say. <S> Your reputation is on the line. <S> Telling people before you leave is also the right thing to do for the company. <S> They need to know you are leaving. <S> That's going to make your boss look bad, and your boss may try deflect the criticism by throwing it back on you. <S> Again, your reputation is on the line. <A> Talk to your boss about it and remind her that you will need the last ten days to transition work to other people. <S> Then sit down and make a plan with her as to what tasks will be transitioned to who and what information you need to leave for them for the transition and set up a Knowledge Transfer session for each of those people. <A> It seems to me that your boss is digging herself a deeper hole by telling you not to tell your coworkers. <S> It would be completely unreasonable for her to expect that if asked by your former coworkers after you leave that you would not explain that you did not tell them in advance because she asked you not to. <S> In my opinion, this will reflect very poorly on her, since it is mostly an annoyance to your coworkers who were expecting you to come back to work the Monday after you leave and now have to deal with not having you without warning. <S> In addition, her request really does not buy her very much time at this point, and more importantly if someone would leave because you left, they are not going to change their mind because you did it suddenly, in fact my guess is that they would be more likely to do it if anything. <S> So, you may be able to go to her with all of this and convince her to remove her gag order on you. <S> If you are not able to do that, my advice is to continue to stay silent as requested, make sure you have contact information for your coworkers and message them explaining that you are leaving and why you have not told them until then as soon as possible after your last day is over, so they are at least aware that you will not be there the next time they come in. <A> It seems like the best approach would be to go to your boss and ask for a detailed explanation. <S> In the process, you should explain the fact that it will cause problems for you to promise work which you cannot deliver and that you need to be open about your lack of availability. <S> If that fails, then it would likely be a good idea to go along with your boss's request: burn no bridges when leaving a company. <S> Even if you never expect to see the person again, I have encountered people whose applications were squashed because someone told their future manager about past behavior. <S> For interacting with your co-workers, it would be a good idea to avoid making promises about availability. <S> If you are asked why you could offer, "I have a personal conflict and my boss <S> and I are trying to work out details".
| It's awkward to oppose your boss, but I think it is wise for you to tell people before you go. If you don't, it's going to be quite shocking when everyone discovers you are gone, and they had no idea.
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Safely applying to a company where multiple coworkers previously worked Many of my coworkers all worked for the same employer previously. That employer is now hiring. Knowing that my coworkers are still in contact with some current employees of that company, how can I apply with minimal risk that my coworkers will be informed that I applied? Is it appropriate to list your current employer as confidential on your resume and just list duties performed? <Q> You don't mention your industry. <S> In software development, I would expect HR and some managers would handle the process and your current coworkers would almost certainly be unaware of what was happening. <S> But I know in the restaurant business, people do get calls like "hey, guess what? <S> Person A who works with you applied to work here. <S> What are they like? <S> Would you recommend them?" <S> However generally such people don't then go to their boss and say "looks like Person A is thinking of moving on, I heard they applied to my old place. <S> " People are more mobile, they move from job to job, and networking serves a lot of functions. <S> That tends to be offset by people granting you more privacy. <S> Your only safe thing to do is to arrange a quick chat with the relevant coworkers and ask for their help. <S> Ask them not to tell your current management, saying that you would rather deal with that yourself once you have a new job. <S> Also ask them to put in a good word for you with their former employer. <S> They are likely to be flattered by this request, increasing the chances they'll agree. <S> Yes, there's a chance they'll run straight to your current boss and tattle on you. <S> But you're leaving anyway, so the impact of this will not really be huge. <S> I think it's a risk worth taking. <A> First off, no one is going to take you seriously if you choose to withhold your employer's name. <S> You can choose to lie about it, but that might come back to haunt you later in the interview process. <S> If you're applying through a recruiter you may wish to explain the situation to them. <S> Also keep in mind that not just anyone gets to look at the resume's which are handed in for a position, especially in the early stages. <S> It's later, when you're being interviewed by multiple department members, that some information might leak out. <S> However by that point you will have had contact with them and be able to explain the situation / ask for discretion. <S> Unfortunately what you have to understand is that there can be no guaranteed of this information not leaking out. <S> You're taking a minor risk, and that's pretty much the long and short of it. <A> Why are you worried that your current coworkers will find out? <S> Anyway your application is not widely distributed and also only distributed to HR and people doing the hiring. <S> They are obliged not to pass on applications as that may give you are unfair advantage/disadvantage. <S> So in summary just apply to the role as if it was any other role that you would apply for. <S> I think you are over thinking the situation.
| All it takes is for one person who is friends with one of your coworkers to pick up the phone and informally laugh it up with their buddy that you're coming to work for them.
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How can I mitigate the negative effects of refusing my manager's request to be complicit in a crime? I am a junior software developer, and my colleague, a senior software developer, is transitioning from a work visa to permanent residency. There will be a gap in between the work visa expiring and the residency being granted, meaning my coworker will not be allowed to work for a short period. My manager approached me and asked me to agree to allow my senior colleague to check in/out code and continue to work while using my credentials, so that all work he does will be under my name, and my coworker would receive a "bonus" equal to missed wages when he returned to work. I respect my coworker and sympathize with the hardship he will face with a period of forced unemployment, but I am unwilling to violate law and my own ethics to be complicit in this fraudulent work around. During the conversation, my manager repeated "your decision will not affect your career here at the company" many times. This implied to me a subtext that my willingness to be complicit in this will indeed impact my career here. I politely refused my manager's request, and I am now on the job market, but I expect to be looking for a job for many months to come. What strategies can I use to mitigate the negative effects of my refusal on my career, especially with regards to my job security? <Q> You are worrying needlessly. <S> And you did the right thing by refusing to compromise. <S> The business will find another solution, the onus is on them to do so, not you. <S> I would be more concerned that they even asked you to contemplate such a thing. <A> To mitigate the effects of a <S> No you should point out alternatives . <S> Maybe the alternatives you provide are not acceptable to the other person, but at least you showed good will and tried to find a solution. <S> I don't have a good feeling with my signature under his work, especially when he's not allowed to work. <S> But I can create an account for you and show you how to check in code, so you can check in whatever you want checked in yourself. <S> So maybe your boss does not want this. <S> Maybe he does not want his signature involved either. <S> But at least you showed that inside the legal limits you were willing to provide a constructive solution. <A> I get you are in a tough spot <S> but you need to consider your career over near term employment. <S> Worst case scenario is <S> you and the company are caught and you have fraud charges on you criminal record. <S> And it would likely be federal charges. <S> That would immediately show up on any background check. <S> Just by asking they put themselves at risk. <S> I would be concerned about repercussions but they have more to lose than you. <S> Do you have proof they asked you to commit fraud?
| You should take your manager at his word, the business has a lot more to lose than you do. A flat out "No" is unhelpful and nonconstructive.
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Is it possible to ask reference letter from customer/client for remaining projects after resignation? I am working at software development and consulting industry as consultant and developer. However, I will resign tomorrow from my current company and still do the remaining projects as part time. So I will ask customer reference letter after my resignation and as individual. As in my title, I wonder, can I ask reference letter from my customer/client that I work on later for my name? <Q> Short Answer: <S> Yes you can. <S> Real Question: <S> when you should? <S> Suggestion: If you think you are worthy of recommendation letter then there must have been times when client/employer would have praised you verbally or on chat. <S> You can grab that opportunity to ask for one. <S> If you some how missed that moment then you should only request for the letter when the relation ship is at a high. <A> The answer to this question is both Yes <S> and No, let me explain... <S> You could ask your client to give you reference letter if and only if you are working solely or in your own company with that client, means you are not tied to any organization who hired you for doing developer job. <A> You can ask them, but I wouldn't. <S> My reasoning is that I worked for them under a company, so realistically I should be getting a reference from my employer, not their customers. <S> Once I was freelancing for them, then that is another story and would not conflict with my ethics.
| If your are hired by other organization for doing job, you can't and shouldn't ask for any reference letter.
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Should I send a thank-you email for answers received? This is not always a workplace scenario but if I ask someone a question by mail and they reply with an answer, should I reply with a thanks or not? I am always thinking maybe they will think I am being too chatty or wasting their time with stupid emails or maybe they think that they at least deserve a thank-you note. So should or shouldn't I send a thank-you email? <Q> i.e <S> Thanks , <S> Thank you , Thanks for your help , Thanks for your time etc. <S> Depends on situation. <S> No one will think that you are wasting their time or to chatty if your reply is in short in this type of situation. <A> It's courteous to respond. <S> Best to keep it short and sweet. <S> It acknowledges that someone has made an effort and if it's just a simple thank you does not imply carrying on a conversation. <S> Personally I like it if someone responds, and I always do. <A> Yes, acknowledging the support or help received is required. <S> But as said above, it should be nice and short like Thank you , Thanks for the support . <S> Best example is like accepting the answer on stackexchange. <A> I know the answer has been accepted, but I'm going to give a differing viewpoint - at least for internal company emails. <S> Thank you responses should be the exception, not the norm. <S> Most professionals receive so many emails every day that entire chapters of books have been dedicated to managing email. <S> If everyone that I respond to sent a thank you, the number of emails with no business value that I have to sort through would increase by about 50%. <S> There are exceptions of course. <S> Examples are: when someone goes way above and beyond and should possibly be praised amongst coworkers; when you are dealing with people from other departments that you don't know and rarely interact with; <S> external contacts that you rarely deal with. <S> In short, for people that you work with frequently, I don't believe it is required and will actually add noise to their inbox. <S> What starts out as a formality could quickly turn into an annoyance. <S> For infrequent contacts, I would encourage it. <S> Caveat- I would add that there are situations where some people, no matter how frequently you work with them, should always get a thank you. <S> Some people do not get that much email and are a bit more traditional, expecting a thank you for every response. <S> You will have to use judgement.
| Yes You should be thankful and reply in short.
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What to be aware of when reporting to multiple managers? As someone who has never been in a role where I'm managed by two different people, are there any pitfalls or common issues that I should be aware of? There is a position opening up soon for which I am told I am the prefered internal candidate. One thing that concerns me a bit is that I am told that the line manager for this position is the operations manager but the functional manager would be the plant manager. Google searching "functional manager vs line manager" yeilds some conflicting information but generally the answers fall along the lines of your line manager will be handle things like attendance and compensation whereas your functional manager will handle your responsibilities within the company. I plan on clarifying this during the interview anyway but I would like to know if this aligns with other people's experience. <Q> I have spent a good chunk of my career in those circumstances. <S> Right now I have a line manager and work for at least ten different functional managers, so it can get complicated. <S> The things to look out for are: <S> Make sure it is clear which of the two (or more) sets workpriorities. <S> In your case the Plant Manager probably is the supervisorfor the Ops manager, so the priority setting is easier than when theyare peers. <S> Make sure there is no bad blood between the two people or you <S> couldget caught in the middle. <S> Make sure the line manager knows what your accomplishments arethrough the year and be forceful in bragging about them in anyself-assessment you may write. <S> If you don't then you likely will notbe his highest rated employee because he doesn't know what you did. <S> Discuss with the line manager <S> how often he needs to hear from you <S> asyou will spend most of your time dealing with the functional manager. <S> You don't want resentment because he gets too much irrelevant <S> junkfrom you or because he never hears from you except when you want totake vacation. <S> When you want to take scheduled vacation, talk to the functionalmanager first to make sure the dates are OK and make sure the linemanager knows the functional manager is aware of the dates. <S> For sickleave, inform both or inform the line manager and ask him to pass theinformation up depending on how the line manager wants to handle it. <S> it can be great to work in these circumstances but it takes solid communication skills on your part to make sure both are getting the level of information from you that they want. <A> I've been in this situation a couple of times in my career - thankfully it hasn't been a problem. <S> The way I've handled that is to establish the one of the managers is "first among equals" and gets the final say in the short term; in the longer term, if your managers continue to disagree on something, it's up to them to sort it out between themselves. <S> Other than that, take the positives of the situation: you've got two people you can ask for advice on any situation, two people to learn from and so on. <A> I have been in this situation a bit as a computer person working in the field for non computing companies. <S> It is typically better to have a higher level person that sees the big picture as your line manger. <S> I was managed centrally as part of a skill pool. <S> I kind of got shafted as I did not have someone that saw me day to day to argue my worth when it came ranking and rating. <S> I did not ask for this <S> but they decided to have distributed staff rated and ranked within the functional manager and across the board we got screwed. <S> It was forced ranking and they wanted their engineers to get the best ratings and we were disposable to them. <S> So it went back to central rating and ranking the next year <S> and they agree to ignore a low ranking if you had a higher on either side. <S> But when I came back after three distributed assignments it worked way better for me with a breadth of experience even if I took some minor hits in ranking. <S> The point is managing you as an asset and managing your day to day tasks are different and some times best to be managed by different people.
| The biggest risk in this sort of situation is that you get pulled in two different directions by your two managers - if they both say "X should be your top priority item" for different values of X, you have to know which one to work on.
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Presenteeism, How should I phase questions to discover if a job has a stay late culture So what questions would give me answers to discovering a stay late culture. What should I look for with responses that give it away. I'm a single dad, with 2 girls aged 7 & 10 and my wife died of stage 3C BC. My last two employers were very snarky about me finishing on the dot at 5:30 pm contractual daily finish to pick up kids from after school club. The contractual hours were 9-5:30 with 30 min lunch and two 10 min breaks. I cannot and will not pay for additional childcare. I want to spend quality time with my daughters before they go to bed. <Q> I think being Frank is the best bet. <S> If your employer cannot understand that you have other commitments (that are far more important than the job <S> ) they are not worth working for. <S> If the employer cannot organize the work in such a way that extra hours are not required then they have poor organizational/resourcing skills. <S> Many good employers realise that having a health work/life balance is key to having productive employees. <S> I wish you all the best in finding a good job that is a good fit. <S> If the company has a family friendly policy and they are snarky then I would try to ignore those that are snarky. <S> It is unfair if you turn up early in the morning and leave early when they turn up late and leave late. <A> How should I phase questions to discover if a job has a stay late culture Tactfully. <S> You want to avoid giving the interviewer the impression that you're against all forms of overtime, as occasional overtime ("crunch time") is typical in IT. <S> Because of that, Alison Green recommends not bringing this up until the offer stage: I would wait until you’re offered the job before you ask about thisdirectly. <S> Yes, ideally you could talk about this as part of a discussion ofworkplace culture in the interview itself, but I would really ratheryou not give them any reason to misinterpret that question that stage <S> .(The <S> risk is that they’ll think you’re asking because you’re going tobe a pain in the ass about working anything over 40 hours, ever.) <S> Soit’s safer to wait until they’ve already decided that they want you. <S> Say something like this:“What are typical hours in your culture? <S> I.T. needs can pop up aroundthe clock, of course, but I’ve worked places where 70-hour weeks werestandard and places that were much closer to 40. <S> Where did the personpreviously in this job tend to land on that scale ?” <S> You could also come out and be really straightforward about it, if youwanted to: “I’ve <S> worked plenty of 70-hour weeks in the past, but nowI’m at a stage in my career where I’m seeking more balance in my life. <S> The nature of I.T. work is that there will always be some after-hoursand weekend work, sometimes with no notice, and I’m fine with that — <S> but I’m looking for something where that’s more of the exception thanthe rule. <S> Is that something that sounds like a fit with your cultureor <S> would I be setting us both up for problems by having that mindset ? <S> Source: <S> how can I avoid jobs that expect 70-hour work weeks? <S> , Alison Green, Ask a Manager, 2011-02-02 <A> Actually I've realised the only way to deal with this <S> is be blunt. <S> State my circumstances, two young children with dead mother, if I have to explain further then, there is more serious issues with the job than worrying about having to stay late <A> I think it's great to be blunt, but there's a strategic way to communicate that to avoid the perception that you're going to be a strict 9-5 employee. <S> Here's what I think you should do <S> If you care at all about growing with this company, getting along with your coworkers and getting raises it's only in your best interest to be on a level playing field. <S> When you do find a company with people in your situation and/or age bracket casually mention that you have kids <S> and you're a single dad. <S> I don't think you need to mention that your wife passed right now <S> , it could be seen that your mind is definitely not going to be at work, you need to decide if you can handle the job, not everyone else. <S> Some additional thoughts: <S> Some employers will flat out tell you that they expect you to occasionally work extra hours which is great because you know this job might not be a great fit. <S> I think your first 3-6 months is the time to build that first impression and prove yourself. <S> If you can't stay late at all I suggest trying to come in 30 min early occasionally. <S> Showing the company that you care about it goes a long way. <S> Everyones situation differs so <S> anyway you can pull that off <S> will be a good thing (maybe spend 30 min. <S> on the weekend researching something that was discussed on Friday)
| A good employer would recognize a good employee that is able to be good at organizing. Once you get an offer, when you’re asking whatever other questions youneed answered, ask about typical hours too. Find a company where the people you're going to be working with are in a similar situation (have family).
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Are pre-interview "tests" common for frontend development positions? I'm a full stack developer (whatever that means, I'm a code monkey tbh) and I'm trying to break into frontend dev positions. One company that nibbled on my resume is asking me to take a "test" to evaluate me pre-interview. Its essentially to create an entirely responsive web page, fully custom css, with a couple js behaviors. Is this a scam? I feel like this would be the equivalent of asking a backend dev to create an entire API or something. I would understand if they were asking me to implement a couple features but this seems excessive. <Q> If you have code in somewhere like GitHub, you could use that instead. <S> I would timebox the effort to a couple of hours, and make sure when you pass it over you set their expectations accordingly. <S> Sometimes part of the test is to see what you think would be appropriate to do. <S> I once did code with tests etc in the time (a couple of hours, but the challenge was trivial <S> so I did it to also pad out the time), and got feedback that I must have spent too long on it! <S> So an OTT implementation can count against you. <S> What you may find is that the face-to-face interview will revolve around your submission (a big code/design review essentially), so make sure you can talk about everything you do in the test (no clipboard inheritance from Google, unless you can explain what you did and why you did it). <A> I'd say, How much work are they asking you to do? <S> I saw a job ad once that said they wanted applicants to develop a complete system meeting specs to be found on their web site. <S> The system went way beyond a simple quiz, it was like a dozen data entry screens, a bunch of reports, and a non-trivial database. <S> They also said they expected complete documentation. <S> It looked to me that to do a quality job on such a project was a week or two worth of work. <S> I'm not sure <S> if this was literally a scam, that they were trying to get someone to develop a system that they needed for free under the guise of it being a job application, or if they really thought this was a reasonable thing to ask of job applicants. <S> I passed it up on the reasoning that, if this was, say, 40 hours worth of work, that it would be a more effective use of my time to spend 40 hours looking for other want ads and filling out less time-consuming applications. <S> I could surely find and apply to a dozen or more jobs in 40 hours, rather than devoting that much time to this one, with no idea if this would even get me as far as an interview. <S> If you look at what they're asking and you figure you could throw this together in an hour or two, than if the job looks interesting it might well be worth the effort. <S> (a) <S> (b) <S> Even if it's not a scam, is it worth the effort, or would you be better to spend your time pursuing other leads. <S> (c) <S> If they're asking for an unreasonable amount of work when you're applying for the job, what will their demands be if you get the job? <A> If it is a scam, it's not a very good one. <S> There are plenty of demos and open-source projects to find similar solutions. <S> Now if this is a company that has no programmers at all, they don't know well enough to even ask you to write code. <S> This is what you'll have to do on the job <S> isn't it? <S> Do you want to work on a team where nobody had to write code to get their job? <S> If you're going to create the frontend of a website then that is what you should do for the interview. <S> There are some companies that pay candidates to work part-time before hiring. <S> This could go on for months ( wordpress.com ) <A> It is fairly common, but you should be asking them, not us! <S> There is a chance they will expect you to find this very easy (how many minutes does it take to get a functioning Ruby on Rails application?) <S> If you do not find it very easy, you may be a poor fit. <S> Clarify how much existing framework technologies they want you to use or if you can use personal preexisting work. <S> " <S> Negotiate" down the requirements until it takes something like an hour, which is, of course, a business skill you need to demonstrate that you have. <S> They may just want a glorified hello world, which should take about an hour.
| This is quite common these days, certainly in the UK, and with some of the American Banks I know. If they're asking you to do weeks worth of development work before they'll even grant you an interview, I'd just pass on it. It might be a scam to get you to do development work for them without being paid.
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How can I make a case to be moved back to my preferred shift? When I started this contract, I was working 4 ten hour days Mon-Thur on swing shift. Then I got hired full time and was essentially forced to work three 12 hour days Fri-Sun or I'd lose my job. Is there any way to skillfully demonstrate why I need to be moved back onto the Mon-Thur shift besides pointing out how project work is better completed when I can network with resources during the business week? -edits: This is a 24/7 Operations Center. Think network support and other business functions. I work in Information Technology. When I say I was forced, I mean precisely that. Either switch or leave. Its been less than 6 months since the switch. My second sentence (probably should be on a new line) explains I went full time from being a contractor. <Q> Is there any way to skillfully demonstrate why I need to be moved back onto the Mon-Thur shift <S> You are better off focusing on your personal needs and hoping that they are willing to meet your needs, rather than risk losing you. <S> Based on your recent edit, there is clearly a compelling need from a business point of view that makes it important for the company to have some good folks working the Fri-Sun shift ( <S> or else they wouldn't "force" people to do so). <S> They have thought this through and decided that this shift is an effective way to cover those hours. <S> I suspect you cannot argue that nobody should cover this shift. <S> Thus, "pointing out how project work is better completed when I can network with resources during the business week" is almost certainly a waste of time. <S> Instead you should argue that you shouldn't be forced to cover this shift. <S> Talk about how it affects you, and see if they can switch you back to your old shift. <S> That said, it's possible that everyone else on the shift feels like you do, and that the newbies get the least favored shift, while the old-timers get preferred shifts. <S> If that's the case, you may just need to wait your turn. <A> Is there any way to skillfully demonstrate why I need to be moved back onto the Mon-Thur shift besides pointing out how project work is better completed when I can network with resources during the business week? <S> First brainstorm <S> How does this benefit the team, the organization <S> How does it benefit you, so <S> the result is that is benefits the team, the organization I'd create a free-hand flowchart with text in bubbles, with arrows pointing to one another. <S> Then, organize your thoughts on paper, in a format that you can hand over to whoever is in charge of your timing (if it is necessary, depends on your situation) Finally, call a meeting with the person to discuss. <S> Be heart-full about how the change will help you help them. <S> Because on weekday you are more productive since you have resources around you. <S> If the Management is good, they will accommodate and understand the benefits to their organization of restructuring your time, else, you must search for job elsewhere. <A> I used to manage a group of engineers exactly like your group. <S> About 40 guys on four different levels and my job was manage everything <S> NOT 9-5 Mon-Fri. <S> The shift they put you on is thought of as a nightmare by 80-90% of the population given that loved ones usually are not working on the weekends. <S> And I also know that if you work those shifts on the weekend that your other weekend time is basically sleeping. <S> But the other 10-20% of the population absolutely LOVES that shift. <S> You work 3 damn days a week and can do whatever you want for most of your week. <S> So the guys who worked for me that were successful at getting off their weekend shift came up and told me. <S> I asked the others in the group if they wanted to switch. <S> The smart people sold their shift to the others. <S> You could even sell it to people who aren't on your team that have the skills.... <S> so sounds great right? <S> Well... the Mon.-Thurs. <S> x10 shift was actually something I started at my company to help retention. <S> This only went to my best and most tenured guys. <S> I had guys stay on this shift and pass over promotion after promotion that would have made them go 9-5 x5. <S> Even going to your manager may not even be the best thing. <S> If someone came to me and said this surely the other weekenders might hear and if they have more tenure than you or if I think they are better, I would let them switch first. <S> But if you came to me with a 1 for 1 switch <S> I would probably OK it given like positions. <S> In the end you got a permanent job. <S> You are low man on the pole, probably asking for a premium position. <S> You are also working a shift with little to no social game interaction with decision makers... <S> If this is a deal breaker for you I would start looking elsewhere.
| So your best bet is to see if you can get someone to switch with you.
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Which way should I put pens in a container: pointing up, or down? On my desk, I have a ceramic container with pens in it. I would like to know which way is more appropriate, pointing the pens up or down. If the pens are pointed down, it would be "safer", but it would risk ruining the pens and damage the container. If the pens are pointed up, it wouldn't ruin the pens, but it would also be safety hazard. <Q> It differs depending on the pen you are using: <S> Felt tip pens like whiteboard markers, Sharpies, Microns and highlighters are best stored with the tip down. <S> It keeps the ink in contact with the fiber/felt tip so that it does not dry out. <S> Rollerballs and ballpoints are best if they are stored upright <S> so they don’t leak or get gummy at the point. <S> Gel pens seem to be okay stored either up or down. <S> Fountain pens seem to like to be stored horizontal which keep the ink in contact with the nib but doesn’t let gravity get too sassy. <S> (Source) <A> While it's not ideal for every pen type, it works for well enough for most. <S> Almost nobody is going to use three or four different storage mechanisms in order to optimize their "pen storage effectiveness quotient". <S> Most of the pens will be paid for by your employer, as you indicate point-down is safer, and life is way too short to be worrying about the "best" way to store pens. <A> Store pencils with the point up. <S> This way you will know which ones are nice and pointy, and which ones need sharpening. <S> (And be careful with the pointy ones, so you don't poke yourself.)
| Store all pens with the point down.
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How can I help a "meet the team" interview to succeed? We are looking for a third developer. I have reviewed the applications, conducted initial on-site interviews with the most interesting applicants (classic interview questions, FizzBuzz etc.) and, thus, finally reduced the number of potential candidates to two. Now I want to reduce the risk of the new developer not getting along with the team (i.e. the two existing developers). To do that, I'd like to invite the remaining candidates (separately) to meet with the team, have a chat, and find out if there are any problems on a personal level. As soon as I propose that to the team, the question "What are we supposed to talk about with him/her?" will come up, and I need a good answer. I don't want the interview to become awkward to either the candidate or the team. My initial ideas were: "Ask technical interview questions." Not applicable, since this is a junior position, both candidates would need to learn the technologies we are using, and (I think) I already verified in the first interview that they are smart and able to think logically (as far as this is possible in a single interview). "Ask personality interview question." They are developers, not psychologists or trained HR people. "Just do some small talk." They are developers. I cannot expect them to just improvise some small talk with an unknown person for an hour without feeling bored or thinking about the work they'd much rather get done in that time. "Work on some real problem together." Introduction to our development tools or a specific problem domain would probably take a lot of time. Any other ideas? Any experience with what works/what doesn't? As stated above, the primary goal is to make sure that they will be able to work together on a personal level. (In case it's relevant: The duties will be classic "coding" (new features as well as maintenance of legacy code), customer support, and, after some experience has been gained, customer requirement analysis and software design.) <Q> Do this as part of your interview process. <S> It's an easy, "how well will we get along" setting and this sort of thing is really important for teambuilding/socializing anyways. <S> Also breaks the awkward "wall of interview" problem which can cause people to burn out. <S> And everyone needs to eat, right? <S> Just make sure you don't make your team (or the interviewee) pay. <A> We do that with every engineering hire at our company. <S> Letting them spend a day at the office is more of a cultural and team fit gauge. <S> So, this is what we do with a new engineering hire: <S> Give them a sample problem , one of a similar type which we work on every day; and ask him to solve it along with the team. <S> The problem should be such that it should be completed in a day and for doing the same, the person needs to interact with their team members (or the existing employees in the team). <S> So, in this way, the would know both the engineering culture and also have a nice interaction with their prospective team members; and help them in knowing each other. <S> For example: This is one problem which I give someone who is interviewing to join the data science team: <S> Can you design a model where you can identify and predict the most buggy repos of our codebase? <S> Bonus for someone who can identify and also give a nice solution for how to understand and maximize the quality of the model <A> As enderland said, take them out to lunch . <S> And what should you talk about while out to lunch? <S> One approach we use with junior candidates is to get them talking about an interesting internship or class. <S> This isn't a technical screen; we don't really care about those details at this stage of the process. <S> What we want is a topic of conversation that everybody can relate to somehow . <S> Talking about past projects or internships lets you bypass the "feels like an interview" phase to get to what it's like to work (intern) at Google or what the candidate learned on the team project for compiler design or... <S> whatever you end up talking about. <S> Your team members should share their experiences too; it's not an interview and shouldn't be a one-way conversation. <S> Talking about past projects <S> /internships/classes usually works better than talking about hobbies; in my experience it's a little harder to sustain a conversation about knitting or football or the like. <S> But if somebody brings up something that catches the group's interest -- if the candidate goes skydiving every weekend and people are curious about that, or the people at the table happen to all like talking about Doctor Who -- that's fine too. <S> The point is to have something that people can talk about for long enough to get past the awkward "new people" jitters. <S> For senior candidates I've sometimes seen companies pull the person into an actual design discussion -- a problem we're trying to solve now for real, not a simplified test question. <S> Design works better than code from what I've seen because (a) you already had the candidate write code earlier in the interview anyway and (b) design on a whiteboard bypasses the logistics of tools and environment. <S> In my experience it's also more interactive. <S> (Members of your team should come with some starting ideas; jump into a design problem, but don't start with an empty whiteboard.)
| Pick something that you can explain well enough to somebody just coming in and that doesn't have a lot of hidden interactions that are specific to your product, and then work on it together. Invite them out to lunch.
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My co-worker left without me Earlier today me and my coworker (whom I considered my supervisor as I'm relatively new to this workplace) went to attain a seminar related to our work. We sat separately as she came to the place late, but we got to talk during the break. Our home is quite close so after the siminar I looked for her to tag along. I could't find her however, and waited for another 10 minutes. Then I made a call. It turned out she had other business and left early. I felt a bit at a loss and insulted that she left without a word. Do you think it's weird to expect your coworker to inform you if they are leaving? We are quite close and I consider her highly, but maybe to her I'm just an acquaintance? Maybe I am the weird one. What do you think? EditedOp here. You guys are right. I really do expect too much from her. It just my wishful thinking, I guess?. Thank you for setting it straight. <Q> Personally I would think there is no obligation for her to always inform you if she is leaving. <S> Take it easy dude, you are not her mother :) <A> You don't sound upset that a co-worker snubbed you, you sound upset that a friend snubbed you. <S> It sounds like there is a crossing of the line between co-worker and friend, and this will be far more complicated if work-related issues arise. <S> This is a friendship issue, not a work one. <S> You should work hard to keep it that way. <A> You're not the strange one here. <S> Typically students and junior workers come to depend on their Mentor or Teacher. <S> So it's not strange that you would feel this way, but at the same time you should understand that unless you specifically asked her for time together then there is no expectation for her to wait around for you. <S> This goes both ways too, it's not an expectation for you to wait around either. <S> If you're lonely then it's time to make more friends - in your case make yourself more sociable to other coworkers and you can find peers to grow with on a professional and social level.
| IMHO, it can be fine to be friends with co-workers, although that obviously depends on the situation, and the burden is on the friendship to address business separately, not the other way around. Well, she might have something urgent that she forgets to inform you, or just want to have some privacy.
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Conflict with a colleague: How to explain the situation when asked As this is a common question amongst the upper tier tech companies, I thought I'd seek some advice. The question typically goes in one of two forms: "Tell me a time when you had a conflict with a coworker" and the same respectively for a Manager. The wording may vary, but it boils down to this. Background story : I used to work on one of the hottest tech companies and decided to join a smaller company for increased pay and better work-life-balance. I was interviewed by an ex-engineer of the said hottest company, who didn't seem impressed with me, but in the end the rest of the team vouched my hiring. He was generally nice, but had some deep cultural traits, in which he was very raw with his feedback and his jokes are borderline rude. Over time, as we got to know each other better, he quickly became used to bringing up my weight as a form of mockery and emphasizing that I was lazy and did not try to lose weight. To add perspective, he was a very senior engineer with 15+ years experience in research/development positions and super skinny / active in competitive sports. He was also a pretty good engineer, but not particularly someone whose ideas I would agree to. As time went on, his feedback went from 'suggestions' to 'demands and threats' and pretty much emphasizing negative aspects, lack of knowledge in certain domains (e.g testing/tdd). I tend to ignore these situations for as long as possible, because I understand how the league of the markets we are in is fairly small and one day he may be a decision maker in a company/team I want to join, so I try to keep things cool (win friends and influence people sort of thing) by not acting to offended by his jokes and/or asking for advice on how to fix my lack of knowledge in areas. However, this went a bit too far and I decided to reach my manager and speak my mind about it. My manager said he was a very experienced engineer and he was only treating everyone like robots but didn't mean to treat me badly. He said I should ignore his demands and focus on my work and that this other engineer was not my manager. So, I did. I started ignoring his feedback and I noticed he tried to approach me in a more friendly tone, however, that didn't last very long. 2 weeks later, he informs everyone he is leaving the company to the next hottest company (I had already began interview with them as well.) At this point, I was still cool with him, even if I didn't think of him as someone I would want to be friends with, but was OK having him as a contact. A few days before the engineer would be leaving the company, I asked by our manager to survey our customers for the solution that this other engineer was a lead on. The feedback (as was already known to us all) was mostly negative, because the solution did not solve the problem the customer was having. So after distilling the feedback to the team, over our internal and private chat room, I receive an email the day after from this senior engineer attacking me and my competence. I decided not to reply, but cut ties completely with this engineer, including stopping answering his questions and skipping his goodbye drinks. The situation is weird because my manager did not reply or openly say anything with regards to this email in my defense. I fear he held this other engineer in a pedestal and may take his accusations seriously. Question: A common interview question is: Tell me a time you had a problem with a coworker and how you dealt with it. How can I use this experience to answer that in an interview, and how can I spin this so I come across in the best way? (preempting some comments tha may suggest to say I never had such a conflict, it would raise flags because I have 15+ years of experience). <Q> You didn't resolve this particularly at all. <S> You avoided the coworker as much as possible after checking with your manager that it was ok to do so. <S> Then during the coworker's final few weeks you avoided him to the extent of skipping his farewell event. <S> Do not use this story as your "how I resolved a conflict" story. <S> This story says "I let somebody needle me and tease me until it affected how we worked together, but I never really did anything about it. <S> " It also involves listing a bunch of technical shortcomings that at least one senior person believes about you (not enough tdd or testing) and doesn't rebut them at all (actually I know testing very well) or show why they aren't relevant. <S> It is a story that can only hurt your hiring chances. <S> It's great that you're thinking about the question. <S> Think some more. <S> Come up with a different conflict. <S> Maybe you and someone you get on well with disagreed on how to implement something, so you both built small spikes and compared, and then yours was better (great story! <S> you're technically excellent!) <S> or the coworkers was better (great story! <S> you're able to choose the best solution even if it wasn't your idea) and the project went forward. <S> And this story, about the mean skinny guy who mixed personal teasing with professional critique, wasn't amazing at the job he was leaving but didn't like it <S> when you were part of a group who discovered that -- what does it say about you that you're proud of? <S> If you can't find that, stop telling it. <S> You don't have to tell every story you've experienced. <A> How can I use this experience to answer that in an interview, and how can I spin this <S> so I come across in the best way? <S> If I were you, I wouldn't use this particular experience when I replied to this question. <S> When employers ask this sort of question, they are looking for a situation that you were able to resolve to everyone's benefit. <S> They like to hear a little bit of a "hero story" here, how you overcame an obstacle, etc. <S> In this case, the situation wasn't resolved particularly well. <S> You were fortunate that the coworker left, and that you are leaving. <S> That's not a great story, and not what interviewers are looking for. <S> As you wrote "the situation is weird". <S> Find a different "problem with a coworker" situation, and tell a story about that one. <A> You shorten the story to say: I was working with this more experienced engineer who would often give me suggestions in ______ way <S> and so I went to my manager who told me to ignore these and focus on my work which was good from his perspective. <S> Thus, I ignored him and things went well. <S> The blank is there because you have to figure out what term you want to use there as that would be the gap to resolve. <S> Something to consider is having a specific task, a specific pair of perspectives and then a resolution in the story as the point is more about what do you do when things aren't working well here: Do you freak out? <S> Do you check out? <S> etc. <S> Granted that few people would give an honest answer, the point is to remember to answer the question while giving sufficient background and being overly negative in the process. <S> First, I'd ask myself what is the intended result of addressing the criticism: Is it that I need to be heard, to punish the other person, or something else? <S> Given the desired result, there would be different choices that may make sense. <S> I have support groups if I feel the need to vent about someone that picked on me or pushed my buttons really hard for one idea. <S> Secondly, going to management repeatedly asking someone to be nice may well have limitations in a sense. <S> Thus, considering what I want could lead to various plans. <S> Lastly, I remember how I am more than my job. <S> Sometimes someone may have a rough day and it can be good to give them space. <S> Course this is one of the easier ways that disengaged employees are made.
| A common interview question is: "Tell me a time you had a problem with a coworker and how you dealt with it." Go back over this whole job you just finished, and the one before at the hot company, and find a story that you can accurately and honestly tell that shows some aspect of yourself you're proud of.
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Relocation service is asking for more than initially agreed. How do I handle this? I got a new job in a large corporate and they provided relocation (rent, flight tickets, etc.) to Ireland. Three months after I started working there, I asked for a breakdown of the relocation costs for my records. Since I am leaving early I have to pay back 50% of the relocation expenses. I got an email from the HR saying that the total cost of services is 1400 euros more than the one communicated and which I had in my records. The relocation service representative said that all that time I was getting estimates and not the actual cost. However, I was never told that. I am really disappointed by the unfairness and the misguidance during the whole process. How should I handle this? <Q> You are definitely between a rock and a hard place. <S> I'm guessing that the breakdown you were given at 3 months gives no indication that it simply has estimated costs. <S> You have a lot of options, but I'm not sure any of them are great. <S> Pay what they say you owe. <S> Just assume that they are telling the truth and not pulling something shady and pay up. <S> Mention the discrepancy and the fact that you were given the original breakdown 3 months after starting and that it gives no indication that it is only an estimate. <S> Tell them that due to the large difference and the fact that the original breakdown did not state that it was only an estimate, you would like further proof documenting the actual costs. <S> Talk to HR to see if there is a process for disputing the costs. <S> Talk to a lawyer to see if you can force them to provide documentation of the actual costs. <S> Tell them that you will only pay based on the first breakdown you were given as it gives no indication of being only an estimate. <S> If they want to push things further, tell them to contact your lawyer. <S> Each of these has different tradeoffs in terms of money and bridges burnt. <S> I would probably start with #3, then #2, then make a choice between #1 and #5 if the previous two do not resolve the issue. <A> And then I'd just ignore the lawyer. <S> It sounds like burning bridges isn't a problem <S> so I don't see a need to take an extra loss quietly. <A> Since I am leaving early I have to pay back 50% of the relocation <S> expenses <S> I am really disappointed by the unfairness and the misguidance during the whole process. <S> How should I handle this? <S> Assuming your contract said "If you leave early you must pay back 50% of the relocation expenses" rather than "If you leave early you must pay back XXXX euros", you should pay back 50% of the actual expenses. <S> Unless you have reason to believe that the expenses given to you in the breakdown are incorrect (and you should check), then whatever the estimates were aren't relevant. <S> It would work the same way if the actuals came out less than the estimates, too.
| You're being ripped off, I would tell them I'm only going to pay what was on the original and leave it up to them to get a lawyer if they want to dispute it. You can be disappointed, but you really can't expect to pay less because the estimate wasn't completely accurate.
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Am I sensible or paranoid about job security? I am in a situation with a part time, temporary position and poor health (such that working FT or more is not very advisable). As a PT employee, I do not have healthcare coverage or any "guarantee" of employment (not that anyone does, in the US). I was "let go" many years back after being a good employee with specialized knowledge for more than 10 years. I then created and ran a charitable retreat center for 10 years, but had to leave. Now I have no assets and only a few thousand dollars in the bank. I am wondering if my previous experience of being let go (when the company was bought and liquidated) and also having to leave the business I put everything in to has left me feeling vulnerable and unsafe to having my employment disappear again? What would be the best approach to handling this feeling of insecurity? Is it valid? I ask also because the trend in the US is for more and more people to be "contract" workers, with no employment status, and so to have to determine and handle their own healthcare, retirement, etc. This is a big change. As well, I read an article which says that 60% of people in the US have less than $1000 in savings, making loss of work a disaster in a time when finding new work can take 6 months. What is a good approach for this vast number of people to take in the future? <Q> But the job I have is so singular and unusual that I have trouble imagining finding something else that would work for me. <S> Am I being too frightened, or is my fear well-founded? <S> While it can be profitable to have specialized knowledge, in the long term I don't think relying solely on "singular and unusual" knowledge is a good thing. <S> In today's working world, things change rapidly. <S> Technologies go in and out of style, are replaced, and are replaced again. <S> Tying your entire working life to one set of specialized knowledge is almost sure to cause problems at some point in time. <S> As you have already experienced, no matter how good you are, you can be replaced. <S> I believe the best course of action is to be a lifelong learner. <S> Cash in on your specialty, but keep your head up and see where things are going. <S> Be ready to change with the times. <S> The days of one-profession careers are over for many. <S> I had multiple distinct phases to my professional life, going from Mainframes, to Personal Computers, to Web, to Mobile technology jobs. <S> I think we must be committed to expanding our knowledge base continually, or risk being left behind. <S> So if your fear is that your particular specialty niche may be going away, I think that's reasonable. <S> Eventually, all niches go away. <S> Try not to be too frightened. <S> Instead try to find out what you can do to stay ahead of the ever-changing work landscape. <S> In the long-run, you'll be better for it. <A> At any time, for good or bad reasons, my job could vanish. <S> But this is true of everything in life. <S> Isn't it? <S> All the health and wealth ... <S> everything is quite fragile in the end. <S> Things are certainly unpredictable, but you need to develop a healthy balance here. <S> You need to realize that even though your job-security might not be as stable as you'd like, you're going to do your best anyway. <S> You're going to do those things that improve your general job security. <S> And what are they? <S> It's strong education, strong work ethic, and good integrity. <S> You need to have a good foundation. <S> So that if something happens , you are quite strong. <S> Even though you can lose this job, you have ability to easily find another. <S> Or even make your own business. <S> I was just reading this piece online which may help you a little. <A> The cure is to make sure that your knowledge and your ability to fill a position at another company stay up-to-date. <S> Having a bit of savings doesn't hurt either, and a life style where you don't have to spend money is nice as well. <S> (If you lose your job, you can stop going out to very expensive restaurants, but it's much harder to stop paying your mortgage). <S> Nothing is forever. <S> It's also worthwhile making sure that your job is not in too small a niche. <S> For some time both my wife and I had jobs where nobody else in the whole of the UK needed someone with the same experience. <S> That's the kind of job you want to avoid. <S> And go with Bobby Mgferrin's advice <S> : Don't worry, be happy. <S> Worrying doesn't achieve anything, it just makes you feel bad. <S> Instead be happy and act: <S> Learn new technologies, do whatever it takes to be in a good position when the day comes and your job is gone.
| There's no way to tell if the foundation of your fear is correct or not.
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Is it possible to handle breaking a contract in a professional manner? I work for Staffing Firm A as a Contractor, currently working at Company A as my assignment. The contract is slated to last a year — June 2015 to June 2016. I have been freelancing for Company B in my nights and weekends, and now Company B would like to bring me on board as a full-time employee. This comes with a MASSIVE increase in salary, title, and responsibilities. I live in North Carolina, and the contract I have with Staffing Firm A mandates I must leave the standard two-weeks notice or else I will be in breach of contract. However, I would really prefer to begin working at Company B ASAP. Professional demeanor aside, I really do not care to return to either Staffing Firm A or Company A. Is it possible to ask, in a professional manner, if Company A would be open to letting me go early even if it breaches the contract? If so, what is the most professional way to phrase this? Thank you! <Q> The most professional way is to give the 2 weeks notice, as required. <S> You may tell them that if they wish to let you go immediately, that you will not object, and in fact would prefer it. <S> But you have to leave that decision up to them. <S> You can't be professional and break both a contract and part of the standard definition of 'professional'. <A> I'd like to start by mentioning that you should always keep your own interests foremost in mind. <S> Companies will certainly do the same, and they will not hesitate to make a decision that potentially harms you if it is in their interest. <S> If you have a good working relationship with your employer, then simply be honest with them. <S> Maybe offer to work evening on their project while they get someone else on board, and help brief whomever they hire next about your work so that the transition will be as smooth as possible. <S> However make no mistake that by leaving early you are screwing your employer over. <S> That amicable relationship may sour very quickly when you express your desire to do so. <S> You don't mention what those consequences might be, but if they are severe you may want to seek legal counsel before you initiate the conversation just in case it doesn't go over well. <S> One Advantage: <S> Some companies don't feel comfortable having someone work on their project whom they know is not fully committed. <S> When you have one foot out the door they may prefer to simply let you go right away, especially if it's a sensitive matter (revoke access, etc.). <S> This will depend on how much they need you, and how niche your knowledge is, however. <A> Yes, it is possible the break a contract in a professional manner, if you otherwise act professionally. <S> Leaving is (let's assume) <S> a pain for them, and saying "I stuck to my 2 weeks notice" without alleviating that pain isn't necessarily professional, and won't earn you bonus points with anyone. <S> Finding a creative solution to help them transition, and give them a fair shot at a successful transition--that's professional. <S> (And don't be dismissive of the relationship--you never know where those people are going to wind up, or where you and all these companies will be in a few years.) <S> The existence of the two week clause demonstrates that it was always possible that you would leave prior to one year, and to minimize disruption if you leave. <S> So offer them something to meet that need. <S> Since you have been moonlighting at Company B, have you considered moonlighting at Company A a while? <S> Meeting with a new employee over the weekend to transition? <S> As a tactical move I might offer to stay two weeks but to highlight how much better an alternative would be--such as giving them some time to find someone, and then pair programming with that person a few evenings to transition. <S> Situations change. <S> It does them no good to have you sitting there for two weeks plowing ahead, they just want a smooth transition. <S> Ensure that <S> and you are a professional.
| If the work is such that leaving without notice does not leave them in a bind, your relationship with you boss is good, and the contract allows it, then asking to leave early may work. There's no way that you won't come across as jumping ship - that's exactly what you're doing. Face the fact that you might simply have to stick to the terms of your contract if you don't want to burn your bridges, or unless you're prepared to deal with the consequences of breaching it.
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Should I include a cover letter? I am looking to apply to a test automation position and on the online application it asks me to attach my resume, but then it has a text box with a caption along the lines of "You can use the following space for a cover letter and any extra information". I have never written a cover letter and I've only had two jobs (one previous to my current position) so I have been able to include most of the information in my resume. Is it enough to just include my availability and best form of contact (specifically mentioned as part of the "extra information") or should I write a cover letter? . I'm applying for IT jobs in the USA. <Q> The answer will always be "it depends." <S> A cover letter should read more like a personal mission statement, which explains why you're looking for a job. <S> The resume/CV should back up that mission statement with qualifications. <S> If you write a cover letter, always do the research and make it company specific. <S> Some Reasons to include a cover letter <S> You have many years of experience and would like to highlight some of your accomplishments that might otherwise get lost in a resume/CV. <S> You are looking for a very specific job, and would like to explain what you're looking for and why to the hiring manager. <S> You feel you would be a good fit for this company, and would like to highlight why you feel this way. <S> You feel something on your resume/CV needs explaining. <S> Some Reasons NOT to include a cover letter You have done no research about this company. <S> You may take yourself out of the running with a cover letter that doesn't align with how the company sees itself. <S> You are new in your field, and are really just looking for a job. <S> Don't waste the hiring manager's time with a boiler plate cover letter. <S> You are at a job fair or other networking event where resumes/CVs are handed out. <S> Be sure your resume is a single page as well. <A> Your cover letter should convey at least three points: Why you are interested in the position, why the employer should be interested in you , and a good method of contact for you. <S> So start by identifying the position, how it fits your career objective <S> , how you heard about it, and why that particular position interests you. <S> Then flesh out a couple paragraphs that draw attention to your resume, your qualifications. <S> By no means rehash what's in the resume, think of this section as an opportunity to show how your skills and experience make you a good fit. <S> Make sure you prospective employer knows that you understand the position, and that in the position you can churn out results! <S> Make sure you close your cover letter by putting together a workflow for getting in contact with you, even directly requesting an interview. <S> Make sure you sign it, make sure you personalize it for your position/employer, limit things to one page business format, and basically just remember to draw attention to yourself as a prospective employee! <S> Some online tutorials and sample cover letter are helpful to sift through, find a format that's minimal, elegant and professional. <A> The objective of a cove letter is to get them to read you CV. <S> So first part say you are interested in the job. <S> Them highlight parts of the CV where you fit the bill (cover both the technical aspects of the role and also the soft skills). <S> The finally add that your availability for interview. <S> Please get yours faithfully/sincerely correct as well depending on the salutation
| In general, more senior people benefit most from cover letters as it gives them a chance to explain their career and how they will fit in the new company.
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Can a job be added to a resume even if I was only there for a short time? I accepted a job which I resigned after the third day as I felt it was not meant for me, finding it intimidating and overwhelming. I am not sure if I should add those "three days" to my resume as part of my work experience. I am afraid I will be questioned and thought of as lying on my resume if I don't acknowledge that brief experience. <Q> Can a job be added to a resume even if I was only there for a short time? <S> Can you? <S> Sure. <S> Should you? <S> Nope. <S> Your resume is a marketing document <S> and you should only list things that make you a better candidate . <S> You omit anything that doesn't accomplish that goal. <S> That means that you don't bother listing jobs you've only been at for days rather than months. <S> There's no experience to gain and leaving that quickly is a huge red flag for a candidate because it signals that you had a falling out <S> , something was wrong with your background or skills, you're a bad judge of fit, impulsive or all of the above. <S> The one exception of course is jobs that were intended to be short-term like contracting gigs. <S> I was probably paraphrasing Alison Green again, who has this to say on it : <S> If the job wasn’t intended to be short-term but ended up that way because you were fired or left after finding you hated the work or the people, you’re generally better off leaving it off your resume. <S> Remember, your resume isn’t required to be a comprehensive accounting of how you spent each month of your professional life. <S> It’s a marketing document intended to present you, your skills, and your experience in the strongest light. <A> Don't worry about it at all. <S> I doubt it would even come up in background checks. <S> If it does, just say that while the company was great, the environment did not appeal to you, or something equally vague. <S> Just move on with your career. <A> It's almost inappropriate to list the job. <S> Your resume is meant to provide (a) your experiences, and (b) what you've done with your time. <S> While it's true that having a hole in your timeline is cause for concern under (b), plenty of people will have a gap of a week or so between jobs. <S> Even when someone leaves one job for another, it's not uncommon to take a little break. <S> After enough decades, you'll leave off jobs simply because they're no longer relevant ( <S> that COBOL experience on a PDP probably won't help land the next big position). <S> It's clear that your three days is irrelevant. <A> I see no reason to mention it, but be prepared to answer questions. <S> Have your START stories ready. <S> S = <S> Situation, T usually is Task but in this case it is rather Treat, <S> A = Action, <S> R = Result and T = <S> Transfer = <S> lessons learned <S> For instance S : " <S> Indeed, I applied for this job and was hired." <S> T : <S> "In my first days there I realized I would never feel at ease in this company because ..." <S> (The art here is to convince without being too negative. <S> Negative stories don't sell.) <S> A : <S> "So I resigned" R : "And got hired at ..." <S> T : "Since then I inform myself better about the company culture before applying. <S> Your employee John Doe really convinced me this is a grate place to work."
| No need to mention it.
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Strategies for filtering candidates where you can't do or trust a background check I have a strange situation where I have had to take over a network from a newly employed IT professional (4 months) because he now is in jail pending serious fraud charges (unrelated to the job). I was present at his initial interview where he had a clean police record. But we have since found out that he was in fact convicted for similar issues some three years previously. Unfortunately in the third World getting a signed clean police record is not very difficult if you know the right people. My question is, are there ways to mitigate against hiring someone else with similar issues given that there are no companies doing background checks that could be tasked with it. The job is currently being advertised and I'm sure I will be asked to sit in on the interviews again and hiring this chap cost the company a lot of grief. At this point the only thing I can come up with is discussing the candidates in depth with their prior workplaces. In this country two references are required at interviews, neither of which are particularly appealing to me. A reference from their local Church leader and another from basically anyone who owns a business or holds a chiefly title or a govt official. So these tend to be from the candidates extended family or people who don't really know them well. <Q> In any country where it's that easy to get a "clean" criminal record check, it's likely to be just as easy to get a real criminal record check through leveraging connections. <S> I would suggest to your client that they not trust any police document produced by the candidate but instead attempt to gather clean police data themselves. <S> This wouldn't fly in the first world due to privacy issues, however in any country where you would legitimately expect privacy regarding government records <S> you would likely alse expect legitimacy of government documents. <A> are there ways to mitigate against hiring someone else with similar issues given that there are no companies doing background checks If you cannot have an effective background check performed, and you worry that the pool of candidates will have issues, you must find a better source of trust. <S> Internal referrals often make for great hires. <S> You may choose to only hire people you know personally, or people who personally know people you trust. <A> Personally I believe references or anything else does not dictate or predict future behavior. <S> Therefore it is best not to rely on them. <S> The best bet is to talk at length of their past. <S> Look out for inconsistencies. <S> In the conversation switch around the times to talk about - i.e talk about something they have already talked about. <S> In addition when hiring just have a probation period. <S> Use this time to find out about them and also just give the person only access to what they need. <S> You can then build up trust over time. <S> This is like any relationship - business or otherwise.
| Sometimes a large internal referral bonus can help bring a good "known" candidate to apply.
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Explaining incorrect responses during interviews, should we do it? I recently wrapped up an interview with a very young and unprepared internship candidate. He got a lot of the questions wrong, even the very easy ones, and would frequently inquire about how to solve the problems. While I quickly realised that he was not an acceptable candidate, even in the slightest, I decided to run through the entire set of questions, as usual, that I'd prepared for someone who claimed to have the experience that he put on his résumé, which included several previous internships. We finished just a bit over our allotted time, yet I had spent most of the interview giving him tips on how to solve the problems, and then (usually) having to explain the correct answer. I felt as though this was the right thing to do while I was conducting the interview, however, looking back, I wonder if it was worth spending so much time on a candidate who had no chance of even being considered, and didn't seem to really understand my explanations anyways. I'm new to interviewing possible interns, and I certainly wasn't ready to screen such unprepared candidates, so I'm wondering if there exists a best way handle these situations as they arise, without being rude, or cutting the interview too short. <Q> I'm not a recruiter, but I can relate to your candidate on some levels. <S> When I was being interviewed for an Internship at a Fortune 500 company, there were a lot of questions that I was asked that I just had no clue how to answer (in a manner that I would feel confident and comfortable answering) and I also wanted to be very honest. <S> The interviewer did walk me through some responses she expected, and then she got very "real" and asked me what I thought would be an acceptable answer for some of the questions I missed, <S> and then she walked me through my resume and how to highlight some of what was on it into formulated questions/responses. <S> It was probably the best, most personable corporate interview experience I've ever had, and I am actually very grateful for it. <S> We are all just people at the end of the day, and we just want to do a good job. <S> You don't say what questions you asked, so it's hard to say that the candidate completely blew it. <S> Is he performing electrical work and failed some basic understandings of wiring or something? <S> Could he not solve basic math equations and that kind of knowledge is required? <S> Was he/she just nervous? <S> Did you try to calm them down? <S> Whether it's a wake up call, or a kick in the butt, it just doesn't hurt to do. <S> Be proud that you helped them, many people wouldn't do that. <A> I remember my very first interview for a Wall Street quant position. <S> The interviewer was professional but somehow you could sense you were talking to a real human, with a sense of humor. <S> He asked me several questions on programming and some tricky questions about random walks. <S> We were short on time, and he was clearly a busy man, but he took the time to give me some tips on how to conduct interviews <S> , e.g. you have to be confident in how you present your answer because that's a valuable skill to have on a trading floor. <S> I don't remember his name or <S> what team he worked on at that company, but I will always remember him as an example of what good interviewing is supposed to be. <S> Perhaps this intern won't remember you at all. <S> That's the most likely scenario. <S> But you never know. <S> Perhaps like me, one day he will think of you and try to be a better interviewer. <S> There's no reason to help a guy on the street when his packages fall from his arms to the street. <S> You're never going to meet him again. <S> It's a wasted interaction from one point of view. <S> We are all human in the end though, and some of us feel like we have to live our lives in a way where we feel like we are good people. <S> If you feel like you did a good job interviewing that intern, then that's what is the most important in the end. <S> Don't let anyone tell you differently. <A> Your time is valuable to you, and your company. <S> Although you can certainly break from the interview to offer some mentorship, there's little benefit in dragging things out simply for the sake of completeness. <S> The intern didn't think enough to prepare for the interview (or was shooting the moon) and is wasting your time. <S> It's not unprofessional to cut the interview short, simply by skipping over things you already know. <S> Once you know the job is going to someone else, the interview is over, whether you keep talking or not. <A> In the context of an intern or someone at least at the beginning of their career, giving feedback really helps. <S> They may need to consider a different profession or working a little harder at the one they're currently pursuing. <S> I don't think you should explain every answer, especially once you discover they are over their head. <S> One or two at the most. <S> You should have discussed why this person thought they could do the job. <S> If they knew they couldn't do it, but just decided to take a wild shot at getting the job, it's important they understand that they wasted your time. <S> This is not a good career move at all. <S> If they don't see how wrong they were, I wouldn't blame if you chose not to ever hire them for any job regardless of their qualifications.
| Bottom line, I think walking the candidate through some things, even if you don't plan on hiring them, really provides them with some insight.
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Asking a friend for a job referral at a company after I have already applied Last week I applied to a position at a software company. Today a HR contacted me and told me,that they have received my application and will contact me in a couple of days, if they see me fit for an interview. On another note I have also found out that one of my friend works at the same company. I'm thinking about contacting him and asking for a referral, but I'm not sure if I should do so, since I a HR has already acknowledged my application. Would it be OK for me to ask my friend to refer me to the company he's working for, even after I have already send my application. <Q> Would it be OK for me to ask my friend to refer me to the company <S> he's working for, even after I have already send my application. <S> Certainly. <S> I've done this for friends in the past. <S> It's unfortunate that you hadn't asked your friend before sending in your application, since you could have mentioned that referral in your cover letter or in an online application form. <S> But it's not too late. <S> Contact your friend now. <S> Tell him that you have already applied, and ask if he would put in a good word for you with HR and with the hiring manager. <S> Make sure your friend knows specifically which job you have applied for and mentions that to HR. <S> If you found the job online, it often indicates the requisition number. <S> Sometimes companies offer referral bonuses. <S> If so, your friend could get a nice reward if you are hired and stick around for at least a few months. <S> Even if there is no bonus, it's often a plus for your political capital when you help bring a terrific new employee aboard. <A> Joe Strazzere's advice is very good, especially if your friend can vouch for your technical abilities. <S> One of the toughest things about hiring for an IT position is that it's very difficult to tell how good anyone is by looking at a resume. <S> IT resumes typically have everything that anyone has looked sideways at a few times, to catch the eye of the computer. <S> Someone is looking for someone who knows backbone.js, for example. <S> A recruiter will enter "backbone.js" into a search application, and get a list of all the resumes that have that string on them. <S> They usually have little if any idea how much exposure a given individual has to backbone.js. <S> Most resumes are structured to get as many of those kinds of hits as possible. <S> So, you're competing with every other resume that the HR people have for the position. <S> People talk all the time about how to make a resume stand out in a crowd, but there's nothing that will make it stand out more than Jimmy Rockstar telling his boss that a friend of his knows his stuff <S> and he ought to have him in for an interview. <S> So by all means ask your friend to put in a word for you. <S> If you don't want to put him on the spot, then ask him to tell you about the job, what it's like to work for the company, that sort of thing. <S> You're interviewing him, to see if you think you would fit in well at the company, that sort of thing. <S> (Maybe you wouldn't be happy there, after all. <S> For example, maybe they make you get up and sing the company fight song once a day, and that just isn't your thing. <S> Or maybe they make you come in at precisely 8 and leave at precisely 5, with an hour for lunch at noon, and you prefer to manage your own time a bit more than that.) <S> It's always a good idea to get a friend's input about the company culture. <A> If your friend has a good reputation and will give you a positive reference, yes. <S> If not, no. <S> Do it quickly, before a next decision round is made.
| If your friend is enthusiastic about getting you in, then he (she) will be glad to pick out your resume and ask the boss to have a look at it. Your friend could easily be happy to help.
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Boss spends the company's money and endangers employees' paychecks Somewhat related to this question . A few months ago, a family member (it's not me, really) got a job at a small office with under 10 employees. The salary is low but not indignantly so, and she even got a small raise shortly after joining the company. However, the business owner is a wreck managing the company's finances. He leads an extravagant lifestyle, mixes his personal money with office money, and more than once the employees have been left wondering whether they would get paid on time that week. The latest incident was giving employees two days "off" because there was no money to pay them. The company has been in business for several years, so I don't know if these paycheck shenanigans are a recent thing or not. I have repeatedly advised my family member to look for another job, but she insists on staying for a year or two because she is gaining experience in a new field and she feels some sense of loyalty due to an upcoming crunch time (and a lot of overtime pay). It took her some time to find this job so I can understand her reluctance to leave, but I can also see that this is not a healthy business. How can I articulate to her that she really should be looking for a different job? Barring that, what should she do in order to ensure an uninterrupted income while she stays at this company? <Q> Number one: <S> You CANNOT ensure uninterrupted income. <S> Understand that, and take appropriate precautions. <S> Your relative should bank 6 months' "subsistence level" expenses as soon as possible. <S> There will come a day when she finds herself 4 weeks (or more) without being paid, and decides she's had enough. <S> Number two: <S> This WILL happen. <S> It's not if, it's when. <S> I worked for a company several years ago owned by a couple doing EXACTLY what you describe. <S> I escaped about 10 months before it all imploded. <S> Those that were still there did not fare well. <A> A poorly managed company will also have limited growth. <S> This also translates into further problems down the line - layoffs, lack of promotion, lack of raises. <S> Going bankrupt isn't exactly a crime, even if the boss is mismanaging. <S> You can probably do something if they're forcing staff to work but not paying. <S> Surprisingly situations where a company hits near bankruptcy and then bounces to become a hundred-million dollar company are common. <S> Even with owners who are not very bright. <S> So your family member might actually be doing the right thing. <A> Juggling money is nothing new in small companies especially sole ownership ones, I do it myself, but I can always cover it from my other businesses if I have to, so <S> no one has ever gone unpaid. <S> It really comes down to who is juggling the money. <S> Do they have other resources if things go South or are they living day to day. <S> If your relative decides it's the latter then they need to start looking for another job. <S> The worst thing in your question is a couple of days off to avoid paying staff. <S> That is a terrible sign that the boss is out of control even if he/she had a legitimate reason for being broke. <S> It's also a sign of an unhealthy business that staff can take a couple of days off without business repercussions. <S> So in summary, unless the boss is wealthy in his own right or has other resources, this looks very bad for your relative and will probably all fall to bits one day. <S> Best if your relative starts looking for another job now.
| There's no way to ensure uninterrupted income.
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Counter or Close Negotiations I was recently offered a job in which I was sought out as a candidate and I hadn't originally applied for the position. At this time I was made aware of a salary I was not interested in, and in the interest of everyone's time I expressed that I made a salary of $X and would not be interested in leaving unless the salary was noticeably higher. I realize this is not how these things are typically done (first time for me). Anyhow I was asked to come in for the interview after having expressed this request and was subsequently offered a salary of exactly $X. While on the phone with HR I expressed that the salary requirements I had put on my application ($x + 20) reflected what I was hoping to get given the difference in benefits however I would be willing to negotiate for additional vacation time etc. They came back to me stating flat out they are "unable to be flexible on salary or vacation time". Does this mean my offer is a final offer and I should make my decision accordingly or should I write a formal counter offer? <Q> Does this mean my offer is a final offer and I should make my decision accordingly <S> or should I write a formal counter offer? <S> That's their final offer. <S> They have flat out told you that they can't budge on salary or PTO <S> and you should believe what they tell you. <S> Job candidates the world over are fond of divining deeper meanings and guessing at subconscious intent when they should just take what people say at face value. <S> Now, assuming that you communicated your salary requirements to the recruiter as clearly as you did in your post, the company was at fault here for wasting everyone's time . <S> They should not have gone ahead with interviews if they were unable to meet your requested salary. <S> They should have either dropped your candidacy or responded with something like: <S> Our upper limit for salary is X$, but we believe this might still be a good opportunity for you because of [reasons]. <S> Are you still interested in an interview or would you prefer to withdraw your candidacy? <S> The reasons could be benefits not included in the base salary, opportunity for growth, generous PTO, etc. <S> To avoid this in future, make sure you are crystal clear about your salary expectations. <S> It sounds like you were and HR just dropped the ball by not discussing that before inviting you to an interview. <S> If you get the idea that you're dealing with an unprofessional or inexperienced recruiter you could bring it up yourself and ask about the salary range for the position. <S> Just for future reference, this is exactly how you should handle a cold call from a recruiter (whether external or internal). <S> That should be fine even when it's the other way around <S> but employers are fond of the power disparity inherent in the dynamic between hiring manager and candidate. <A> Saying something along the lines of: Sorry but salary and vacation as offered are a deal breaker for me. <S> Since those are inflexible regretfully we are at an impasse. <S> Thanks for your consideration and best of luck filling this role. <S> This lets them know that you are walking away from the negotiation and exactly why. <S> If they are sincere in their inflexibility this closes the matter, if they are playing games this leaves enough of an opening for them to attempt to break the impasse. <A> They came back to me stating flat out they are "unable to be flexible on salary or vacation time". <S> Does this mean my offer is a final offer and I should make my decision accordingly <S> or should I write a formal counter offer? <S> You could ask them, but it sounds like they have made their final offer. <S> Now it is up to you to decide if their offer is sufficient or not, then act accordingly. <S> First, make sure that you really do want the job, if your salary needs are met. <S> If not, then just say "No" and walk away now. <S> If you do, make sure you ask for whatever you need so that you can immediately accept if they match your offer. <S> It's possible that you sent the wrong vibes during prior discussions. <S> You told them you made $X but wanted a "noticeably higher salary". <S> Perhaps it wasn't clear what "noticeable" meant in this case. <S> You wrote on the application that you wanted $X + 20, but then indicated that maybe you would settle for $X if you got more vacation. <S> So it's possible that they misinterpreted you as being amenable to accepting $X. <S> If you make a counter, this time make it clear exactly what salary you are willing to accept. <S> Saying something like "I'd like to work for you if we can get together on the salary. <S> If you can offer me $Y then I will accept. <S> " could work. <S> Then be ready to walk away if they still won't meet it. <A> Does this mean my offer is a final offer <S> Nothing is final until they say so. <S> I should make my decision accordingly <S> Don't make a decision that limits you. <S> By saying no you are basically reducing your available options. <S> should I write a formal counter offer? <S> A counter offer seems a bit of a formal way of saying. <S> But you have really two options. <S> Accept the current offer. <S> Decline in a way that leaves it open for them to make an updated offer. <S> Note there are some dangers in this option in that they may withdraw the offer. <S> But they may hold to their position and keep the offer open. <S> Personally. <S> I see little point in making a lateral move for the same package. <S> If you are going to move there has to be a reason (better money/ better work/different experience) but it has to be something you can quantify. <S> You know all the problems at your current company. <S> Moving to a new company is always a risk that it will not be as good a match. <S> So personally I would stick to my guns and take option 2. <S> I would thank them for the opportunity and explain that you would love to work for them but must reject their current offer based on salary (and tell them explicitly what you want). <S> If they can't meat it <S> they well let you know <S> and you can both move on.
| If they contacted you it's perfectly fine to ask them to give you the salary range for the position. It certainly couldn't hurt to make a counter-offer - at worst they can only say "No".
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Haven't got the job yet... But I plan to leave it in a few months. How do I handle this? I've been hunting for a job for about 6 months at this point. I'm currently living paycheck to paycheck, and I'm in the final stages of interviewing for a job that will quadruple my pay. (I really need this.) Near the beginning of the job hunt, My wife and I decided that we should move to another state when our lease runs out, to get a fresh start in a cheaper city, but I should keep trying to find a higher earning job in the meantime. The problem is, the job search took waaaaay longer that I thought it would, and it seems like I will be offered the job within the next few weeks. That only gives me about four months to work there before I leave. Is there a way to handle this without burning bridges? <Q> Andrew, when analyzing this sort of situation keep one thing in mind: Always follow your interests. <S> Companies will do the same, even at the cost of screwing you over - and they will do so without hesitation. <S> By taking this job while knowing that you will be leaving in the next 4 months you are screwing your employer over , no question about it. <S> However, you're in dire financial straits, and you need this job. <S> So what's there to talk about? <S> Take it. <S> Consider that you'll want to secure a job in that new state <S> you're moving to before quitting here, and that it may - again - take longer than you thought it would. <S> Also keep in mind that unexpected things might happen, and you could potentially not end up moving at all. <S> Don't kick away a great opportunity simply because you're trying to be fair-minded. <S> Keep your interests in mind. <S> When the time comes that you have to leave simply approach your boss, apologize that it didn't work out, and claim that you need to move away because of unforeseen "family issues". <S> They won't like it, but there's not much they can do about it either, and if you're careful in how you approach the situation you probably won't burn too many bridges. <S> I wouldn't expect any references from them though. <S> Note: <S> Please read the contract you sign very carefully in case it contains stipulations regarding your leaving the job within a certain time-frame, or non-competes. <A> If you presented to them like you were looking for a permanent position, then you'll likely burn bridges - unless: You lie to them when you leave -or- <S> You take the risk and contact them before they hire you and tell them that due to family issues, you must move to another city in four months, but would still like a chance to work for them if that is possible. <S> Who knows? <S> Maybe they might give you 5x your current salary to stay if they liked you enough - or be willing to let you work in the other city! <S> You never know. <S> Onboarding a new employee is expensive and a burned company will not advocate for you as a reference - especially if they find out that you knew before taking the job you were leaving in four months. <S> You may also accidently screw over other people looking for work - what about candidate #2? <S> They lose out on a chance for a good job and the company loses out on a potential good employee. <S> If the company finds out that they lost candidate #2 due to your deception, it will make them angrier. <S> This could be cause for legal action - which would be made stronger if you lie to them about why you are leaving. <S> If this is some type of professional job or a job where people know each other, you take the risk of getting a bad name even if you move to another state. <S> Lastly, this means you will have a gap on your resume if you leave it off, or a useless work experience if you do not. <A> It seems you're constraining yourself in odd ways. <S> Leave when you need to. <S> Interview in the new city now. <S> Take a job if offered. <S> Break the lease if you have to. <S> If it's a big city, you can pretty easily sublet to minimize your expenses (or even turn a profit), and you can ask the new employer for relocation expenses-- <S> something you can't do if you move before looking for a job. <S> This also gives you the flexibility of choosing a job before you choose a city.
| Take the job if offered.
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Should I mention my published short story in my resume? I've written a completely unrelated science-fiction/horror story set to be published in a forthcoming anthology. I'm being paid for the story. Should this be anywhere on my resume? I'm applying for a paralegal position. <Q> Some people include a "hobby" section on their CVs. <S> It may depend on the industry you're in, but I generally think that this sort of thing is more appropriate on the resumes of recent graduates who need something to fill the space/stand out. <S> Look at it this way: if I'm hiring you as a paralegal <S> why would I care that you write fiction ? <S> Even if you're quite good at it, it's not going to make you a better paralegal . <S> Consider some of the implications of including this on your resume: <S> It could lead the reader to believe that you're a daydreamer. <S> Also keep in mind that some people have a bias against certain types of novels, and might consider sci-fi to be a "geek thing", and make assumptions about your personality, etc. <S> You want to maximize your chances of getting an interview, and wow-ing those potential employers with your charming personality, so try to remove as many opportunities for negative bias as possible from your resume. <S> In that case a line such as this might be beneficial: <S> Great written communication skills; Published author of several short stories in local publications <S> I would still leave out the details, however. <S> If they're interested about that topic they can then bring it up in the interview. <A> I wouldn't list this if it's irrelevant to the position unless I put it under 'Other interests' or something similar. <S> It's not suitable to list it as Work Experience. <S> I have written and sold both fiction and non fiction. <S> I only listed the non-fiction because they were sort of relevant in that they were bi-lingual technical manuals which showcased a skill that may be useful to the company. <A> No. <S> When I see stuff like that on a resume, the candidate becomes a lot less attractive. <S> The last thing I want is a worker who is leaving at 4:59pm every day so he can rush home to do guitar practice for his band or whatever. <S> It's fine for people to have hobbies, but when that hobby is the person's #1 priority that is a problem. <S> Another issue is that stuff like that goes to personal self image. <S> It kind of says to the reader: "I see myself as a novelist. <S> " That is not the message you want to convey to an employer. <S> The message you want to convey to the employer is, "I see myself as a legal professional." <A> The advice I'm always given is to customize your resume for every job you apply to. <S> Enhance <S> what's relevant, downplay or omit what is not. <S> If the paralegal position is at a publishing house or literary magazine, then your story credit might show your interest and experience in that field.
| Only include this information if writing skills are important in your line of work (no idea for paralegals).
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Software Manager tech skill's have gone soft. How to resharpen skills? I am a development manager with a 20 years experience. Unfortunately my tech skills have gone soft. I try to pick up a tech project at work but I get distracted by the fire of the day and usually drop it. I am getting quite frustrated. My group has some Java, .Net and other technologies and I have tackled some minor development tasks in the past, but nothing substantial. The reality is that I want to jump and take on a large piece of development but I cannot disrupt my developers as the team is under the gun to deliver. I keep thinking that I can work on something outside of work, but family life gets in the way. I am just curious if anyone else has dealt with this and how they addressed it. Also, what technologies would be best to learn? Things are changing so rapidly and it is mind boggling. I was going to start with getting my Java legs (Spring MVC) under me and then go from there, I hear a lot about JavaScript frameworks (Angular, React, etc.) and Big Data. Where is the best place to be? Thanks <Q> I think you may tackle your situation wrong. <S> It is understandable that you want to go back to programming (it is fun) <S> but maybe you should more focus on skills you need right now for your current position. <S> The tech skills of every manager will become outdated after a while. <S> If you stop programming and focus more on leadership and managing this is a natural course of events. <S> The question is: Is this a problem?? <S> If you ask me: No. <S> On your way up the corporate ladder you will leave behind some tasks you did and you will learn new ones. <S> You can not do everything. <S> The better approach on that topic would be delegation. <S> If you feel that there is no one you can ask, you may make yourself smarter by reading articles. <S> this is a very theoretical approach and you will have to ask your peers if the impression conveyed in the articles is right, but this will enable you to point your team in the right direction. <S> It may be hard for you, but your time as a manager should be spent with managing. <S> Others do the programming for you now. <S> You are the capitain, you have to steer, not to row. <A> I found the best way for me personally and the best in terms of relevant work was to go through the developers code and try and make sense of it. <S> It gives me better depth on products that are actually meaningful in terms of my work and brushes up my own meagre skills at the same time. <S> I learn quite a lot this way and in rare instances get to surprise the developers with some intelligent insights. <A> If I remember correctly from the Spotify engineering culture video 's their line managers work for at-least 50% in the same role as their subordinates do. <S> Work in the team <S> So this is also what I suggest you could do, work with the team for 50% of your time. <S> Make clear which days or parts of the day you will contribute, so they can depend on you. <S> This will help your skills, help the team to meet their deadlines and as a manager you will truly understand what is holding the team back. <S> Its a win win win if you ask me. <S> To get yourself up-to-speed quickly start pair-programming with the team until you can work on your own towards the teams goals. <S> Wonder <S> if you are not a manager based on the Dilbert principle , maybe the team doesn't really want you to develop. <S> :) <S> The Dilbert principle refers to a 1990s theory by Dilbert cartoonist <S> Scott Adams stating that companies tend to systematically promote their least-competent employees to management (generally middle management), in order to limit the amount of damage they are capable of doing. <S> Goodluck <A> You're a manager now, not a developer. <S> As much as you might want to keep up with the latest technology, it's just not possible to do that at more than a basic level and still do your job effectively. <S> A better idea is spend your learning time on things that will make you a better manager. <S> For example, it would make more sense, career-wise, to become an expert in something like Agile. <S> That will be a lot more valuable to you than learning Java Spring.
| If you are not sure if a certain framework will fit to a task at hand, ask the ones that do programming for a living: your developers.
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Why would German companies hire professionals from abroad? Is there a viable and significant benefit for a German software company to hire abroad, other than having a higher-skilled professional for lesser pay? Is it worth the preliminary legal work when a small company hires the first foreigner and doesn't plan to expand in the short term, i.e. the cost won't spread across multiple hires? Perhaps, some sort of tax benefit for the company? I am a non-resident of Germany and I have an invitation for a job from IT company. They haven't ever hired a foreign worker, which means they will have to prepare all the legal documents that are required for first time. This organization is very small and doesn't have a dedicated legal or HR department. Which means it can be costly for them to hire me, as opposed to a local professional. Is there any benefit for them to have me over a resident of Germany? <Q> The best people are in short supply. <S> Sure, it would almost certainly be easier for them to hire a local, or someone from the european union – less paperwork – but if you're the best qualified for the job, then figuring out how to do the paperwork <S> might well be the best option for them. <S> After all, they only have to do the paperwork once, and you will hopefully give them years of service. <A> They are legally required to first offer the job to EU citizens with unlimited (and visa free) access to the european labour market, unless a foreign applicant has special qualifications that make (permanent or temporary) immigration desirable, or if they (provably) cannot find a suitable candidate. <S> So their benefit is presumably that they can fill a vacancy that else they could not fill. <S> Plus many companies (IT especially) see "being international" as a value in itself. <S> edited to add : Since Mario asked for a reference - the most comprehensive introduction to german labour law concerning foreigners I could find is this PDF from the Bundesagentur für Arbeit (Federal Employment Agency) . <S> It starts by pointing out that working in Germany as a foreigner requires permission by the Bundesanstalt <S> (save exceptions like internships, business trips etc., the complete list of exceptions is detailed later in the document). <S> Paragraph 1 ("Allgemeines") informs that permission is contingent upon several conditions, notably that (2) there is a specific job offer and (3) that no privileged applicants ("bevorrechtigte Arbeitnehmerinnen und Arbeitnehmer") are available for the specific offer and the working conditions are comparable to what would be offered to german citizens <S> (i.e. as an employer you must not try to undercut German wages by hiring foreigners). <S> The only actual definition of privileged job applicants is pretty much at the end of the document where says that privileged job applicants are "also people who are registered as jobless" ("[auch] <S> Arbeitnehmerinnen und Arbeitnehmer die nur <S> mit <S> Förderung der Agentur für <S> Arbeit vermittelt werden können"), but since registering as jobless already requires residency and a working permit this means Germans (and EU citizens, since they enjoy "Freizügigkeit", i.e. free movement within the EU labour market) are preferred. <A> I'm a german citizen, working in a, very small, german IT-Company. <S> Due our small size, everyone knows almost everything thats going on here, thus I know the CEOs perspective on this topic. <S> Our market is international, so I think I could say one or another thing. <S> The number one reason, for sure, is simple: costs Depending on the field, experience and region, IT-Guys are considered to be very expensive. <S> With a salary from 30k (very low), over roughly 60-70k as a median up to 200k and more for one software developer. <S> The number two reason, is, in principle, the same: shortage of skilled professionals "in principle the same", because the high salary is caused by that shortage. <S> 10 years ago, IT guys where much cheaper. <S> Roughly 40.000 (german) <S> IT jobs are vacant positions, while the trend shows, that these vacant positions are getting more and more (app. <S> 5% per year). <S> The number three reason is not germany specific: Cultural anchor and linguistic skills <S> Any Company that wants to push in a new market, needs personell that knows this market. <A> There are a couple of major reasons why OS people are employed. <S> Firstly they may have exceptional skills and therefore the expense is well worth it. <S> In both instances a foreigner is easier to control than a local because quite often their visa etc,. <S> is dependent on the job, plus a good bonus is you can usually trust them a lot more since they normally do not have any local ties. <S> In my own country many Filipinos are employed here for this reason and given high trust jobs, they tend to be multi skilled, honest, and keep their heads down and work hard.
| Secondly and this happens a lot, they have a qualified skillset that is in short supply and come from countries where they're willing to work for less than a local with the same qualifications. If a german company wants to go into the mexican market, for example, some mexican employees would help a lot.
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How to handle numerous temporary positions in a resume or application form I have several short term temporary positions in my employment history (1-3 months general admin positions) that I undertook due to relocating (needed a job ASAP before finding a suitable permanent position) or because I had to leave a permanent position due to a health condition (needed a job ASAP because of paying rent!). I have been self-employed for the past several years, but now looking to become employed again. The first job I am applying for want a complete employment history and I can't help but feel that putting it all down on paper will hurt my chances - I feel it would be easy to read it as someone who can't stick at a job/could be a waste of time, whereas I feel that the opposite is true in that it testifies that I am hardworking and employable. In this instance, the job is with an educational establishment, and I believe that they want a full history as they need to make sure staff who could be working with children check out, which is fair enough. But how can I make this look best in this scenario, and in any resume I create? <Q> If there is something on your application that can be misinterpreted, e.g. many short-term jobs being misinterpreted as job hopping, then address it up front. <S> I would just lead with a sentence that explains this up front. <S> Something like: <S> Having worked as a self-employed contractor for several years, I have fulfilled the following administration positions... <S> This happens all the time. <S> On my CV I have a sentence explaining a short gap in employment history. <S> If I didn't address that I took a 3 week holiday between 2 posts, then a recruiter's active imagination might kick in and fill in the gap with all kinds of speculation. <A> There may be perfectly valid reasons for having a lot of jobs within a short period. <A> Explain yourself. <S> You are right, in a CV table it may look bad if you have listed many short jobs. <S> But what really matters is if you can convince the recruiter that there is no harm in your past career. <S> Adress the issue in the cover letter and try to market your many jobs as an advance over other canidates. <S> Because of XY <S> I had to take some short term positions in the past. <S> This taught me to adjust very quickly to new environments and forced me to learn in a rapid pace. <S> Don't leave the impression that you are ashamed of your work history. <S> Side note:If many of your positions were very similar or too minor to talk about, you may consider grouping them under a single entry in your CV: <S> Aug 2013 to Jan 2015: System Administrator for Company X, Y and Z. <S> If you do it this way you must be prepared to show exact informations about your work history if asked. <S> Maybe also hint about that in the cover letter. <S> They musn't get the impression that you want to hide something. <A> You are correct at being concerned. <S> The goal now is find some way to roll them up under another company or at least a category. <S> OPTION <S> 1 - Temp Company Are the temporary jobs from the same temp firm or consulting firm (or perhaps just two or three)? <S> If so, just list that company with begin and end dates, and highlight some successes working as a temp for that company. <S> If this hiring institution requires every physical location you ever worked at through the temp company, then list them here with minimal information. <S> OPTION 2 <S> - Your Company <S> You mention that you are self-employed. <S> Do you have an actual legal company - like an LLC or something? <S> If so, did you bill through your company for these temp jobs? <S> If yes, then treat your own company like a consulting or temp company and do the same as Option 1. <S> OPTION 3: <S> Temporary Employment Engagements <S> If these were all jobs that you found all by yourself, then you can make a separate category called "Temporary Employment Engagements" and list them under there. <S> The title makes it clear that these were intended from your point-of-view and the client's point-of-view to be temporary jobs. <S> Within this category you will highlight how you actively pursued temporary employment to assist you during your efforts at relocation because (this is important) <S> you wanted to take your time looking for that ideal employer without using another company as a "lay over" company until you found the right job. <S> Highlight that you'd be happy to provide references for any of them. <S> That will show that you are not a job hopper, but rather, you are conscientious with good references at each of these positions.
| I would advise briefly listing the reasons for those short job stints right next to the dates on your résumé to avoid this obvious red flag. Be upfront about it, you are the best and everyone should know that.
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Not allowed to work for company? Can a potential employee tell me they are not "allowed" to hire me? I have no criminal record, was born and raised in US, worked part time for the employer with positive feedback, went back to reapply for a different part time position I was told they weren't allowed to hire me....... Fair? <Q> My understanding is that the typical reason for this is due to budget constraints. <S> They may be over budget, or have no budget to hire additional people. <S> So, even if he would hire you, he cannot because the business cannot afford to pay you. <S> (Which may or may not be true.) <A> A potential employer can tell you pretty much anything they want. <S> The fact that you have a bunch of desirable traits etc,. doesn't force anyone to give you a job. <S> In this instance reading between the lines, it's as if the potential employer was instructed by someone higher up not to employ you the individual. <S> If this is the case, then the potential employer can't hire you. <S> There's nothing you can do about it. <A> You might ask why not. "Not allowed to hire you" could mean that they believe you are an illegal alien, that you are a convicted sex offender and their office is near a school, etc. <S> But it can also mean lots of things having nothing to do with the law. <S> Like a hiring freeze was just imposed, or the person who is speaking to you wants to hire you but someone else in the company said no, <S> or ... lots of things. <S> You say you used to work there, quit, and are now applying for a new position? <S> Some companies have policies against that. <S> Or it could mean nothing at all. <S> It could be they just don't want to hire you and this person didn't want to say that. <S> You could ask, and maybe the information would be useful to you. <S> But for the most part, if a company doesn't want to hire you, there's little to be gained by badgering them for reasons. <S> You are very unlikely to succeed in arguing them into changing their minds. <S> Go look for another job somewhere else.
| I guess if you asked and the reason really was some legal constraint and it wasn't true, like they said they couldn't hire you because you are a convicted felon and you're not, there'd be a point in challenging that.
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Can I tell my manager that I don't believe him? I have some signs that my manager is not giving due credit to my work. To come out of that I requested him to send the mail for any work assigned. He politely told me that, that is not required and I know that you are working. But after that he will take the ownership of the ideas and work or he will give credit to somebody. But I cannot go and fight for the things that happened in the past. How to resolve this issue. If I go and tell him that I don't believe him, what are the possible situations I may face? <Q> Your boss is not required to give you written documentation of the task assigned to you (it would be great if every manager did that, but what are you gonna do). <S> It's your job to keep track of your tasks, as well as update your manager on your progress. <S> In this spirit, Hello M, Brief status report: I've started working on X. Y is falling a bit behind, waiting for Z to complete. <S> I've also contacted client A,B and will try to reach the rest today. <S> Cheers, V. <S> Let's enumerate what you've achieved: You have forced yourself to implement a task tracking system if you don't have one already <S> You are giving your manager timely updates on your work <S> You are creating a paper trail for the work you are doing <S> It's the last item you're interested in. <S> I don't know how exactly that may help you due to the lack of context in the question, but it's definitely a great place to start. <S> Hope this helps. <A> You can tell your manager anything you want. <S> Depending on the individual there are a few ways this could go. <S> The manager might take it as constructive and start pandering to your need for recognition of your efforts. <S> The manager might just ignore it. <S> The manager might be surprised because they had no idea <S> you felt that way and saw no need to give you any recognition, in which case they will probably either start giving it to you, or take it badly and start criticising your work. <S> The manager might be guilty of intentionally downgrading your contributions for his/her own reasons and decide you have become a problem that probably needs to be disciplined. <S> I suggest you make sure you have a good idea that this will go in a positive direction for you, before you complain. <A> Answering from an Indian perspective, so might or might not be relevant/suitable to professional environments elsewhere: <S> If I go and tell him that I don't believe him, what are the possiblesituations I may face ? <S> You can get fired. <S> If not fired, you'd just demote yourself on his list of favourites. <S> In India, the hierarchy is very rigid, and as you go higher up the tree, you get tougher managers with higher ego. <S> So, confronting him should be the last thing you would want to do. <S> You can send him a polite meeting invite (like sort of a 1-on-1) and inform him: <S> Sir, I am really enjoying work under your mentorship. <S> However, there is a proposal which I want to make so that both of us can keep track of my goals and targets properly. <S> It would help me track my progress and thus would help me improve my career, and the quality of my work at the company. <S> It would also help you gauge the work of our team and help us document the progress and achievements, which would help us in meetings and also project demonstrations. <S> And then, propose the solution, be it a e-mail documentation, or a software like jira, or keeping a hard copy of the projects(<-- not recommended!) <S> Make the proposal look as if it would benefit him more than anyone else. <S> So, if you can't confront him, convince him instead. <A> Easy way to maintain your work is to document it. <S> Document should include brief details about work, assignee and time duration given or approximate time required to accomplish task. <S> By this, you and your management keep track of your work and how you perform. <S> If they want any changes in work assign then update document accordingly and share it again. <S> This way you make things transparent.
| Document whatever work assign to you and share it to your manager/superiors or boss. Break it to him as softly as you can.
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Is work culture different between geographic locations? I always assumed that the work culture of an office is heavily dependent on the general culture of the city it is in. For example I would expect for workplaces in NYC to have certain commonalities versus some small town in South Carolina that would have different workplace culture but is still common across the town. A career advisor told me this isn't true: that you can't generalize to an entire city saying that in a certain place they work in such and such way. Is this correct? How useful are generalizations like this? I know it is a generalization so one probably can't say "managers in city x are more firm handed than in city y". Update: What I actually was wondering about was is it ever a valid generalization to say "I don't like the work culture in city x so I'm going to move to city y"? For example, perhaps city y tends to have more relaxed back dress code and is more laid back in general. I'm assuming the job is in the same sector in both cities e.g. both tech related. Obviously there's culture differences between locations and I'm wondering if they percolate into the work place, or if workplaces are so diverse already it doesn't really make a difference. Another example is NYC is often said to be fast passed, so this is an example of how the city a business is in influences it's work culture. <Q> Imagine the weather (which is perhaps less complicated than people, but still quite complicated). <S> Where I live, generally January is a cold month. <S> It's perfectly fair to generalize and say that January is often cold. <S> But that doesn't help me when I want to know the weather tomorrow . <S> A few weeks ago the temperature dropped nearly 40 degrees over a 24 hour period. <S> This is not the general trend at all - and so had I been planning on the normally true, "generally the temperature doesn't change dramatically so since it was 35 today it'll probably be 30 tomorrow." <S> Work culture is similar. <S> It changes over time as companies grow, different people come, etc. <S> Even if we accept it is possible to get a decent generalization of how companies work in a specific geographic region, though I doubt this is a simple task without significant work, it still won't apply to every company. <S> But again, even if you have that information, it won't help you understand how company X that you are applying to works and <S> what management style they have. <A> What I actually was wondering about was is it ever a valid generalization to say "I don't like the work culture in city <S> x <S> so I'm going to move to city <S> y"? <S> Sometimes though I'd argue one has to be careful about exactly what is the intent there. <S> For example, I doubt all Silicon Valley tech companies are run with the same culture though some may think that is where they have to run the company to be successful. <S> Thus, there can be a good general idea of hope that may or may not work out, e.g. Washington DC likely has many government positions and thus one could infer various culture ideas from that for an example that may work out. <S> As a counter point, I know a real estate investor that will change from city to city depending on the markets and likely has a similar team in each of the cities he has people so there can be anomalies to the generalization. <A> "I don't like the work culture in city <S> x <S> so I'm going to move to city <S> y"? <S> I'd say that's a bad overgeneralization in most cases. <S> Look for a workplace and job you're comfortable in, if that's what your concern is. <S> There are cities I would avoid moving to because I don't like the culture outside work, and I am where I am partly because I do like the local politics and music scene and overall mindset.... <S> but that isn't either if the questions you asked. <S> And your question is so general that I suspect you still aren't going to get the answer you're really looking for.
| Most companies have a unique-ish culture and that's normally location or team specific (probably not even company specific).
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Asking for references on a small team I am a programmer on a fairly small team. I am planning on seeking new employment sometime this year. What is the best way to go about asking coworkers to serve as references without alerting my employer? I have six coworkers that have worked with me enough to serve as proper references; however, three of these coworkers are my superiors, so I can't ask them. That leaves just three coworkers that I could ask. Being on a small team my role is large enough that losing me would be a big hit to productivity. It could take them a longer than some other employers to replace me and get a new employee up to speed. So, if I do ask anybody, I would be concerned about it getting out. And there's always the chance that they let it slip in a daily stand-up or product meeting. This is actually my first full-time salaried job, so I have no experience with this. What considerations do I need to make? Thanks! <Q> Your coworkers cannot give you company references - that can only come from people who have the authority. <S> The only reference they can give is a personal reference. <S> For them to do that you need to get on very well with them. <S> If this is the case then the company finding out is a moot point. <A> What is the best way to go about asking coworkers to serve as references without alerting my employer? <S> Take them out (one at a time) to a cafe or for a casual walk and inform them clearly about why you wanted to move out, and what it means to you if they don't let it slip in, until the move is made. <S> And you're right that it might get slipped in during standups, etc; as the work would get affected quite a bit, owing to the size of the team. <S> But still, explaining them clearly and informing them about why you want to keep it silent till the move is made, would help in reminding them to be extra conscious not to slip in. <A> The chances of you asking coworkers in a small team to serve and expect it not to be known pretty quickly is very very small. <S> I would phrase it as a 'maybe future' type question and ask them if they would be willing to be a reference if I ever looked for another job. <S> It will probably still get out, but it's better than everyone flat knowing you're looking for a job right now. <A> If you have been there a while, you certainly know who is most friendly, who you would talk with about personal issues, etc. <S> Perhaps one of them has even confided in you with some confidential information. <S> And you want to make sure that this person would say wonderful things about you to a potential new employer. <S> Not everyone would be willing to do that, but some will. <S> You would first ask that person <S> "Can I ask you a question in confidence?". <S> Based on his/her reaction, you would then explain that you are applying for jobs elsewhere <S> and you would ask them if they would be a great reference for you. <S> Listen to the answer, and the way it is delivered. <S> If you get the sense that there is any hesitance at all, then move on to the next person. <S> When done with the conversation, remind the individual that you want the discussion to remain in confidence, and make sure to thank them. <S> Tell them the name of the person who would contact them, and suggest any points that they might choose to emphasize on your behalf. <S> If you choose a good friend as your reference, they will likely be happy to help.
| If you do get someone to agree to be a reference, tell them as soon as it appears they may be contacted by a recruiter or employer. You need to decide if, among your 3 coworkers, there is at least one that you can confide in.
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How to respond to an apology email from boss? I have received an apology email from my CEO for springing last minute, poorly managed company duties one late Friday afternoon which resulted me to work back and deal with an urgent matter that resulted in making an international call to my CMO in LA. In short, my CEO's urgency and lack of organisation became my problem on a late Friday afternoon. Over the weekend I have received the following email from my boss: "Hi Andrew, thanks for working with Fred last night. It was not intended to go into the night so apologies for that. It was a last minute opportunity we had to take up.Have a good weekend!" I would like to respectfully accept the apology professionally however I would like to firmly with my reply that this style of practice is not to repeat itself. How could I reply to my CEO to ensure my message is professionally and respectfully pro-traded in good taste? <Q> Although phrased as one, this isn't really primarily an apology. <S> It's an acknowledgement and praise for your efforts. <S> One which has given the bosses a good impression of you and deserved mention (and won't be forgotten). <S> Any issues you have with the professionalism and misgivings over it happening again you take up with your immediate superior, not the CEO. <S> It IS professional to help uncomplainingly in emergency situations, whatever the cause. <S> Finding ways to mitigate against them happening is also professional. <S> Complaining nonconstructively about having to help out in emergencies isn't. <S> So by all means approach your superiors with a constructive solution to help things get sorted before it becomes an emergency. <S> But not to outright say they're unimportant to you. <A> I would just accept his apology as simply as possible. <S> I am assuming this is a one off. <S> He has noted that it should not have happened by sending you this email. <S> If it does become a frequent thing then I would have a chat with him. <A> You can just send him a <S> "It's okay, mate. <S> I've taken care of that!" <S> kind of reassurance. <S> It can go something like this: <S> < His Name >, <S> I really appreciate you writing to me about the incident. <S> It was a nice learning opportunity for us, and we had taken care of it. <S> So, no regrets on that! <S> And, a great weekend to you too. <S> regards, XYZ <S> If I were you, I wouldn't really try to talk to him about such incidents unless and until they are a regular occurrence. <A> The existing answers seem to focus on avoiding a negative response. <S> I would seize the opportunity to use this for a positive response instead. <S> For example: Hi boss, don't worry about it. <S> Last Friday gave me some ideas how we can be better prepared the next time an opportunity comes up. <S> Shall I drop by this afternoon toexplain them? <S> You can probably be more concrete, as you know the ills of the company. <S> Use this as an opportunity to initiate changes. <A> Only one answer has attempted to answer the question, so I'll give it a shot. <S> I think it's entirely possible to respond politely and firmly, <S> even though I agree with others that things happen in business and sometimes you need to pull with the team. <S> I have never, ever, worked in a place where everything was planned so well that no one ever had to work overtime. <S> That said, this might accomplish your goal: <S> Hi, Jack; <S> Thanks for your kind words. <S> I'm glad I could help this time, since I didn't have previous obligations that couldn't be set aside. <S> Did the opportunity pan out? <S> I hope so--everyone worked very hard. <S> Regards; Andrew <A> I had a similar situation where I had to work Saturday 6pm to 10pm recently. <S> Which is rare for me. <S> However, I knew that our IT guy was working as well, plus four employees of a customer, and a huge contract was in danger if the problem couldn’t be fixed. <S> (Customer was actually happy with “we found what the problem is, we know how to fix it”, which we achieved at 10pm. <S> In money terms, this was my salary and IT guy’s salary and three or four more salaries paid for the next few years that was at stake if we had messed up. <S> That kind of situation happens. <S> You made a very good impression. <S> Your CEO has you in his books as “Andrew is a guy that can be relied on if things go wrong”. <S> That is so valuable for your position And your career in the company. <S> The CEO also made it clear that this kind of thing is not supposed to happen. <S> And you plan to send an email that will undo all the positive effect. <S> Which is the worst thing you could possibly do. <S> If there is another last minute opportunity, then the CEO will call you, and you will help out or you will be history. <S> He will not miss out on a major amount of money to avoid hurting your feelings. <S> If he doesn’t want to hurt your feelings, he will replace you with someone who doesn’t feel hurt. <S> Just to make this clear: This was an exceptional situation. <S> This isn’t regular overtime. <S> A CEO asking for regular unpaid overtime and/or not acknowledging what you did is an entirely different matter. <A> One data point is not a trend. <S> Just say thank you in the email and acknowledge that these things happen (I realize that's the same as other answers.). <S> Then, I would try to find some time to really find-out what happened. <S> You don't have to interrogate the CEO. <S> Just try to find what happened. <S> The reason you should be asking is to see if there is anyway <S> you can help in the future. <S> You discover that the CEO had some advanced notice, but wasn't really sure at the time. <S> Salespeople get blamed a lot for communicating client requests in the format of "deal-killing-critical-demands" to get other staff members to work on their deal. <S> Hopefully, your extra-effort lead to new profits and you'll somehow get credit and compensation. <S> If you don't, you have the misfortune of working for people who don't know how to motive people and may not learn this lesson before it is too late and people like you have already left the company. <A> As others pointed out, this is neither an apology, nor an opportunity for you to set your boundaries, as there is a real risk of offending the wrong people (rightly or wrongly), and jeopardizing your job security at this employer. <S> Instead, reply to your CEO's message in a friendly way, and say something along the lines of you appreciating they reached out to you, and you being glad things worked out well. <S> Then save this interaction in your personal archives, with other proof of your reliability and performance to be used in your favor during your next performance review.
| You take it in good spirit and reply positively.
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Filling a gap on my resume, is this ethical? I have a few long gaps in my resume. I spent a lot of that time traveling the world. This isn't just one gap -- there's two or three gaps over the past decade and a half. I also worked on my own personal software projects during these times, but nothing ever came of them. I don't even have the source anymore. Would it be ethical to put this on my resume under 'Myself company' or something like that? If not, what's a better way to manage this? <Q> This isn't just one gap -- there's two or three gaps over the past decade and a half. <S> you didn't leave any jobs prematurely: you spent at least 2 years in every job before leaving a gap <S> the jobs still show career progression: if it's all entry-level work that may complicate your search and limit your opportunities <S> Based on your description you're just someone that enjoys taking an occasional sabbatical. <S> This is typically known as taking a career break. <S> While taking (several) career breaks is not typical in Western society, in most industries it won't be frowned upon. <S> Taking career breaks should not be a limiting factor for your resume. <S> As such, there is no need to fill in the blanks by making something up. <S> If you list yourself as being self-employed for those gaps, people will assume that you were working as a self-employed contractor in a similar position to the other experience you describe. <S> It is never a good idea to have people assume things about your resume that aren't true. <S> When they find out they'll often think you were lying or inflating your experience. <S> In your case they'd be right. <S> If you spent that time actively and significantly contributing to an open-source project or a proof-of-concept for a start-up then that would be actual experience you could list. <S> So to summarise: <S> No, it would not be ethical to list self-employment during these gaps, but you also don't need to . <S> As those career breaks stand out, you'd usually explain them in your cover letter if they were recent. <S> You'll also need to explain them well during interviews and make it clear that you're not seeking to take a break in the next few years. <S> Since you apparently didn't have a problem finding new employment after earlier breaks, I assume you don't need help with that. <S> If you do, have a look at the related questions in the employment-gaps tag. <A> If I were interviewing you, I would ask about the "gap" activities. <S> If you claim to have been traveling the world, that would be casual ice-breaker questions to help get to know you. <S> If you claim to have been self-employed as a developer, the questions would be much more focused. <S> I would be, if anything, more interested in the work you did while self-employed than in the jobs. <S> What sorts of things do you choose to work on? <S> How productive are you when not supervised? <S> If travel were the primary activity during the gaps, the first set of questions would be easy to answer. <S> If attempting to start a software business were the primary activity, the second set of questions would be easy. <S> This is a case in which the ethical course of action, an accurate resume, is also the most advantageous course of action. <A> As a recruiter, I appreciate the honest answer such as I was backpacking through Europe experiencing diverse cultures and improving my communication skills. <S> It is up to the recruiter to ask more deep dive questions as to why you chose to leave a position to go traveling. <S> Or to ask why there are gaps. <S> Net Net - just be honest. <A> Human resources do not live in a parallel universe. <S> They are pretty aware that potential employees can decide to spend 1 year traveling the world. <S> Candidates could also be taking care of a sick parent, or being sick themselves for 3 months. <S> All these things are not deal-breakers. <S> Where I live they will even try to avoid digging too much into personal details, not out of discretion, but just because this is opening a door for potential discrimination claims. <S> Candidates seem to worry way too much about whether HR will approve of their life-style choices. <S> Being independent does not imply being incompetent. <S> Lies, on the other hand, is a no-no. <S> Note: filling a past gap in your resume implies stretching the truth at best.
| These gaps aren't an issue as long as : you were employed for the majority of this time The personal projects you describe simply don't hold up as substantial experience, especially when you have nothing to show for it. Many times the gaps are easily explained, "went back to school", "took care of an ill family member", " Was downsized" or I chose to start my own contracting business" all of which are acceptable explanations.
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Can I sell my business idea in exchange for a job at the company that might be interested in it? Me and my brother have an idea for a brand new product that would solve one widespread problem among the smartphone users. But due to the fact that we don’t have required resources and opportunities to make that idea come to life, I’ve contacted the company that might be interested in my idea and would be able to realize that project. I described the problem to the and explained how my product would be able to solve it and have provided its advantages over devices that perform the same function. The COO of the company has to replied me and wants to discuss that idea together and ensured me that it would be under NDA. Since I don’t have any prototype of my device but only the pictures of its appearance and full explanation of the mechanism, what can I ask in exchange of my idea to them? I don’t have experience in such things. As a graduate I want to offer them my idea in exchange for a chance for me and my brother to work for their company and some percentage from the sales in case they decide to produce it. Does it sound possible? Should I include my conditions in the NDA? And what type of NDA should I use then? I can’t afford attorney to help me with my occasion, but I hope that I will be able to get advice from you guys. <Q> Probably not. <S> Ideas are a dime a dozen; the value is in executing them. <S> If you have a patent to market that might be a different matter, but even there it's more likely to help your job search because it looks good on your resume than as part of an explicit deal. <S> My father screwed himself over bigtime by making exactly this mistake with his invention. <S> He wanted to be involved in how the device was marketed. <S> Potential buyers were interestedin the device but not in him... and a concept which could have seen him become moderately wealthy instead resulted in his going broke. <S> If you want to sell the idea, sell the idea. <S> If you want to stay involved with it, launch a start-up instead, or make that a seperate transaction. <A> Well, as a fellow entrepreneur, let me tell you that you are doing everything wrong here. <S> And here's why <S> : what can I ask in exchange of my idea to them? <S> The best you can get out of this would be: You can maybe ask them to recruit you to lead a research team centering around that particular product. <S> But, that is highly impossible as you only have the idea and plan for execution, and definitely no Minimum Viable Product (MVP) or product prototype, so they can't definitely trust you to lead a team. <S> You can't even ask them for money. <S> If the idea is really spectacular, then you might be getting several ten(wait, make it hundreds) times less that you'd actually make by making the product yourself. <S> Well, you don't even have a patent too. <S> And all this NDA thing looks like they are willing to buy that idea and would pay you to stay calm about it. <S> As a graduate I want to offer them my idea in exchange for a chance for me and my brother to work for their company and some percentage from the sales in case they decide to produce it. <S> Does it sound possible? <S> Not possible. <S> Why would anyone hire grads to lead a team in the company? <S> For claiming sales from the product the company develops from the idea, then you need to patent your idea. <S> So, don't screw up, and patent the idea before even signing the NDA. <S> And negotiate like a pro . <S> Friendly advice as a fellow founder: <S> And then, attend startup events and meet investors. <S> In that way, you'd be far more successful than selling the idea off to a bigger company and watch them destroy it. <A> You might try startups.stackexchange.com <S> Companies want people committed to a product. <S> A large company would not be as likely as a small. <S> But on percentage be aware you are not going to get more than a few %. <S> Don't come in asking for 10% of gross. <S> And don't accept net <S> and they can take a log of leeway on what is cost. <S> A buddy of mine had an idea for a ski rack and got a job and piece of the action. <S> Problem he had was he demanded VP <S> and he was not a VP performed and they just let him go and the end of his 3 year <S> guarantee.s
| If you really believe in your idea and believe you can make a successful business out of it, then try to scrape money together, just enough to build an MVP and nothing more. You would not negotiate purchase or employment terms in an NDA.
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How to politely tell coworkers that their input is unnecessary or unneeded? I am a manager at a company which has struggled the past 2 years with the changing market and due to this has had several budget constraints. Just recently I finally got a budget to redesign one of our web products that actually will be considered that products EOL (end of life) update. After that the product will have no future updates released. The main reason is a pivot in the core of our business to another market segment. Now that I have a budget, have outsourced the work (all planning and decisions completed for deliverables), and actually have started to execute on the project I received an email from another managers that wants to include their opinions with screenshots of what the update should look like (that boat has sailed already). I worked with one of our business development members for high level input on design but ultimately I am the decision maker. Our office culture is one that is open to opinions and feedback but in this case I do not want this project to distract our new direction, nor do I want to have it get off the rails with features that simply don't matter. My fear about the latter is that we have an owner who has at times had "knee-jerk" responses to managers feedback that have blown out the budget and scope of projects. Question: How can you tell coworkers that their input is unnecessary or unneeded, not only because the plan is already being executed on, but to be honest this is not their project to worry about in a polite and constructive way since our culture is one generally open to opinions? In this case it is a manager who also happened to CC about 4 or 5 other managers/personnel on the communication with their opinion. How can I nip this in the bud so this project stays on focus? <Q> So in summary it sounds like you guys normally all work well together, are open and share ideas, but in this one case that process was not followed for what appears to be a very good reason: expediting this last update to an effectively dead system. <S> How about replying with something like this: Thank you for your helpful suggestions. <S> Just so everyone is aware, this update to Application "X" is the final update as Application "X" has been scheduled to be sunsetted in the near future. <S> That means we are keeping the scope very rigid and the budget tight. <S> As usual, I'm always open to suggestions and ideas but in this case I won't have much wiggle room as I need to ensure that we keep to the scope and budget. <S> Please don't be disappointed if that means that I cannot implement additional ideas. <S> As we pivot to the new market segment, I'll be pinging you for suggestions on how to best do that and look forward to your suggestions in that area. <A> Just say "thanks for your input" and leave it at that. <S> Said input may in fact be useful for understanding longer-term priorities even if you can't or don't intend to act on it now. <S> Chad wants me to explicitly say why: Because this answer acknowledges that the suggestion was probably well intended, acknowledges that it has been heard, and politely sets it aside without any confrontation. <S> I don't know a better way to "nip it in the bud" than to simply not stress about it. <A> Don't just close the door in their face even though that's what you really want to do. <S> Suggest you will either hold on to their suggestions and possibly ask for their feedback if you get another budget to redo the sight. <S> If you're not careful, they could take these suggestions and go over your head. <S> You could be blamed for not taking their suggestions if something goes wrong or the people don't like the site. <A> You don't tell them :-) <S> You say that your company's office culture is to be open to discussions, so that makes it really hard to tell him that you don't want his comments. <S> On the other hand, there are times (like right now) where you have no interest whatsoever to consider his comments. <S> But don't tell him that. <S> People like to be involved, like to have an opinion, so try to let him have his opinion but without wasting your time . <S> I'd tell him truthfully that the whole project is on a very, very tight budget, both money wise and time wise, and that unfortunately, even though his ideas are truly excellent (Ok, that may be a lie), any delay right now even in the planning stage means you will go over that budget. <S> You wish you had thought of A, B and C which he suggested, but unfortunately the train has left the station, and there is absolutely nothing you can do to change things anymore at this change. <A> Senior Management Problem <S> Given these three facts described in the Question: <S> This project is a large one, a significant one. <S> This project is part of a larger change in strategy for the company. <S> Other managers, that is, your peers not just your own subordinates are the ones offering input. <S> …this sounds like a senior management problem. <S> The senior managers have not clearly explained the new strategy being undertaken by the company. <S> They have not made the product plan well-understood. <S> Perhaps they have not made clear the end-of-life nature of the OP’s project’s products; certainly not its timeline as you say the design decision deadlines are in the past. <S> And certainly they have not made clear the need to focus on the future products on which the company is betting heavily. <S> I suggest you go to your boss or the senior managers, very soon. <S> Rely the fact of your getting these offers of input. <S> Explain your concern that this may mean the teams are not in focus with the new company agenda. <S> Ask them to make clear the bigger picture in general, and ask them to make clear in particular that your project no longer needs/deserves their attention. <S> If those three conditions listed above were not true, if this were a more minor project, I would agree with some of the other Answers posted here. <S> But in this case the Question’s problem is more of a symptom of a bigger problem. <A> Be transparant. <S> When an EOL is already agreed on there is no point in letting other managers believe they can provide feedback. <S> I think you could avoid the situation. <A> If you can not hide your project and you can not forbid people from meddling, you next option is distraction . <S> The more trivial the aspect the better, because that way you ensure that everyone can form an opinion about it. <S> You might also consider placing a duck in your project description: An idea which is completely absurd and out of place, so people have something they can shoot down. <S> While people keep arguing about whether the font should be Helvetica or Arial, you can keep developing those parts which actually matter. <S> In the end they will all feel like they did their important contribution and had the share of influence they deserve, even though they actually didn't.
| Report about your project and ask for feedback, but explicitly ask about those aspects which don't really matter to you at all and which can be changed with very little work. Try to keep them from getting too involved by having them get involved at a more appropriate time. Explain the current status of the project and that new suggestions at this time cannot be implemented.
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How to write an email to ask my subordinates to attend meetings My subordinates have not been attending monthly meetings for the past few months. How do I write an email to nudge/drive them to attend meetings? <Q> If the meetings are mandatory, then go to the individuals, point out that they need to be attending the meeting, and explain the consequences if they continue to skip. <S> If the meetings are optional, then a general email about the benefits of the meetings can be sent. <S> But if they still choose to skip, then let them. <S> That's the definition of optional. <A> How do you get them to do anything else? <S> Now, if they're able to ignore meetings because they're actually doing their jobs, you may need to coordinate schedules a little more, setup separate meetings, alter work expectations. <S> Is it absolutely necessary to have a meeting in person? <S> Is there a history that suggests they're unproductive? <S> Finally, punish one - teach a hundred. <A> Write an email to your entire team without pointing to one in particular. <S> Talk about how glad you are that people have attended meetings (point out those who have contributed in the past). <S> Say that the meeting is important so that <insert metric here <S> > . <S> Focus on positive first. <S> If that doesn't work, follow up with individuals (in person) and make sure that you understand why they aren't attending meetings. <S> Do not yell. <S> ( I have to cite this particular chapter as it is incredibly appropriate ).
| You can ask if there are things that need to change for them to attend (less work so they have time to attend, more value in the meetings, a charge code to cover the time spent in the meeting), but even if you change that, if the meetings are optional, then let them not attend.
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What actionable steps can I give to an unintentionally careless programmer to improve? Consider a programmer who has become known for writing careless code. More specifically spelling mistakes and generally mistakes related to not reading things properly. Although not having dyslexia, he describes his situation as follows: He feels he struggles to read individual letters in words, but rather reads words as recognizable patterns. What actionable steps, processes or assistance can I offer to him to improve in this space? <Q> A good IDE will take care of many of those problems. <S> Suggest he switch to one that has automatic spell checking, highlights undeclared variables and other bugs, auto completion/suggestion, and other features designed to catch typos. <A> The first step would be code reviews. <S> Before any code is accepted, it gets reviewed by someone. <S> Spelling mistakes, especially those that make it impossible to find things, must be fixed before the code is allowed in. <S> (I once spent ages trying to find someone else's code where the code was handling "receipt"s, to find that their code was handling "recipe"s. <S> Fixing that at review time would have been a lot less work). <S> Then ask him to seriously look at what tools he has available to help. <S> In my environment, I have one tool to rename anything (so if I find a method "examineRecipe" which examines receipts, one command will rename it everywhere), a spelling checker (which works better with comments because variables are most often not in correct English), and compiler settings that find anything suspicious and don't allow it. <S> As a software developer, it is his job to know his tools and to use them in the best possible way. <A> Assuming that you are referring to the quality / readability of the code, and not outright syntax errors which should be caught by the IDE, take this approach: (1) Tell your programmer that what he is writing is not just for himself - his teammates and any future programmers that might come along. <S> (3) Tell him that as a team player, he is expected to avoid causing others to be confused, which lowers everyone's quality and productivity - in other words the team suffers. <S> (4) Tell him that you or other team members will be conducting code reviews with him before he checks in his code to ensure everyone has a shared understanding of what he is doing. <S> Tell him that the expectation is that the number of issues should be going down over time. <S> And, any issues that are found, he'll have to fix before he is allowed to check in the code. <S> If he refuses to change, then it is probably time to let him go. <S> By doing the above, you'll have a document trail for your manager, which should make it easy. <S> Hopefully, he'll recognize that his actions do affect the team, and make an effort to change which you can monitor with the code reviews.
| (2) Tell him that by not taking a little extra time to review his code before checking it in, he causes everyone else - including, possibly, his future self, to be confused by what they are reading.
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Is a reference letter weighted less if the hirer was a good friend? A recent job that is very relevant to the jobs I'm applying for was a 6 month contract that a close friend from childhood hired me for. Is he obliged to mention that relationship in the letter, and if so, will that mean it will have less weight? <Q> I've never heard of anyone having to mention that they were a good friend of a former employee in a reference. <S> The reference should look and be a professional one and stick to the working relationship rather than the personal one. <S> So basically, don't mention it. <S> As to how it would be viewed at an interview if it was mentioned? <S> I haven't seen a reference like that, but it's not something that would work against you if I did. <S> But interviewers are all different. <S> Good reference letters serve a purpose, but up to a point they're not usually THE deciding factor in getting a job <A> I wouldn't see it as counting for or against the reference. <S> The biggest count for or against the reference is the quality of the writing of the reference. <S> The reference should not be about how likeable you are or about your great qualities as a personal friend. <S> If your friend can write an honest letter that speaks to your professional qualities, then he can be a good reference. <S> It certainly gets muddy, but there is a definite difference between friends that you'd have regardless of what career you were both in, and friendships you've built as part of your profession. <S> Doesn't mean the friendship is better or worse either way - the part of awareness is where the reference's esteem of you has more to do with the non-work stuff than the work stuff. <A> It is almost expected that the person is a friend. <S> The career world is half who you know <S> and how well you know them. <S> I'd leave how much disclosure should be made to the person providing the reference letter. <S> If they give none, none is alright. <S> If they gave some, that's enough. <S> If you're asked, disclose as much as you want. <S> When I've been asked for reference letters in cases like yours, in the second or last paragraph I will bury a comment like "Daniel is a very passionate, hardworking individual that I've had the great experience of knowing for 18/many years." <S> Because of my age and my earlier comments in the letter, it would then become apparent that we've known each other in both the professional world and in childhood.
| If this is a very close friend with a relationship that is largely outside of the workplace, it's not wrong to mention it, and it may be the most ethical thing to do. It should be about the great work you've done and the professional skill set you've demonstrated on the job. It's a grey area.
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Should I send a second follow-up email to schedule an interview? 10 days ago, I received an e-mail on a Friday from a potential employer offering me a Skype interview for a position I applied for. They said directly, "I'd like to speak with you this coming week," and asked for my availability. After giving them my availability, I didn't hear back. I sent an e-mail the Tuesday after (3 days later) to "check in" and gave my availability again. Still nothing. Should I send ANOTHER follow up e-mail? Would it be acceptable for me to call? Or should I just wait? <Q> You are trying to wring blood from a turnip. <S> I suggest you leave them and concentrate on your next prospect. <S> The reason is what you're experiencing now: one company pauses (forgets, cancels) <S> the process, and you sit waiting. <S> If they end up getting back to you with a, "sorry, we already filled that position," then how much time have you wasted? <S> Could you have put that time to better use instead? <S> Forget these guys and get to work on your next company. <S> Smart companies know that good people don't stay unemployed long, so when they find one, they don't waste time messing around. <A> Interesting situation. <S> It's incredibly unprofessional of them to leave you hanging like that, and it should serve as a red flag for you. <S> That being said, in order to remove all doubt, you should simply call them and get an answer. <S> I wouldn't hold my breath however. <S> Sadly, chances are that their behavior is due to having found a candidate they prefer over you. <A> I recommend giving them a call. <S> From being on the recruiting side throughout my whole career, I have seen many reasons that could explain your experience. <S> (Not necessarily acceptable professional reasons, but reasons, nonetheless). <S> As a Recruiter, I would have given a candidate a chance to explain even if they were a no-call-no-show to an interview, because you never know what might have happened. <S> I see this as the same type of situation. <S> A Recruiter could be out sick for a week, and despite having backups, etc., some things slip through the cracks. <S> I've seen Recruiters so incredibly busy that they keep thinking it's "next on their list" and keep unintentionally pushing off setting up your next step. <S> They could just be waiting on the hiring manager's confirmation, which they expect to get any second. <S> And, for whatever reason, the hiring manager isn't getting back to them, so the Recruiter didn't mean to delay 10 days <S> - they kept thinking any-minute-now they'd have their follow up for you. <S> Those are some devil's-advocate possibilities. <S> However, I hope that offers some perspective on what could be occurring on the other side.
| Remember, when searching for a job, the only time you stop pursuing companies is when you have a written offer in front of you that you are willing to sign.
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How do I approach my boss about dissatisfaction with current project? Background. I like the people I work with, but I hate the project I'm in. The business knowledge is kept inside one person's head and that person is remote and always busy, so it is incredibly hard to understand the application from a business perspective, least of all the application itself. The code is a mess from every standpoint (bad practices applied, slow code, no unit tests, etc), the backlog is piling up with tasks and yet I have NO IDEA how to tackle them because I don't understand the business behind it, and there's literally no documentation I can consult. If I change something there's 99% chance I broke something else but I can't find out what because there are no tests of the existing code. Idea. So I considered talking to my boss about this (he's not the project leader). I've told him before what I think are the project's problems and he said he understood but I don't think I conveyed very well how bitter I am, nor do I think that the changes I suggested will be applied any time soon. Possible outcomes. If he moves me to another project in a reasonable amount of time, then great. But what if he doesn't? I've been to a couple of companies, interviewing, but I haven't been able to land up any offers. Also, the process of interviewing is tiring in itself and after being let down a couple of times I don't feel in the mood to keep on interviewing (yes I know this is contradictory). I interviewed at places where I really wanted to work at. Now I'm left with random offers that appear in my inbox. Finally, I worry he might start to think I want to quit and fire me. I don't want to be fired; if taken to that extreme I want to be the one to leave. I'm in the software development industry, have some prior experience but nothing too big. I'm young and I have lots to learn, but I find it frustrating that I can't find good places to work at in an industry that's been said to lack employees. Granted, I've interviewed at top notch companies and got the same feedback ('lacks technical skills', which is true). Also, is quitting without an offer an option for me? I'm not worried about my finances. <Q> You got thrown in a mess, it happens. <S> Either buckle down and do the best you can, or whine about it. <S> If you're fixing something and breaking something else, then that's your fault. <S> You need to go through all the relevant code until you have an idea of what you're doing. <S> Just be systematic. <S> I'm assuming this company has been around for a while, so someone in there knows what they're doing, make sure you're one of the people who knows what they're doing as well <S> and if the others are as incompetent as you think they are you will either rise quickly or get a lot of valuable experience and knowledge. <S> Meanwhile look for another job if you want, or motivate yourself to succeed where you are for a while. <S> As far as approaching your boss about being dissatisfied goes. <S> It's best to actually have positive achievements, time, and experience under your belt before rocking a boat that might tip over on you. <S> In other words don't complain without some sort of solution to pitch. <A> Also, is quitting without an offer an option for me? <S> I'm not worried about my finances. <S> Of course - quitting without an offer is always an option, if not a good one. <S> You might not be worried about your finances now, but will you get worried if you can't find a new job for months? <S> As you say, you "haven't been able to land up any offers". <S> And you know that an employment gap doesn't look good on your resume. <S> Many hiring managers look down on someone who quits an existing job without having another one ready. <S> Some view that as an indication that the candidate doesn't care much about working. <S> And if you go a long time without work, you have other hiring managers wondering why you can't find a job. <S> My overall suggestion would be to tough it out on this project and get it behind you. <S> It doesn't seem to make sense to quit a job and people you like, just because of one project. <S> As you say, you are young and have a lot to learn. <S> One thing to learn is that work won't always be fun - <S> you need to find a way to persevere even when it's real work . <S> But if you can't get past it, find a new job first. <S> Even if you find it tiring and you aren't in the mood, suck it up and work harder to find a job you will stick with. <S> Land a great job, then hand in your resignation at this one. <A> Ok, first of all "IT" means the guys who do infrastructure, meaning keeping the LAN and email running. <S> You are in "Software Development," not IT. <S> There is no shortage of second-rate programmers who picked it up after finding out that playing guitar doesn't pay the bills, so don't think you are some kind of special snowflake. <S> Don't offer your opinions to the boss. <S> Work doesn't get done by words, and you are not in a situation that will be helped by talking to people. <S> Every software project is as you describe. <S> The only thing that is different is the attitude of the programmers. <S> I remember once I was working at a company that hired some 45-year-old programmer wannabe and the jerkoff comes in and starts whining to the boss how my 30,000 lines of code are "spaghetti". <S> He was a no-talent, unproductive talker--gone in 30 days. <S> Guy probably never wrote 1000 lines of code in his whole life. <S> I am more a manager now, but back when I wrote code when I came into a project I could care less what the existing stuff was because I was so productive <S> I would have 10x the functionality soon enough and the old stuff would be just a distant memory. <S> Stuff I would keep around for nostalgia's sake. <S> Best practices, don't make me laugh. <S> Look, when you can write 50,000 lines a year, then you can start lecturing people about best practices. <S> Otherwise, you should just focus on getting what you can done and let other people do the talking.
| There is zero chance you can turn this into your dream project by persuasion. Concentrate on the tasks you are given, document and comment them.
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How to tell my superior that they are making a misinformed decision? I would like to first inform you that I am being vague with specifics intentionally to protect myself, as I am aware that some of my coworkers browse Workplace Stack. My superior often goes to one of my coworkers, a man who has been in the field for very many years, for a second opinion on various technical issues. It is almost always the case that his opinion determines my superior's decision, as my superior is not very familiar with this field. Part of my job is to identify errors/inefficiency and flag them accordingly. I raised a problem to my superior and naturally they approached my coworker, who felt it to be not problematic because X reasons. But I feel I must first provide some context for your understanding. The field that I work in is constantly changing, and although my coworker has been in the field for several years, I feel that sometimes his opinions are based on experiences from many years ago that may not be so relevant nowadays. I have been in the field for about 5 years and am a lot more 'fresh' than he is, and I keep up to date in the field much more regularly than he does, as another part of my job is to be very up-to-date in this field. His job is slightly different and does not require this. Because of this, I know irrefutably that the issue I flagged IS a problem, and have hard evidence that the reasons that my coworker provided are no longer valid nowadays, but used to be the case maybe 10-15 years ago. My superior dismissed my flagging with a 'my decision is final' tone, which I was not too pleased with, considering the fact that I know that he is making the wrong decision. Whilst this problem is not company-crippling by any means, it would damage the reputation of the company over time if left unchecked, as it'll make us look outdated. Should I raise this with my superior, providing the evidence that I have of my coworker's input being outdated, despite him giving me a clear 'my decision is final' tone? I am not too good with dealing with workplace politics because I tend to be blunt in my responses, so please feel free to critique what I am thinking of sending my superior (roughly). Hi name , I understand that coworker is highly experienced in the field, andrespect that. However, his reasons for this being a non-problem areno longer valid, though they would have been many years ago. I've attached below a document that demonstrateshow this is the case. Your decision is of course final, but as a loyal employee of this company, I would want for company decisions to be as well-informed as possible before coming to a final decision. Regards, Me. <Q> Your manager is the one responsible for the project. <S> You completed your task by telling him that there may be a problem. <S> If he has a different opinion, that should be fine with you. <S> If something crashes in the future because of non-action of your manager, it is not your problem. <S> If you think this can get severe, document everything you told your manager. <S> Write an email to him about your concerns, maybe cc-ing some others (but don't threaten him, this is only for documentation!). <S> If he blames you afterwards about the crash, you have something to prove your innocence. <S> Bottomline: don't let this get personal. <S> You will do many "useless" or "wrong" tasks during your work life. <S> This is okay <S> as long you don't let this get to you, and you were not the one deciding it. <A> You could drop it now; you said your thing and the manager said "no". <S> However your "problem" is actually your coworkers expert advice. <S> You could go to him and say: "I heard you don't think foo is a problem, I'm still a bit concerned. <S> Could you explain how X, Y and Z are handled?" <S> Best case scenario, you are convinced that you were wrong and it isn't actually a problem or he is convinced <S> and you can go to the manager together. <S> If you get any pushback you can easily drop it since the tone is a conciliatory "explain why I am wrong, rather than accusatory " <S> You are wrong!". <A> Don't refer to said coworker specifically. <S> Blaming the other person or mentioning their erroneous ways may just make you appear nasty, even if worded correctly, because these two obviously get along together and trust each other's judgement. <A> The decision is final. <S> Trying to change a final decision is rarely a smart thing to do. <S> You probably won't succeed, get all worked up about it, and possibly upset some other people. <S> There is a chance that everything will work out perfectly and there will be fairies and butterflies, but that chance is small. <S> You should have some form of regular feedback meetings, these might be retrospectives, monthly one-on-ones, or something similar <S> *. <S> Bring the real concern up in one of these: <S> You are hired to do a job, you know your stuff, and you take pride in doing your job well. <S> Not being trusted by management to know your stuff is demotivating. <S> *I don't mean the annual performance meeting, a year is far too long to have any relevant feedback loop. <S> If you only have these, you need to consider scheduling a meeting specifically for this issue. <A> The high road in this particular case would be to first convince your coworker that you have a valid argument against what he proposed, and then, together, approach your manager about revising the decision.
| I think try not to make it personal. Perhaps mention that your recent experience has lead you to believe X Y Z and then perhaps use some form of evidence or relevant example to back it up.
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Boss accused me of incompetency and misrepresenting my skillset. How to respond? I was assigned a task of staging some code on our dev servers. Most times this is an easy task. However this time my boss only gave me the FTP credentials and IP address of a client's server. He also suggested using a WordPress plugin to help with the staging of the site. The plugin failed to work. My next approach was to copy the files via FTP. Client's host dropped the FTP connection several times and limited the download rate to 1-2 MB/s. Boss expected this task to be complete in no more than an hour. I far exceeded the time limit due to not being briefed well about this project and the technical challenges. He grabbed me in the hall way and essentially accused me of being incompetent and misrepresenting my skill level. I've had a good track record of setting up staging environments. This one I worked on over the past two days was an edge case fraught with novel challenges. He kept on upping the pressure on me to complete the task. For 20 minutes he just stood over my desk. "If you fail this task, we'll lose our biggest client." "I thought you knew your shit! You're failing." He called me out on taking his feedback "personally". Well, yes. If you're going to call me out on my competency and skill level, it is going to get personal! How do I respond to his serious accusations? I can do my job as long as the environment is not a pressure cooker cum reality series drama. <Q> Could you have reacted differently to the situation in a way that would have been more productive? <S> Set aside all fault and whether this guy is a jerk <S> (sounds like he is). <S> Just answer that first question to your own satisfaction every time something like this happens. <S> Also, do what you can to not lose clients. <S> It's a more interesting problem to solve than doing what you can to appease jerks. <S> And try to stay calm. <S> I'm at a fairly high pressure gig right now and am constantly having to remind myself not to spaz when everybody else is freaking out. <S> It's the only way I can be useful. <S> Stop drop and assess the fire before letting somebody else tell you how to put it out. <A> If you're going to call me out on my competency and skill level, it is going to get personal! <S> Well it shouldn't. <S> This is what it takes to call yourself a professional. <S> If you fail at a task your skills in ability should come into question, but not in the sense of having some character flaw. <S> If he calls you an idiot, that's personal. <S> What should really upset you is the accusation that you misrepresented your abilities. <S> Now you're being accused of being a liar. <S> Many people take that personally and they should. <S> My suggestion is to wait until you are both cooled off and ask for a private meeting. <S> State that you have in fact performed these duties before, so you don't consider yourself a liar. <S> He may or may not agree; not sure where you can go from there. <S> As far as this situation, make it a learning experience. <S> Ask your boss, what you should do when there are circumstances that prevent you from performing a task or there is a risk of it taking longer than normal. <S> While you're sitting there watching a file transfer very slowly, you do have some time. <S> Some people like to get bad news early (If they're smart.) <S> and shouldn't kill the messenger. <S> You never know, he may have had a suggestion to speed up the process, but when he feels like a big client account is in jeopardy <S> , it's difficult to stay in control. <S> Some people react to pressure differently. <S> You may also suggest that watching over your shoulder is the best way to hinder your performance. <S> Many people can't even type when someone is watching let alone trouble-shoot complex problems. <A> There is nothing wrong with defending yourself when falsely accused of poor behaviour, however, think about the manner in which this can be done. <S> Try to include a statement that acknowledges the perceived problem, such as "I understand that it appears it was my slow progress that held up xyz, but I honestly worked with the tight time frame in mind and I feel it was not due to a fault of my own that I was slower this time." <S> For example you could agree with the guy, " <S> Yes I understand that is how you feel, I shall definitely keep this in mind in the future." <S> Generally try to be non-reactive, even though you feel it is a personal attack. <S> With time the other person might realise they were wrong and that other factors came in to play. <A> What he did is more like a taunt than an accusation. <S> An accusation is when your boss goes to someone else and tells them you exaggerated your credentials. <S> Personally, I think bossing somebody around to do something they themselves are incapable of is kind of a loser move. <S> If it's so important, why isn't HE taking care of it? <S> Blaming shit on your underlings is what losers do. <S> If you want to try to smooth things over, tell him you are very sorry he got the wrong impression about your skills and focus on the details of the problem. <S> Explain the 10 different things you need to do to fix the problem and what you are doing in each case. <S> The better he understands the details of the problem, the more relaxed he will become. <S> People get agitated and angry when they don't understand something. <S> Right now he is angry because he does not understand why the problem is not getting solved fast enough. <S> Help him understand why that is.
| Also try to accept that somebody may just need a reason to blame you, or anyone else for that matter, and hat appearing modest and humble is better than just retaliating.
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Connecting with social media Is it ok to try and connect with coworkers on social media, ie Facebook or Instagram? I genuinely like my coworkers and enjoy their company at work, and I do have one friend who has since left the company on Facebook. I would never add my boss or manager on social media, but what about other colleagues? <Q> It is not inappropriate (I have one or two) <S> - but you do have to make some considerations: <S> While it should be stated that you need to be careful with how you present yourself on social media, this gets more of an issue when you start adding workmates. <S> Your new workmate friend may also be friends with another workmate who is friends with another colleague that you just bitched about - prepare for a frosty reception the next day. <S> Or there's another chain to your boss and you've boasted about being hungover and calling in sick. <S> Would you regularly socialise with them outside of work? <S> This is usually my benchmark, and I generally don't add a workmate until he is already an outside-of-work mate. <S> This is more of a preference. <A> Connect with anyone you want. <S> But first vet your posts to see if they are suitable for that audience. <S> I don't post anything much work related <S> and I'm not really interested in having others post anything about my work. <S> So factor in considerations like that. <S> Also many of us have family on our fb and <S> sometimes, not all of them are 'housetrained' and suitable for wide distribution if you know what I mean. <A> Yes , it is completely okay to connect with co-workers on social networks; <S> but only if you know them(in fact, if they know you) very well. <S> Generally, people wouldn't be willing to add people who they aren't close with or share a rapport with. <S> I would never add my boss or manager on social media Just saying. <A> This truly depends. <S> You have to decide about your threshold of transparency. <S> Adding colleagues can alter the tone and content of your postings. <S> I would not hesitate to add colleagues to my twitter account, linkedIn or Xing, and even Google+, but definitively not on facebook. <S> Not because I post inappropriate stuff, but because of visibility of my friends' posts. <S> ("Friends of friends" and "public"). <S> I am not afraid of what my friends post, but there is the occasional slip of family members that I can hide from my timeline, but not others. <S> I have decided on the level of transparency on all of my networks. <S> I use them primarily as an outlet for my blog. <S> My blog is in a rather different field of interest (christian theology) than my profession (computer programming), thus my colleagues might not be interested anyway. <S> And that is another criteria for me: what do I focus on, and do interests overlapp. <S> Younger people than me (baby boomer) have a different attitude towards transparency. <S> If your workplace consists of Generation Xers and Millenials, you might be more prone and open to add them. <S> Members of the baby Boomer generation see things totally different <S> and I would be more cautious.
| If you have a nice rapport with your manager and/or your boss, you can definitely go ahead and send them a connection request on social network. As Joe mentioned in his comment - some people are more guarded about who they add on social media, so don't read too much into it when someone rejects or doesn't respond to a friend request.
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What actionable steps can be taken to refocus discussion on solutions rather than problems? I'm on a small scrum team at a software development company. I've noticed that all of us, including myself, tend to speak and think in a very negative way. Just some examples; please don't focus too much on the specifics of my examples. that feature is too big we don't have enough details to get started this would be easier if we had "x" these all could easily be rephrased into positive and constructive statements/actionable items let's meet to break down this feature let's meet with the stakeholder and get some more details What are the steps to get "x" installed at our office? it will improve our processes and make us more productive How do you go about getting a team mentality shift? the negativity is starting to affect everyone on the team <Q> I think you've pretty much made that first most important step: realizing that you're being overly negative, and deciding to actually change that about yourself . <S> You may wish to to communicate this goal to the rest of your team and get them on board with changing that about yourselves, because otherwise you risk getting frustrated when you try to be Mr. Optimist, and everyone else shuts you right down. <S> However , if you think they'll get offended if you take this approach then you simply have to commit to becoming the office cheerleader. <S> The next time a daunting project comes up try to take charge of the conversation and challenge people to think outside the box, and be creative rather than give up: "That feature is too big" <S> You: <S> So guys, how could we break that up into more manageable chunks? <S> Could we slowly build it behind the scenes, create duplicates of some methods, and then eventually just go live? <S> If our lives depended on it, how would we do this? <S> Best idea gets a beer on me at lunch on Friday! <S> (alternatively: let's come up with a solution, and if we do, i'll bring in donuts tomorrow morning!, etc.) <S> "We don't have enough details to get started" You: <S> I'll get a meeting set up and get more information. <S> In the mean time though, how do other applications/websites/etc. <S> implement this sort of feature? <S> What sort of things should I ask them about in the meeting? <S> Let's come up with a list of possible features and functionality so that I know how to steer the conversation. <S> Again, get them thinking about a solution instead of simply giving up. <S> "This would be easier if we had " <S> x"" You: <S> Yea, it would be, but since we don't have it, how could we MacGyver some similar functionality? <S> Who's gonna be the MacGyver of the hour? <S> Just try to inspire them and get a little bit of a challenge going. <S> You may have noticed I'm not exactly a behavioral psychologist. <A> I have been in teams like this, the best way I have found is to make a concious decision to be positive myself. <S> Once you make that mental shift it becomes a habit and has two effects. <S> (the habit sticks with you throughout your career and keeps benefiting you) <S> Firstly your own outlook improves and you tend to walk around smiling, <S> the bigger the difficulties the bigger the smile which has nothing but positive results for you personally. <S> This gets noticed and you create a very good reputation for yourself as the person who keeps their head when the chips are down. <S> Secondly it rubs off on others, and uplifts the whole team. <S> Particularly when they're dealing with you, they become solution focused, they will want to be working on a problem with someone who thinks it's easily solveable. <S> I have noticed this mood shift when I get involved many times. <S> I don't worry about others attitudes, I let them change themselves, I'm not their babysitter. <S> They can either be part of the solution in which case great, or they can continue to be part of the problem, in which case they just make me look good. <S> You can't force a mental outlook change on others, but you can influence it by how you yourself behave. <A> Look for root causes and be prepared for the idea that solving them completely may be above your pay grade. <S> Use something like 5 <S> Whys to see what's really eating your team. <S> If there are fundamental problems (layoffs in your company, etc.) <S> then addressing symptoms / cheerleading isn't going to work. <S> From your examples it may be something like a mismatch between management expectations and team capacity. <S> If so, ask a 2nd question here with more details about your particular situation.
| I would suggest Googling team building exercises and other things like that - I'm certain you'll find a lot of resources relating to this topic.
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Is it an acceptable move to work for a low-quality company when looking for an entry level job? First full disclosure - this question is actually about my wife, but she comes to me for career advice, and I'd like to give her an accurate answer. Recently, my wife got an interview with a local company involved in drop shipping - the position she is interviewing for is a 'customer support' position, but will involve considerable knowledge of code and computer programming because she will be assisting clients with online service issues - they essentially service clients looking for a vendor to perform drop shipping for them. We did some research into the company and found some positive reviews and promising goals, but recently came across a few, more recent, unfavorable ones suggesting there may be some upper management problems. Nothing to indicate a lack of integrity in terms of timely payment and providing services and employment, but suggestions that the management of the company may not be entirely likeable, and specifically suggesting that they may hide stock options from new employees. While this isn't the ideal work situation for her, we are in a situation where we could truly use the additional income, and my wife could really use, at the very least, an initial break into the working world to at least build up some recent professional experience (She has done private work, but that was years ago). If she is offered this position, despite knowing the low quality of the employer, is it reasonable to take the job and bite the bullet in order to gain some employment? Knowing that the pay and the experience will be there, but that the work environment may be less than ideal? <Q> Here's a better question for you: <S> does she have anything else lined up? <S> And just how badly do you need the extra income? <S> If the answers are "no <S> , she does not" , and <S> "we really need it" <S> then the answer should be pretty clear. <S> Remember that she can always keep looking for a better job while employed there. <S> If, however, you can afford the luxury of looking for yet another job then simply do so. <S> The only thing to keep in mind is that jumping jobs after only a few weeks/months is maybe acceptable once, but you want to avoid such a pattern emerging on her resume. <A> The problem with online reviews and services such as Glassdoor is that the large majority of such reviews are written by a very vocal minority. <S> Employees that have been fired, laid off or have an axe to grind routinely turn to such websites to vent their frustrations which makes drawing conclusions from them very difficult. <S> That doesn't mean that you should ignore them. <S> Reviews that are rational, well-written and <S> not obviously vitriolic can point to systemic problems that could legitimately impact you if you were to accept a job there. <S> Posters with multiple reviews are also more reliable, but Glassdoor doesn't publish that statistic. <S> But even if there are recurring issues that are mentioned, you generally have no way of knowing whether they would affect you in your specific role, in your specific department, under your specific manager. <S> The best use for these reviews is as an inspiration for questions to ask during the interview. <S> Ask about the management strategy, why the person previously in your role left, potential downsides of the company and so on. <S> You can often be very specific with your questions as long as you remain tactful and avoid outright criticising a company based on hearsay. <A> Absolutely. <S> While job hopping does not look good on a resume, I don't see there's any issue with doing it once while starting out, when you don't have many options. <S> Meanwhile, I don't see any benefit in her holding out for a better position, except maybe if it seemed pretty certain she was about to receive another, better offer. <A> Your career is the most important asset you have. <S> You must actively manage it. <S> You don't want to work for an ineffectively managed enterprise. <S> Really, you don't. <S> You need to probe before you take the position. <S> Ask if the position is newly created or being filled. <S> Ask what happened to the person formerly in this role. <S> Talk to the people working there and ask questions. <S> What's it really like? <S> Also remember it's easier to find a job when you have a job. <S> If there are no glaring red flags, then give it six months or a year unless it's such a poor fit <S> it's affecting your physical and mental health outside work. <S> If that's the case get out ASAP. <S> You mentioned IT and coding - these jobs live in dog years, and many IT recruiters have told me the average tenure is 15 months to 2 years. <S> I've been in the field 20 years and the longest I've been anywhere was 3 years. <S> Don't buy into the thought you'll never find another job. <S> Early on you may think this is the case, but it's not. <S> Most of the time I see others move on (and I've moved myself) when the support for learning new technology tapers off. <S> In this field if you're not staying current, you're falling behind - and you don't want to be an obsolete developer.
| When you're just starting out, any experience can be helpful in finding your next job, and as long as she would have no particular contractual obligation in that position, she could still continue to search for a better job, and then she would be able to afford to be picky.
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How to deal with being the 'loud person' There are already a few questions and answers from the perspective of workers who deal with loud colleagues: Loud and unprofessional employee and What can I do about a very loud coworker? As someone who is aware that they often speak loudly how can I deal with/overcome this issue? I already make efforts to be aware of my volume but frequently only notice my volume at the end of a conversation. It’s particularly difficult for me to control when explaining my work to new hires who I am essentially training, mainly because I am proud of my work and enjoy discussing the technical aspects of it. Other than trying my best to be more conscious of the issue I'm not sure what else to do. Things I've tried: I have asked the people I speak with to let me know if they notice me talking loudly but I would prefer that my problems dont require effort from others to overcome. I have also had my hearing checked and that is not the issue. If I know that I will be having a potentially loud conversation I try to take it to our kitchen/plaza area but that isnt always an option as we need to be sitting at a PC. Occasionally a select few individuals will make comments like, "God why do you talk so loud?". Although they are the kind of person to bug you as a sign of affection and comfortability it leaves me feeling very bad about myself because I am not the kind of person to knowingly annoy others. I'd like to solve this problem before someone feels inspired to create a SE question about dealing with me. <Q> One way actors learn to project their voices is to remember that they're speaking to someone at the back of the theater, not the other actors on stage. <S> You could try reversing that -- imagine that you're always speaking to someone only a foot away, and see if that teaches you to use your "indoor voice". <S> @jamesqf's suggestion to ask a speech therapist for help is a good one. <S> Also, get your hearing checked; unnecessary shouting often indicates that the speaker isn't hearing their own voice very well. <S> There are many smartphone applications that can work as volume meters. <S> Try practicing with one of those to become more aware of what you're doing. <S> If speaking on the phone, remember that phones are designed for people speaking as they would to a person not more than three feet away. <S> You really do not have to shout for the phone to hear you. <A> There are 2 possible solutions here : <S> Whisper Whisper?? <S> ? <S> You say, why - yes. <S> Whisper. <S> The reason is that you probably cannot, and I doubt that any of can really, adjust your natural volume. <S> And that's not a bad thing, it's just how we are. <S> Now, in an office environment it's generally nice/considerate/wise to be considerate of the others in the nearby vicinity. <S> Well, it isn't a library - however, in your case - you admit <S> and you've been told so - that you have a loudness issue (it's not a thing to be ashamed of) , <S> but that's how you'd cope. <S> Find a room <S> Are there any conference rooms around? <S> This may be the easiest solution of all. <S> Just take it to a conference room, where you can speak normally best ! <A> If you're aware of it and deem it a problem. <S> Then it's up to you to do something about it. <S> and/or <S> Speak quieter, cultivate a habit of consciously lowering your volume when speaking. <S> You are already doing it to some extent, but it hasn't become habitual yet. <S> You just need to keep making the conscious effort until it does. <S> We can train ourselves to do almost anything that's possible on a physical level. <A> Practice: Practice speaking at lower volumes in this way - speak a sentence at your normal volume. <S> Increase the volume and repeat the sentence. <S> After you increased your volume by say 2 arbitrary scales, repeat a sentence by reducing your volume. <S> Do all this while you are recording your voice. <S> Ask a friend or confidante to tell you which scales among these is an acceptable one. <S> Record that scale. <S> And then keep doing this exercise at home.(Increase and decrease your volume and settle at the correct/ recorded scale) <S> When at your workplace, try setting your meetings in conference rooms, and avoid using headphones when at desk because headphones make it difficult to judge the volume of your own voice. <S> Hope <S> this helps. <S> All the best! <A> Do you think you have a higher tone of voice than others? <S> Often higher tones sound louder than lower tone voices. <S> Perhaps practice speaking in a tone or two lower than normal. <S> Also, perhaps try to speak with your mouth less open, ie make a smaller size opening when speaking, as a wider mouth will project further. <S> As this may make it more difficult to speak, it may help. <S> Do you think you speak rapidly as well? <S> Sometimes I find I speak louder when I am talking faster, as the words come out very quickly. <S> Perhaps try slowing down the rhythm of your speech, and this might also lower the volume. <S> If you are having trouble speaking more slowly, try using new vocabulary so that you have to concentrate more on each phrase and sentence while you are speaking.
| So you can explain to your listener , "Hey I need to whisper because I have a REALLY loud voice, and though I may try to reduce the volume - it'll be too loud." See someone who specialising in speech problems if you must.
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Dealing with a negative reference from a old hostile employer Long story short, I worked in a small start up company as a developer for 5 years, and by the end of it things went sour. The problem laid mainly with management and the way they were structuring their project - they did not run it in an agile structured way and blamed the developers when anything went wrong. For example sprints and burndown charts were not used for measuring productivity, instead productivity was measured based on subjective opinion which ultimately lead me to getting a disciplinary hearing. I resigned and cut my losses. I have since moved on and secured a job as a PM at a relatively good company. I am an agile PM, so now have a lot more awareness of what went wrong at the previous company, and do things differently to my ex line manager with a lot more success. My MD is extremely happy with my performance, since I have given the company a strong sense of direction and structure that has improved productivity. The problem that I have now moving forward is that at some point I may decide to move on and go corporate, and since many corporates ask for 2 references, I am likely to get one really good one and one bad one. After doing some HR, I have seen (from ex employees) that some corporates ask for performance ratings and if the person has been taken to a disciplinary on the reference form. What is the best thing to do? I would remove my previous company from my CV, but I will then have a 5 year gap. <Q> First, don't remove the work experience from your CV. <S> That will cause actual problems rather than perceived problems. <S> Do you not have any colleagues from the first job you could use as a reference there? <S> The last time I gave references, I used a colleague, a previous manager (who I trusted that if I asked her to be a reference would keep it confidential), and another previous colleague. <S> All from my current company. <S> References don't have to all be previous management. <S> Another approach would be to just give references from your current company. <S> This is easier the longer you are at that job, but unless you are explicitly asked for "a reference from each company" there's nothing necessarily wrong with this. <A> There's no rule that you must give references from every company, or the most recent companies you've worked with. <S> In the startup world, it's pretty common for your previous employer to be out of business, and out of touch, anyway. <S> Work experience is an entirely separate issue. <S> I would never leave a gap on my resume because of a bad employer. <S> As an agile PM, you have two types of references that are useful--up and down. <S> It's common to give one manager, and one coworker/direct report (in the case of a PM, a scrum master or lead developer in an agile team). <S> This gives a more complete picture anyway. <A> Just tell prospective employers that you had a nasty falling out and that you felt that blame was poured out like champaign on New Years eve. <S> While you have no problem with them contacting them for employment verification, they should be aware that they may not speak well of you beyond that. <S> Try and make this clear and then also ask that any correspondence from them be shared with you. <S> That way if the new comapny decides not to hire you based on something said in the correspondence you can use it legally in a slander case if the correspondence devolves to that point. <S> If the old company is smart (although it sounds as if they are not), they won't do anything other than confirm employment and possibly share that there was an unspecified disciplinary note. <S> You should share that in any interview at the appropriate time with either the hiring manager or HR. <S> The classic 'Tell me about a time when thing didn't go well <S> ' question is a great time to roll out this story. <S> Share how you have since learned the benefits both of Agile, but also listening to what agile is telling management <S> , you sound like you have learned a lot since then and are a great PM. <A> If you will only have two prior employers, you may have a hard time providing references without getting someone from the previous employer. <S> Questions will be asked and even if the reference provider is favorable to you, some of the history may come up and you need to be prepared to discuss it. <S> We all feel like we do a good job <S> and if there are failures, the blame lies elsewhere. <S> The reality is that we can't hide from our own involvement, and while we might not have been the root cause, we still could have done some things differently. <S> Be honest with yourself about your role and be prepared to discuss it. <S> This introspection and being able to talk about it with an interviewer will show that you learned and grew from the failure. <A> I think this depends on what kind of job the next one is. <S> For a PM job, your current references are much more important. <S> If you want to get back into programming, you may have some explaining to do. <S> Mainly the next hiring company is going to check your other job experience to make sure you worked there when you said you did and in what role. <S> Unless you ask for a specific reference, most companies in the US will say very little so it doesn't look like they're trying to make you look bad without cause. <S> Anyone who gives a poor reference to someone they employed for 5 years is suspect to me. <S> I would point-blank ask them if they are this incompetent in their hiring, ability to manage people and have the guts to get rid of people who can't do the job instead of waiting for them to leave. <S> Use the situation to your advantage. <S> You should explain what it is you learned from becoming a PM and how other situations could have benefited from it. <S> I always what to hear what people would say if asked what would they do if they had to do it over. <S> Just because you had a bad experience as a programmer shouldn't affect your ability to be a PM especially since you were successful at your current job. <A> I assume that you have a good relationship with the current employer and therefore can get a good reference from them. <S> You need two references in the UK. <S> One can be a work reference - you have that. <S> You need another reference - Just get a personal one. <S> One of your friends can do this.
| Negative situations aren't the problem, how the negative situations are handled is the indicator of how you will perform if a similar difference of opinion were to arise at the new employer. A reference doesn't necessarily have to be a manager or director.
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Should I mark up my normal rate when using a freelancing site which takes a cut? My rate for direct freelancing projects is X. A client has asked me to use Upwork, which takes a 10% cut. Should I increase my rate to X + 11%, putting the overhead on the client, or keep the same rate and take the overhead myself, or somewhere in between? I do not know if Upwork charges the hiring party anything, but that seems likely. My first thought is that, since the client has requested this third party which is not strictly necessary, he should eat the cost of it. When a client wanted to use PayPal a few years back, I added the 2% overhead to the bill (depositing a check would have cost me nothing, after all). However, part of the reason I can charge a higher rate as a contractor is because I am my own marketing department; working with an organization such as a consulting company or freelancing site mitigates that. Is there a generally-accepted practice, or is this wide open to opinion? For context, I'm in the U.S., and consult for database design and a business intelligence. <Q> In my opinion you should make the rate you require- <S> the additional costs mandated by the client should be their costs of doing business. <S> So add the markup to cover- <S> there is no reason you should bear the cost of doing this business. <A> It depends on how badly you need your client. <S> Standard operating procedure in a situation like this is to inform your client that Service, Tool, Strategy or whatever that they'd like to use will add a cost/overhead of X% which will be reflected in your rate as Y. <S> Then let the client decide whether he's okay with that increased cost. <S> A negotiation can sometimes follow to determine how close to X <S> your Y will be. <S> Major factors to consider there are you relationship with the client (past/present/future), the value of the tool or service to the contractor, impact on planning and so on. <S> But typically, clients will be aware that extras cost more and won't make a problem of it. <S> Some will decide not to take the cost and drop the requirement. <S> Almost all clients will appreciate a contractor who's transparent in his pricing. <S> A rare few will reject you outright for having the nerve to charge your costs through to them and tell them about it while they wouldn't bat an eye if you just gave a higher base rate. <S> But you probably don't want to work with the latter group anyway. <S> If you ever get the impression from a client that he won't take this well or is otherwise less than professional, but you'd still be happy to take his money, just add the cost to your rate and avoid a lot of potential drama. <S> In your specific case the service your client wants to use will likely impact you in no meaningful way other than changing the source of the payments and charging you 10% for it. <S> The advantage for the client is presumably simplified administration and he should assume the cost. <A> I usually separate them for transparency. <S> In saying that my rate also widely differs depending on the individual client, so it would be easy enough to just add it without bothering. <S> With a new client, it's important to be upfront and transparent with the money. <S> And it's not usually a good idea to give discounts or anything else until you have an established relationship with them. <S> Unless of course you're desperate for work.
| It depends on the relationship with the client, if it's a long standing client with an agreeable relationship I might consider covering the costs. You should add all extra costs to your bill, either factored into your rate or separate.
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Is it ethical for an employer to force its employees to take vacation time? My company, like most every other company, has a published list of paid holidays. In December, the only paid day off is the 25th. Last year, everyone was notified that the office would be closed the entire week of the 25th and that we would be expected to use vacation time for the 21st-24th. This struck me as unethical, since we are given a set number of personal vacation days in a year, but some of those days are basically pre-allocated to this week when we are forced to use four of them. I could argue that the company is either being disingenuous when hiring employees and stating that they would receive X vacation days (they should be saying X-4) or I could argue that the company is overstepping social boundaries by surprising its employees by taking away vacation time that an employee may have been planning to use for another purpose. Am I in the wrong for thinking that if a company wishes to close its offices voluntarily (e.g. not due to financial issues, natural disaster, etc.) that they should "eat" the loss and essentially create bonus vacation days for that period? When speaking with friends, I learned that other companies do this as well and some people saw it as normal and others were as flummoxed as I was. This is not a question about a specific company or policy, but about general business practices, ethical HR policies, and managing employee expectations. <Q> Can a company force its employees to use their vacation time on specified days? <S> Yes. <S> Is it ethical for a company to do so? <S> Yes. <S> Is it ethical for a company to close over the holidays every year and require employees to use their vacation days for that? <S> Yes. <S> They're effectively telling you that instead of X vacation days in a year you have X-Y with Y being the number of days they'll close that year. <S> Is it ethical for a hiring manager to not mention this to a candidate? <S> No. <S> In this case the hiring manager would be misrepresenting the benefits included in the offer. <S> The hiring manager should have mentioned that some of those vacation days will have to be used in Christmas week each year if that is a standard company policy. <S> Quick note: <S> paid time-off or PTO generally includes vacation days and sick days as well as other comp days. <S> Given the lack of legislation on this in the states, every employer handles this differently. <S> As an example, some employers include a number of sick days as part of total PTO (i.e. they can be taken freely) while others provide more sick days but require a doctor's note for them. <S> The breakdown should typically be explained in detail during the negotiation phase . <A> Unethical may be a little strong but that is certainly not what I would call forthcoming. <S> If they told you 10 vacation days and 5 holidays the total is 15 <S> If you are forced to take 4 at Christmas then it is really 6 vacation days and 9 holiday and the total is still 15 <S> You get the same amount off but lose some flexibility of when They should just call any forced days a holiday Or call them forced days - just tell you up front <S> If I had planned a vacation for like spring break and this was a surprise December 1 <S> notice that left me without enough vacation days for my planned vacation <S> then I would be pissed. <S> If you had know at the beginning of the year then you may have moved that vacation trip to Christmas. <S> If this got sprung at the last minute then I would say unethical but still probably nothing you can do about it. <S> If this was a short notice scheduling problem then a more fair approach may have been to split it and pay 2 of the days or at least pay Christmas Eve. <S> If it really happens every year then basically now you know. <A> "Is this ethical" isn't a question that can realistically be answered. <S> Different people (and thus different companies) will have different opinions. <S> If most people historically end up wanting that week off, closing the entire office and telling everyone to take vacation can be the more ethical approach. <S> If the office is open and people are allowed to work, then you need to ensure that some number of people are around to cover all the job functions that need to be covered. <S> You can't have all your IT folks on vacation, for example, if other people want to be able to work. <S> That may lead to lots of vacation requests being denied (formally or informally because some unlucky person gets told that he has to cover the day after Christmas) and cause lots of unhappy people. <S> If only a handful of people want to work that week, it may be more ethical to tell that handful that they have to take their vacation days rather than forcing lots of people to work when they'd rather be on vacation. <S> Of course, you'd want the company to announce that sort of policy in advance so that people can plan appropriately. <S> If people already had non-Christmas plans for their time off because the change was announced at the last minute, that's obviously unfortunate. <S> But it's also probably understandable if the conversation that lead to the policy change started when line managers started getting vacation requests and started grumbling about needing to ensure minimal staffing levels. <A> Many companies do that - it is quite common in certain industries. <S> But, for those companies, you would have known that before you made the choice to join them, and thus, you'd be ok with it. <S> That being said, all they've really done is change your benefits . <S> Before, you scheduled the vacation, now they schedule it. <S> It is no different than changing any other part of your benefits - you may not like it, but it isn't unethical.
| Employees expect to be able to use their vacation days or PTO however they want.
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Why would interviewers ask graduates if they want a master's degree? As a bachelor student looking for a job, I get this question a lot. I tell them that I maybe want a masters degree later, but looking to gain experience for now. Is my answer bad because they fear I leave after a short time? Why do recruiters ask this question? Edit: Since it seems relevant it is a software development position in Germany. What could be the reasoning of the question, when applying for a job at a big or small company? <Q> Consider these answers: <S> Uh, maybe, like ya know I'm thinkin' about maybe doing it like sometime soonish <S> ya know... <S> vs. <S> I'm contemplating going for it in the next few years. <S> Neither answer has a definite time frame, yet the second one is far more polished, confident and concise compared to the first one. <S> In an interview the way you deliver your answer can matter more than the content. <S> There are people who will work full-time and get a Master's concurrently, which may be why they're asking about your future plans. <S> They might either be worried about it impacting your work, you taking a leave of absence, or the opposite: some employers may cover tuition for higher education and see this as an investment in you as an employee. <A> It's hard to guess why a particular interviewer would ask a particular question. <S> You're almost certainly better off answering it honestly. <S> If you don't have plans to get an advanced degree but might reconsider after you have, say, 5 years of practical experience, that's a perfectly reasonable answer. <S> It is possible that the interviewer is concerned that you are going to stick around for a few months and then leave. <S> Or it is possible that they want to know whether to tell you about the company's tuition reimbursement program. <S> If your degree is in something that is often a first step in a longer career path (say, your undergraduate major was pre-med) and you are interviewing for an entry-level role that wouldn't use the more advanced degree (say, a phlebotomist at a blood bank), it's reasonable for the interviewer to guess that you're looking for very short-term employment until you enroll in med school. <S> If you've got the same degree but are interviewing for a position that could grow over time as you get more education (a lab tech at a research facility for example), it might be advantageous for you to explain that you intend to go back to school to get a PhD so that you could be a research scientist at the company. <A> They may actually be looking for people that want to get a graduate degree. <S> Many companies pay for graduate school. <S> E.G. <S> If you get and MBA going part time that is good for the company. <S> If the offer is in a town without a university then no is probably the safe bet. <S> If the town has a university then I would ask "do you encourage graduate degrees". <S> If they say no then tell them no you are not interested in grad school. <S> If they say yes then tell them you would strongly consider. <S> On my first job they asked why I would want to work here <S> and I told them because I have been accepted to graduate school here. <S> There are just a couple classes I want that are only offered during the day any chance I could take some day classes. <S> They were said yes and gave me a job offer that day. <S> And they paid for grad school. <S> I was even able to use work assignments as graduate projects. <A> Is my answer not good because they fear I leave after a short time? <S> Unless you are seeking a profession that requires an advanced degree or certification, then - Yes, that is indeed the fear. <S> Why do recruiters ask this question? <S> For the same reason. <S> They don't want to present a candidate that turns out to be a short-timer. <S> When I hire, I am looking for someone for the long term. <S> I invest a lot of time and money while sourcing, hiring, training, and mentoring new workers. <S> I don't want to do that for someone who would be around for a year or so and then leave. <S> So I talk to new graduate applicants about what they learned in school, where they want to be in the long term, and how they will get there. <S> If I get the sense that what they are saying (without using the exact works) is something like "Well, working here for a while is okay, but I really need to get a graduate degree for what I want, and I'll leave to do that full-time once I save up some money" <S> - then I'm less interested. <S> If instead they said something like "My long term goals would require me to get an advanced degree - which I plan to do evenings", then I am more interested. <S> I might even start talking about my company's tuition reimbursement benefits, how I attained my Master's degree nights, etc. <S> So answer the question. <S> And make sure no matter what they you don't sound like you will jump ship soon to get a full-time advanced degree, and you should be fine. <A> I think your best answers is probably to keep it to " <S> I'm interested in gaining experience for now" and leave out the part about maybe wanting to get a masters later on.
| But it is also possible that the interviewer wonders whether you're going to be interested in getting an advanced degree because that would be a natural way to progress in the role your interviewing for. I think the recruiters probably are looking to weed out people who are going to leave them after a short time for other things. Since there are many possible reasons, there is no single best answer, just tell the truth.
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Leave company and NDA A company X is coming to show their product to my company(IT and around 400 employees) and we're probably going to ask them to sign a NDA before we describe our activity in details. Could this NDA prevent me from leaving my current company and joining X with a clause like you agree not hiring any of our employees? ps: Unfortunately I don't have access to the NDA otherwise I would check by myself but I would like to know the common practices in IT. <Q> Can an NDA have a clause in it to prevent hiring employees from your company? <S> Well yes, it is technically possible. <S> An NDA is an agreement between two companies regarding non-disclosure of intellectual property. <S> What an individual company deems as risk to disclosure is entirely dependent on that company's policies and risk aversion. <S> As long as both companies are satisfied with all of the terms laid out in the agreement, then it can really say anything. <S> However! <S> An NDA is about protecting IP from an organisation such that it isn't used by an external party for financial gain. <S> If this organisation sufficiently trusts your company to show you their IP, then there is already a reasonable indication of acceptable risk. <S> If your company happens to purchase Company X's product or service, then that is not so much of an issue as you aren't taking market share away from them. <S> Now, a non-competition contract is what you are thinking of. <S> This is something that either an employee or a contract partner may be required to sign. <S> Non competition clauses are more commonly referring to not working for competitor organisations for a predefined period of time. <S> Is this a part of the NDA? <S> No, not normally. <S> Is it potentially something that will be signed if your company agrees to purchase Company X's product? <S> Who can say? <S> Having said all that! <S> If you have a potential offer on the table with Company X, then there is a likelihood that they have already considered this outcome <S> and it's either not an issue or one that they are prepared to negotiate around. <S> Given that Company X is the vendor (who owns the IP), then it would be far less likely to restrict hiring employees from a client organisation than if an employee from Company X were to move to a client organisation. <S> I would suggest not being overly concerned about it unless something more concrete is established, but do NOT give your notice at your current workplace until all or any of those issues have been worked through and resolved. <A> Again IANAL and you should take this to LAW.SE <S> NDA is a legal agreement. <S> It is not specifically restricted to disclosure. <S> A <S> non compete clause in an NDA is rare but it can happen. <S> This article discusses it. <S> It would be very strange but for your company to include such a clause. <S> And even stranger for X to agree. <S> Say it did happen (and that is a big if) and you went to X. <S> Then X violated the agreement - not you - you did not sign the agreement. <S> They may take X to court to enforce the non compete clause. <S> If they win you may lose your job but you would not get sued for damages as you are not the party that violated the agreement. <A> No , an NDA would not assert that. <S> It makes no sense. <S> X doesn't cause you to tell people outside X what X is doing.
| Companies put non compete clauses in employment contacts. It is possible that there would be such a clause. In summary you are worried about something that would be very very very unlikely. An NDA simply says you won't disclose the information you learn to people outside company X. Joining company
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Am I obligated to take my lunch break during a meeting where lunch is provided? I don't have a set time where I take my lunch and I typically take it at abnormal hours of the typical 8-5 workday. If a meeting is called during the typical lunch hour of 12-1pm time frame and lunch is provided, am I obligated to take my lunch break during that meeting? So for instance, if I decide not to eat the provided lunch and just show up for the meeting then have I really taken my lunch break? My opinion is no, I haven't taken my lunch yet and after said meeting I should be able to take my lunch if I choose too. <Q> This sounds like a working lunch - as such, you are on the company time. <S> You may be getting free food, but this does not mean you can't take a break later in the day to compensate for the fact you were working. <S> However, it might not appear entirely professional - <S> and I'd avoid taking a break if you can, and making it short if you really need the break. <S> On the other hand, you could probably get yourself excused a bit early at the end of the day. <A> IF you are working 8 hours a day. <S> And somebody schedules a meeting this is part of your 8 hours of work that day. <S> The reason they are providing lunch is because that is polite for them to do (because normally you would be eating) at that time of day. <S> The quid-pro quo for providing lunch is to cover your inconvenience. <S> If you worked through lunch then you get your hour off another time. <S> The point is that you are providing 8 hours of work which means doing something for the company for eight hours even if that thing happens to be a meeting. <S> Now on the other hand. <S> Because most people take lunch off 12-1 <S> this is considered normal and taking a lunch break at another time may lower productivity (because other colleagues expect to be able to communicate with you and get answers things done). <S> So moving your lunch break to another period you should be careful <S> this does not impact the ability of other people to do their work efficiently (so if the office shuts down because they are waiting for you that is unreasonable burden on the employer). <A> If you are given the opportunity to eat during the meeting, that was your lunch. <S> The "provided lunch" is the concession your employer gives you for making you be semi-productive during a period that most days you are normally free from most duties. <S> However, if you were presenting or deliberating for the vast majority of the meeting, you should get a comfortable amount of time to yourself after the meeting's time frame to nom on something. <S> If no one saved you some of whatever lunch was provided, you get to order in or go out to food yourself if it was implied that food was to have been provided for you. <A> However, there is a huge difference between legally entitled to and what the company culture permits. <S> For instance, many companies do Lunch and Learn events and try to pretend that it is your lunch break <S> but it is really a training session that should be considered paid work time not an unpaid lunch time. <S> However, in the company culture, they expect you not to consider it as work time. <S> You can take a real lunch break after but be prepared for lots of push back from your colleagues and your boss especially if you your charge your time to specific projects or clients as taking a lunch break and calling training time work will mess up their percentages of productive time. <S> An actual lunchtime meeting with colleagues from other departments who don't sit by you is easier to get by with taking your real lunch afterwards (or earlier) because no one will notice. <S> Personally I always take a lunch break away from the office and my coworkers are used to that. <S> So no one questions when I do the same after a meeting that happened to be scheduled at lunch. <S> Many of my coworkers work at their desks and eat lunch there or skip lunch entirely. <S> Most of them are the ones who schedule lunchtime meetings. <S> It helps to block your lunch period off on your calendar and then fewer of those meetings will be scheduled. <S> I usually push back on meetings scheduled at lunch unless I know they are something time-critical or the organizer is having trouble scheduling. <S> A big deal meeting with a fancy catered lunch and senior management is usually going to be considered as your lunch break in most companies I have worked for. <S> Nor can you usually ask for those types of meetings to be rescheduled. <S> If the CEO wants a company-wide meeting at noon, then that is what is going to happen. <S> Sometimes, it is in your best interest to just accept that. <S> Luckily these tend to happen relatively rarely.
| IF you were working, then you are most likely legally entitled to a lunch break if your local laws require one.
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Unofficial telecommuting brings the envy of colleagues. What if there is an HR confrontation? Original post from Jan 2016: I'm a contracts manager for a public biopharmaceutical company. We do not have a work-from-home policy absent inclement weather. I'm not a lawyer by training but spend most of my time redlining contracts and report to our company's GC. Often, I do not arrive to the office until 10 AM and typically leave between 4 and 7 PM. Sometimes I do not come into the office at all. I believe that I make up for this in the evening or when high profile issues consume weekends, evenings, and typically displace my typical work en-masse (such instances, while important, are not frequent). Our office was recently renovated and we now have an open office plan. As such, colleagues can chart my comings and goings. Someone, at about my level (but in another department) commented upon my departure today (upon an early 4:00 PM goodbye from me) indicating that he was "jealous" and questioned how "I could actually get work done at home." I shouldn't have, but I couldn't resist the over-confident, smart ass reply, and I can now imagine this situation escalating. You won't be surprised to hear that this is the one person in the company I've butted heads with and is, in my estimation, a commsumate mall cop.I've gotten comments here and there for months but was more humble in reply in a one-on-one setting. My boss is more or less aware of my schedule but is more than satisfied with my output. We have a new HR head honcho, and this may sound paranoid, but what if this issue becomes topical and someone confronts me? I don't think my boss would be comfortable doing that but HR sure would. Should I proactively address this and attempt to formalize my arrangement? I don't need the benefits and, from my perspective, could just as easily be a contractor or part-time employee. In spite of my workload, I do not expect promotion (mostly owing to my lackluster office face-time and am OK with that...mostly). I have all sorts of snarky comments at the ready but appreciate that I am the type that would cut off my nose to spite my face. Two year update to above post: The new HR VP did the opposite of what I feared and implemented a company-wide flex work policy, even spelled out we should leave at noon on Fridays and not schedule meetings on Fridays. The colleagues who seemed to resent my comings and goings (or who I imagined as much) were the same ones who continued to put in their hours from cubeland regardless. My schedule was such that it often worked out better for me to stay in the office through the late afternoon on Fridays 30-50% of the time. Here also, the higher ups and mid-levels who stuck around still complained, "Oh, it must be nice that so-and-so's workload is such that they can take Friday off." There was some truth to that, but I think a lot was attitude. Me? I quit. We file jointly and paid more in income tax than what my low six figure salary amounted to. I was not advancing (and didn't seem to care from my 2016 comments), but seeing people in mktg get a promotion or two during the same tenure grated on me as much as I hated to admit it. Previous to this position, I'd had ambitious bosses focused on title, turf, board face-time, budget increases for more dept travel and resources, etc. While sometimes annoying, I now appreciate how they looked after my career, got me in front of the right people, teed up successes. My last boss had many outstanding qualities, but none of this sort. I think she was too upset about her own lack of advancement (during a much longer tenure) than to worry about mine. Plus, I still try to be the corporate equivalent of the cool kid who doesn't care. Immature, I know. If what I wanted was career advancement, I indeed should have been on-site as much as possible to identify projects and opportunities that might lead to another role. I should have complained about the workload sooner, because when I finally did, the person hired over my boss a few months earlier, actually did something about it and created new positions. With less on my plate and more face-time, I might have worked my way into something better. Who knows... <Q> Either this isn't a problem, or your boss will be told to tell you that there's been a policy change. <S> Either way, if you had your manager's approval (preferably explicit) you should be fine. <S> If it was only implicit and he's an ass he could leave you to take the blame, but hopefully won't. <S> Other folks' envy is their problem and the management's, not yours. <A> The ONLY people you should worry about pleasing in this case are your boss and those above him. <S> You might want to have a sit-down with him to discuss the situation, if for no other reason than to give him a heads-up that the office busybody may be going to raise a stink and to confirm that your work schedule is OK. " <S> Manager's discretion" overrides HR policy in a lot of cases. <A> I would think this will escalate now that you have an open office plan. <S> It's been bought to peoples attention and jealousy will prevail. <S> Best to keep your head down until they lose interest. <S> You may feel that your work is not suffering, but it's probably not the perception colleagues will have while they drudge through their 8 hours. <S> However I don't think it's something you should worry unduly about at this point <S> , it may become an issue in the future. <S> But until HR actually takes you to task (in which case you can plead your case) you will only exacerbate the issue if you mention it. <S> One thing NOT to do is express your snarky comments out loud. <S> Stay good natured and don't give people a reason to bite you.
| The majority of people couldn't care less unless they perceive you as someone who deserves a bite.
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How to set correct expectations and still not lose a job for which I may be underqualified I am based in UK and I tried my luck interviewing in the Silicon Valley. After three full days of interviews, I asked the company for the equivalent of a 10% raise in my current salary, and they came back offering to double my salary. I am honored by such a generous offer, but at the same time I feel that they might be too enthusiastic. They liked me so much that they didn't bother doing a technical interview at all. I consider myself a mid-level developer, and the salary they are offering is closer to what a senior developer would make in UK.And it's a UK based role, so it's not about scaling for a different region. They said they want to give me reasons to join AND stay there. I don't want to lose this opportunity, and I really like my new company. However, I am afraid of betraying their expectations. How to avoid pissing them off when they find out I am not worth the price they chose to pay? <Q> After three full days of interviews, The company probably got good enough of a picture of you in those three full days to make the informed decision of hiring you. <S> I don't want to lose this opportunity, and <S> I really like my new company. <S> However, I am afraid of betraying their expectations. <S> How to avoid losing this chance? <S> Don't be. <S> Do your best, and realise that the company probably knows very well what to expect. <A> (Companies have the capacity to do background investigation. <S> Just consider the series of interviews you had too.) <S> They made their assessment, and I don't think that their capacity to perceive what you can do isn't good. <S> So, isn't this related to self-confidence? <S> (Did you not answer the interview questions honestly?) <S> Anyway, don't worry too much about what they expect, as long as you answered them honestly during the interviews AND as long as you are willing to learn and to do your best. <S> PS: Congratulations! <A> This may be a great opportunity <S> but it's unusual enough to put the thinking cap on and do a few checks <S> Three days of interviews seems a lot, even for Silicon Valley. <S> Google typically does 4 hours, Apple 1 day or 2 half days, etc. <S> If they didn't do technical assessments, what did they do? <S> Did you feel they did a good job? <S> Check your salary offer against the "going" rate on salary.com and similar websites. <S> If it's way out of range, that would be unusual <S> Do background checks on the company. <S> Are they a known entity or something in "stealth mode" Keep in mind that cost of living in Silicon Valley is very high and accordingly average salaries are higher than pretty much anywhere else.
| I don't think they'd give a job offer if they know (or have the idea) that you won't do well.
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I'm not exceptional, but how do I get a raise after 5 months of being in the company? Background I started my first corporate job in October 2015, and will be having the company-wide annual review in a month or so. When I took the job, I was desperate and scared, and asked for a salary that’s about 5-7k lower than standard/what they expected to pay me (let’s just assume I’m correct). I understand 5 months (by the time of the review) would be a short amount of time to ask for a raise, but I will have more expenses (that they don’t care about haha) soon, and will not be able to live off my current earnings. Hence despite the risk of displaying arrogance (or worse), I still have to ask as long as there is a chance. It has been difficult for me to go “above and beyond” my duties as I generally can’t find the opportunities to. I now finish all my work independently in a timely fashion, and I help out coworkers where I can (in more miscellaneous matters, like minor computer troubleshooting when IT is busy), I make all my reports nice and easy to read, but there just hasn’t been anything I could do to “brag” about . I know usually raises and bonuses are given during this review period, they may or may not give me one since I'm so new (according to my coworkers). Question How would I go about getting a raise after only 5 months of being in the company? What should I highlight during my exchange with my manager? I am currently having trouble formulating what to say tbh. I would hate to play the sympathy card, but would it be professional or effective? If they give me a small raise during the review (say, 1-2k), would it be professionally acceptable to negotiate? Is it more professional to negotiate after the review (if it’s TERRIBLE, then I guess I wouldn’t ask..)? or do managers usually expect the negotiation to happen during the review? Thanks! Edit: Not sure if relevant, but my direct manager is also the head of, and the only one, in HR. Edit: The question is different than the post "How should I properly approach my boss if I'm feeling underpaid?" in that The OP there had been working at the company for 2 years, I'm a new hire. The OP believes she/he went above and beyond the job description (which is one of the main arguments), I do not believe this is my case. <Q> "Hey, boss -- for career planning purposes,what do you need to see from me to justify giving me a raise, a promotion, or both? <S> Knowing what I most need to work on would help a lot." <S> Most companies do evaluation -- which drives both of these -- only once a year, often at the end of their business year (which may or may not coincide with the end of the calendar year). <S> It can then take a month or two for them to decide how to divide up the available money among the people they want to reward. <S> So (a) there might be something already in progress, but if not (b) you may need to wait another 12 months before things can be changed. <A> Let's assume you agreed to take a lesser salary on the basis of having a job review after 5 months. <S> After working the job for 5 months, list what should have been expected of you. <S> Determine <S> if you've been given any kind of feedback indicating you are not performing at the expected level/need to improve. <S> This exercise will be a very good start for your negotiation. <S> Be prepared for your evaluation. <S> There should be some sort of meeting with your manager to discuss it. <S> If it is a bad review, hopefully you were able to list the things you accomplished. <S> Indicate you hoped your initial performance would lead to a higher raise than normal since you were willing to take the job at a rate so much lower than average. <S> The tricky part is if you're giving yourself credit for things because no one ever told you you did them poorly. <S> If the boss thinks you did poorly, ask why you weren't given any feedback at the time because you want to do well. <S> Don't be afraid to look for other jobs. <S> You don't want to be seen as a job hopper, but when you are able to get a significant increase in salary, no one should hold that against you. <S> It's probably the best reason to leave (emphasis on significant.). <A> I would not play the sympathy card at all. <S> Ultimately, your employer doesn't care that you want the money for personal reason <S> X, or at the very least they shouldn't care. <S> I'd go so far as to be suspicious of any employer who grants you a raise because you want a yacht or whatever and not because you earned it; what's going to happen when you do feel you've earned more money but don't have a pressing personal reason, for example? <S> Instead, I would present research you've done into what constitutes a reasonable salary for a person at your position. <S> If you're in the lowest 20th percentile or whatever of salaries for similar work at your position according to glassdoor, bring that up and cite your sources. <S> If you feel you should be paid more than the average you may need to bring up things you do above and beyond normal responsibilities for your position, but I think that if your salary is low enough then citing that ought to be enough. <S> Research should also allow you to overcome objections on the fly; for instance, if they tell you that employees at your company make $X, then responding that the industry standard is $X + 10% is a solid rebuttal. <S> When you go into this kind of thing you also want to go in knowing that there is a possibility that you will be turned down. <S> Usually an employer won't hold this against you unless you go in asking for way, way too much (like suddenly demanding responsibility and money several steps above your pay grade), and if they do and the market's large enough then you know you need to find another job. <S> That being said, it's also entirely possible that they'll politely turn you down and you will need to assess what you will do in that situation as well. <S> Is the job good enough otherwise to give it a year and negotiate a better raise then? <S> Or do you want to start shopping around immediately? <A> I'm not exceptional, but how do I get a raise after 5 months of being in the company? <S> You don't, and asking for one will make you look bad. <S> The most likely outcome of that is that you’d look naive, with an annoyed manager and no raise. <S> Trying to argue a raise this early makes it look like you acted in bad faith because you're expected to do your job at the rate you agreed to when you accepted the offer : <S> Well, you can’t really ask for a raise after 90 days, no matter how stellar a job you’re doing. <S> They assumed you’d do a stellar job when they hired you — and they assumed you’d do it at the salary you agreed to. <S> You generally need to wait about a year before asking for a raise — asking for it now would look wildly premature and would not reflect well on you! <S> So don’t do that. <S> The idea behind the 90-day review is to to check in on how things are going and give you some formal feedback about what’s going well <S> and where — if anywhere — they’d like to see you do better. <S> But this isn’t a salary review; it’s a check-in on how your work is going. <S> If it's any consolation, many companies that specifically hire graduates will give them a small raise at their first review or after their probation period, if they had one.
| No, you can’t really ask for a raise after three months, not unless there are very exceptional circumstances (like the job dramatically changing). As Alison Green says , there needs to be a substantial change to your job or responsibilities to argue for a raise this early into the job: I’d just plan to go in ready to listen to their feedback, and ask for any additional feedback or guidance you think would be helpful.
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Is it wrong to give a specific time when asked for your availability for an interview? I recently had an interview with a recruiter. The interview was ok and today I received an email about a follow-up interview. The interviewer asked for my availability for the next week. I replied "Is it ok to have the interview on Monday at 10:00?". He did not reply to my email. The working hours are over and I don't think he will be working tomorrow as its Saturday. Do you think it was rude of me to mention a specific time for the interview instead of mentioning the days I am available ? EDIT: Its already Monday and I have not received any answer from him. How long should I wait before contacting him ? <Q> Not rude, but perhaps not the best way to respond. <S> Asking if the time is OK makes you seem timid and insecure, and also puts the onus on the recruiter to respond to confirm your question. <S> Better to say something like "Monday at 10 would be best for me, but I am flexible to meet at other times. <S> Please let me know if that time doesn't work." <S> That said, I don't think your email is anything to worry about -- I would simply wait a few days to see what the recruiter's response is. <A> Step one, relax. <S> ;-). <S> For future reference, here's a good method: <S> "I'm available Monday through Wednesday before noon. <S> How is 10am on Monday?" <S> The does a bit of work: <S> It's flexible. <S> It establishes your preference. <S> It doesn't just kick the ball back to them for a decision. <S> It allows a "yes" answer. <S> You probably have more detailed availability, but this is a balance of simple, decisive and flexible. <S> For now, the ball is in their court. <S> Let them make the next move. <A> I really don't think anything is wrong with the way you responded. <S> If the recruiter feels he will need a few more slots to have more flexibility, he will let you know. <S> You answered very simply and directly to his question of what time suits you best. <S> So relax, and wait for him to respond. <S> And make sure you have figured out some time slots that work for you and days so that you can give him / her more options and flexibility. <S> All the best for the interview! <A> An inteview is likely to involve multiple people. <S> At least some of those people are likely more senior than you <S> (iirc at my current job it was my immediate boss, the head of group and someone from outside the group) and have multiple responsibilities and of course the company will likely be interviewing multiple candidates for the posision so will want to do the interviews in blocks. <S> So giving a single time is unlikely to be very helpful. <S> It might work out for everyone <S> but it's more likely that it won't. <S> Given that it's friday <S> and you asked about mondayy <S> i'd say your best bet now is to wait and see if you get a reply by early monday morning (some people do check work email over the weekend). <S> If not then I would send another mail detailing your availability (and possiblly expressing some preference but try not to get too detailed on that)
| It is definitive without being pushy. Also would be good to give a range of days and times, since flexibility increases your chances of getting the interview.
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Is an employer allowed to deny a job to someone who withholds work history? My relative is currently a temporary employee at a community library. Having demonstrated good performance and fit over 6 months, she was recently encouraged to apply to an internal posting for a permanent position. Not only did she apply, but also received training in core responsibilities of the role while her application was considered. All indications suggested she was going to get the job. Yesterday, however, she met with the library manager as well as the library administration. Turns out the manager had previously managed another library, where my relative was employed for exactly 1.5 months as a part-time shelver. Because this experience was not listed on my relative's job application, the manager accused my relative of withholding work history. My relative decided to omit the part-time work in favor of more substantive work experience, such as eight years of work as a full-time circulation assistant at a library in another state. The manager considered the omission deceitful, since it disobeyed application requirements to list the four most recent places of employment and to certify the truth of all statements made. As a result, my relative has been put under probation, and denied promotion. My relative is in her 60s and desperately needs a job. The whole situation seems so unfair, so I am hoping she has some recourse. The library is stand-alone in its jurisdiction, so the manager, the administration, and the board of trustees are the highest authorities she can appeal to. Can someone be denied employment for the aforementioned reasons? <Q> Can someone be denied employment for the aforementioned reasons? <S> It is especially frustrating to know the entire situation only became an issue because of the privy knowledge the new manager had and chose to take umbrage at. <S> That is frustrating. <S> Unfortunately, it's a reminder to not omit short-term positions from your job history - because you never know how a potential employer might discover the truth. <S> In this case, someone who worked at the omitted job (the manager) recognized her and remembered she worked there. <S> That sort of thing happens - in many professions, it's a very small world. <S> I've seen this tale play out several times in my career. <S> Beyond an answer to my question, any advice would be appreciated. <S> The library is stand-alone in its jurisdiction, so the new manager, the administration, and the board of trustees are the highest authorities she can appeal to (as well as the interim manager who will shortly return to his role as financial manager). <S> It doesn't seem that there's much to appeal here. <S> I suppose you could try to make it a public issue, go to the local media or local town officials, indicate that a 60-year-old is being mistreated, etc. <S> Honestly, I don't think that would help or be a good thing to do. <S> As you indicated, the role she was seeking is being dissolved anyway. <S> Unfortunately, she may simply need to seek employment elsewhere, just as if this opening had never existed. <S> It seems unlikely that she could force them to hire her if they really don't want to do so (for whatever reason). <A> Is an employer allowed to deny a job to someone who withholds work history? <S> Yes. <S> No federal laws prevent an employer from not hiring for this reason. <S> As far as I'm aware, no state has enacted legislation that will prevent an employer from denying someone who provides an (intentionally) incomplete work history. <S> In the US, federal discrimination laws only cover discriminatory practices based on: race <S> color <S> religion sex national origin ethnicity <S> disability genetic information <S> age <S> More detail can be found on the Q&A page for " Federal Laws Prohibiting Job Discrimination " hosted by the Equal Employment Opportunity Commission (EEOC). <A> When I was reading resumes to select people to interview for programming jobs, I was looking for two things, technical skill and work habits. <S> Any job, regardless of what field it was in, is relevant for evaluating work habits. <S> For example, for a new graduate, repeated summer jobs with the same employer suggested good work habits <S> - it is very easy to decide not to hire that person next summer. <S> The requirement in the application for the last four jobs may have been intended, in part, for that sort of evaluation rather than for specialized skills. <S> If applicants were allowed to drop jobs, what would stop someone from dropping a job from which they were fired for cause? <S> Her best approach may be to show that the only reason she omitted the job was a failure to understand that "last four jobs" was meant to include even short term jobs, that she had no problems on that job that she would have wanted to hide. <A> From my legal understanding, if the application did in fact require that the employee put their truthful and full work history on there and that employee did not comply, then technically, yes an employer is allowed to deny and even revoke a job. <S> Disclaimer: I am not an attorney and that statement should not be substituted as advice from one More than likely, if the library manager went through the trouble of checking that information, then there is some sort of conflict that extends beyond the application. <S> FWIW, I think that is extremely unprofessional of the new manager. <S> If she had some sort of issue with your relative than that should have been addressed better. <S> But I think that this conflict was inevitable and all efforts should be on seeking employment elsewhere.
| While unfortunate, and perhaps rather unfair, the answer is Yes - an employer can deny employment for not disclosing all prior jobs while certifying that you had.
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How do I say this in a non-confrontational manner? After a joining a new workplace, I am trying to familiarize myself with everything around in the lab and I am getting my experienced seniors to help me out with every experiment or lab instrument. Now I appreciate their support and help but they have tendency to go very fast about explaining the whole thing without giving me anytime to imbibe all the info. Furthermore, I find it highly annoying when they will step on my toes when the instructor had directly asked me to do the experiment. How do I politely tell them to shoo away and let me do the work my way regardless it being slow and doing it differently than them (please note that I am not wrong but just doing it in a different way)? How do I tell them that I have a different way of organizing my work without sounding like a "rebel" who doesn't like to do things the conventional way? I would like them to give me suggestions and constructive criticisms/improvisation but not force me to adopt their way of doing things. <Q> As a new employee you have to remember, companies have their own way of doing things (some good, some bad, and some totally backa**ed). <S> Moving into a new company a good approach to solve your problem is to do the following: Listen to what they say and ask questions in a suggestive format (ie "Would doing it <S> X way work too?") and maybe add a small amount of self depreciation in there too <S> (ie "I know this is a stupid question, but ..." or "... or am I just an idiot for thinking that"). <S> This way you will be seen from a humble point of view and making suggestions/questions rather than demanding or telling. <S> Be careful of using to much self depreciation as then you could be seen as thinking you yourself think you can't do the job. <S> If you are told to do something and someone interferes and does it themselves then try the following: " <S> Oh ok, thanks so much. <S> Can I try it (or a similar situation) to see if I understood how to do it correctly? <S> I just want to make sure I am getting it right. <S> " <S> This way you are seen as accepting their advice and method whilst also asking to be "tested" and see if you get it. <S> Keep in mind, after some time people will bug off and let you do things your own sort of way. <S> Also, get a feel of what personalities you are working with. <S> Are your coworkers tight and high strung (ie rigid in doing things a certain way), are they bitter cynics who you can joke around with, are they toxic to each other or new people, are they open to new ways to do things? <S> Also, consider what you hired to do, was it to be done a specific way or did they want someone to come in and innovate things slightly? <A> It sounds like you have some familiarity with the work and instrumentation but need some amount of orientation and time to get up to speed. <S> That is totally normal. <S> Unfortunately, it is also quite common to find yourself in an environment where senior workers are profoundly unskilled at knowledge transfer, or worse, actively resistant to it. <S> The reason these senior folks are stepping in on you and doing the work you were assigned is that they don't yet feel confident that you can do the work. <S> They may not explicitly say that <S> but that is what their actions indicate. <S> The best thing you can do is to take responsibility for your learning. <S> In a laboratory, writing in a notebook is a UNIVERSAL signal that something important is happening. <S> It subtly communicates that you are taking the other person seriously and encourages them to be accurate and complete. <S> Follow up with pointed questions after reviewing your notes. <S> Then, when you use the instruments, take note of any discrepancies in your understanding of what is going on and discuss them with the person who instructed you. <S> Doing things your "own way" does NOT create a feeling of confidence amongst folks who have been there longer than you. <A> Read the article about the Dreyfus model of skill acquisition and sift through some of the references. <S> People with different skills operate at different levels and it should not be disrespectful to point out that someone isn't being helpful with how they are conveying knowledge to your or that you feel that it would be best for you to explore on your own to uncover the extremity of your own inadequacies. <S> Use the model as a formal tool to communicate what you feel would be a more adequate reproach for someone of your skill and experience to progress further on.
| If you first develop their trust by demonstrating skill and understanding in how things are currently done, you will eventually be able to prove out some of your own ideas. When engaged with a senior who is instructing you, take careful and organized notes.
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Already applied to a job via a recruiter - pros/cons of following up directly via the company? Was contacted by an external recruiter and told of a role over the phone. My initial thoughts were hesitant and so thought about it for a week or so. Eventually decided to contact the recruiter and apply for the role as after some consideration I think it might be a logical career step forward. A few days passed and nothing happened, so I contacted the recruiter and he said because of the week/ten day delay in me confirming my application, I/we might have been too late to the party as he'd learned they were starting 2nd stage interviews. I trust the recruiter, but as the job itself is still today listed on the employer's website, would it benefit me if I contacted the employer directly to follow up on my application and reaffirm them I'm really keen on the role? <Q> In the best case, you've nuked your bridge with the recruiter by doing an end run around his paycheck (if you're hired, your new employer will pay the recruiter an amount equal to several months of your pay) without affecting your chance of being hired. <S> In the worst case, for double application, your potential employer will toss both copies of your resume into the trash and put you on their internal blacklist. <A> If you're considering doing this, then what you are really saying is that you do <S> not trust the recruiter. <S> If you did, you wouldn't have the idea that you can improve on his attempts to get you into the position. <S> Would you be willing to contact the recruiter and tell him that you're going to apply directly for the job? <S> No? <S> So, if not, you're really asking whether it would benefit you to deceive the recruiter, by allowing him to have the idea that he is representing you for this job, when in fact he isn't. <S> Simple answer: <S> Stay on the up and up, even if nobody else around you does. <S> You'll feel better about yourself in the end. <S> No job is worth a reputation for untrustworthiness. <S> I would suggest that you consider this job to be no longer available, and allow yourself to be pleasantly surprised if you turn out to be wrong. <S> It's much better than finding yourself <S> un pleasantly surprised if you attempt to apply for the job directly and find that nobody wants to deal with you any more. <A> Remember the recruiter is employed by the company. <S> They have a close relationship that has probably been going for quite a while. <S> The recruiter will find out along with the company. <S> So what message will it tell them about you? <S> Think for a while <S> - I will be a message that you are into stabbing people in the back while smiling at them. <S> Would you want that sort of person on you payroll? <A> Would it benefit me if I contacted the employer directly to follow up on my application and reaffirm them <S> I'm really keen on the role? <S> No, because you'd be seen as trying to bypass the candidate-recruiter-company relationship with all the problems that Dan outlined . <S> In your case, your only real option is to contact the recruiter again with something like the following: <S> Hey X, I noticed that Company Y still has position Z listed on their website. <S> While you said that they already started the second round of interviews, I believe I might be a good fit for this position because of [reasons]. <S> Would you be willing to forward my details <S> /resume to the company to see if they are interested in my profile/application? <S> The language you use will depend on you relationship with the recruiter and how final he was the last time you spoke. <S> From your question it's not clear to me if he did still submit your resume or not. <S> I would assume that he'd pass it on to the company and only wanted to warn you that you might have been too late <S> and they probably won't go through initial interview (unless their current candidate pool falls through). <S> In most cases, you'd only have a chance of still being considered if you were truly a great fit for the position (on paper). <S> The recruiter's reaction might have been hinting that you weren't a great fit <S> and you're therefore unlikely to still be considered.
| Keep in mind that if you try to take matters into your own hands, you are giving the recruiter a very strong reason not to trust you. no it would not benefit you, not at all.
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How do I quit my current position when my management chain is all unavailable? I've been offered a position at a new company. I'm excited about it, I've negotiated a start date a month from now so that I can wrap things up at my current job. However, I have a problem that I wasn't expecting: My direct manager is taking a month long vacation (technically, it's three, but they are back-to-back-to-back) and will be gone from February 1st through the 28th) His boss works in a remote office and only travels to our location a few times a year. He last visited us in mid-January. He won't be back until at least April. On top of that, he also has a vaction planned for the first half of February (expected to return around the 18-19th). My Vice President doesn't know who I am. The cons of working in a large multinational, I suppose. Providing my resignation directly to him seems inappropriate. I can (and probably will) give my resignation directly to Human Resources. However, by doing so, and not talking to my management chain directly, I feel this is going to look like I'm leaving because I'm upset/disgruntled/etc. That's not true and this is simply unfortunate timing for me. How can I relay that I would have talked to them if they were around, but due to scheduling issues (vacations) they were not so I had to talk directly to HR without letting them know I was leaving? <Q> You're fine. <S> Send the resignation to the Vice President (VP), copy HR, copy your boss, copy your boss's boss. <S> Add a note to HR and <S> the VP explaining that you're sending it to him because your direct boss is on vacation and his boss is remote and also unavailable right now. <S> Also add the note that summarizes your last paragraph, that you would have talked with them had they been available. <S> The military call this the "chain of command". <S> The VP gets to handle it because he is the first one in the chain of command going up from you who is actually available. <S> This may have repercussions for your boss and for your boss's boss. <S> Part of a manager's job, when he goes on vacation, or on leave, or into the hospital, is to designate someone who will act in his place. <S> This is <S> so things don't HAVE to go to the VP level that should be handled farther down. <A> Vacations are no longer black holes. <S> Email your boss out of respect first, indicating that you will notify HR but such and such a time if you don't hear back, with a note understanding that it's only because he's on vacation and may not be available. <S> Then notify everyone with a cc: in a email to HR. <S> Your company will have specific notification policies, but almost certainly have slipped into a gray zone given this 3 month hiatus. <S> A respectful notification to your boss will keep that personal bridge, and notifying HR will satisfy the company's expectations. <A> Legally, giving the notice to HR is fine. <S> (Make sure you get in writing that they received the notice in case they want to play games). <S> Actually, sending a letter to the company's address would be fine. <S> If the company receives the notice, and cannot manage to handle it internally, that's their problem legally. <S> Your boss or bosses should understand that you won't delay giving notice because they are unavailable. <S> In your case, instead of starting a new job in two weeks time, it would be in six weeks time. <S> Your bosses boss probably doesn't care. <S> Even though by the time you are already working at the new company for two weeks. <S> Or just talk to HR while you're there and tell them what reasons you want your boss to know, hoping that they pass it on.
| If it is important to you to leave the right impression, you might hand in your notice to HR with a letter to your boss, offering him to come and talk about your reasons when he's back from his holiday.
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Is it ok to offer cash to a colleague to do a task that I do not want to do? I was given this task that hardly anyone wants to do and is so boring. It is also on a boundary of my expertise. The DB gives some general recommendations when I tell him politely that I am stuck with it. Hiring a contractor is not an option. I am so frustrated about it that I would happily pay cash to another guy who is good at it, but assigned to more urgent stuff at the moment. At the same time I feel that it may be looked at as something inappropriate. Although I do not see which policy it may violate (gift policy? But it is not a gift. What do you think? <Q> I agree with Viv's answer, but I think it is worth expressing why it is inappropriate. <S> If you offered money, and your colleague accepted, one of two things would happen. <S> He would do it as part of his work, or in addition. <S> If he did it as part of his work, you would have paid him to change his priorities from those set by management, a conflict of interest. <S> If he did it in addition, you would be hiring him as a contractor, without getting permission to pay a contractor and doing all the proper tax and similar paperwork. <A> It is definitely not OK to offer cash. <S> If all else fails, perhaps the other person would agree to helping you out or offer some guidance with the task? <A> It would only be acceptable in a situation where your boss said: "Jay and Jim, I have two tasks here and each task needs to be done by one of you. <S> You figure out between yourselves who does what". <S> And then you would negotiate who does what.
| If you think the other person is suitable for the task, perhaps you can arrange to swap tasks with them, through your manager or whoever assigned the task to you.
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How can I sell a willing demotion to my management? Two years ago I received a promotion. Since then, I have paid off my mortgage and feel I have my finances in order. Therefore, I no longer wish to work a position with the same level of stress as my current one. I would love to step back into my old role. How do I sell this to management? I will definitely be seeking a new employer if I can not step down from this position. Edit:There are multiple openings at my old position and at least 2 people eligible to be promoted to my current role. Edit:This was not a promotion into a management role. It is a higher level technical role separated mostly by access to production data and servers. <Q> I would love to step back into my old role. <S> How do I sell this to management? <S> You talk about the stress of the job, and how you no longer wish to deal with it. <S> You point out your value to the company, and how you will retain much of that value by moving to an individual contributor role. <S> You hint that this is important enough to you that you would consider leaving, rather than remaining in the management role. <S> And of course you indicate that you realize you may have to forfeit some salary and benefits with this move, but that it will be worthwhile for you. <S> Some employers are flexible enough that they are willing to demote you and replace you. <S> I worked at one such company, where I was brought in to replace the former manager when she concluded that she was over her head in the management role and wanted to go back to being an individual contributor. <S> It was awkward for a few months, but worked out okay. <S> Eventually, she wanted to go part-time, and later on left the company. <S> Some employers aren't as flexible, or don't want to deal with the awkwardness that will inevitably arise. <S> Some folks who talk about taking a demotion to move to an easier job will still want to maintain some control and influence that other individual contributors wouldn't have. <S> Some employers worry about that potential conflict. <S> In your case you want to assure management that you won't be like that. <S> The only way to know is to talk with your management. <S> Sometimes, moving away from your current team eases some of the awkwardness. <A> How do I sell this to management? <S> Focusing on your specific question, you can offer to mentor your eventual replacement, and subsequently, offer to do so by accepting a demotion. <S> When asked, it's fine to say you simply don't need the additional hassles, and you want to give one of the very talented, capable people their turn. <S> For your management's perspective, there are a few questions, and you should ask yourself these before approaching this. <S> How will a new manager react to having his/a former boss as a subordinate? <S> How will you handle people deferring to you or approaching you directly, rather than their new boss, or when they have a problem? <S> How do you ensure you aren't sending a de-moralizing message to the troops, effectively stating "the next job up isn't worth the trouble" How will you ensure that the new boss will be comfortable changing your previous decisions (in terms of policies, procedures, whatever)? <S> Given your greater experience in the role, can you balance mentoring with working for someone new? <S> (The mentor role is a great bit of sugar for selling the deal.) <A> Focus on why you want the new role, not on why you want to leave the old one. <S> For example as a technical person you may say that you feel that your technical skills are more valuable both to you and the company and that having tried management for a few years you have discovered that you got more satisfaction from applying yourself technically. <S> Ask what you can do to move back into the more technical direction. <S> It's possible that a "sideways" move into a more technical or architectural role would actually be just as good for you as a "demotion" move. <S> If that's not feasible then saying you'd be happy to move to an [insert desired level here] role and realize that would mean a change in your package.
| You might also consider if a transfer to a different department within your company would be a viable alternate solution. You don't need to get into the reasons so much ( now that I am financially stable, I don't need to put up with the stress ) unless you are specifically asked why. If you have a decent rapport with your boss, then you simply have an honest discussion.
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How can I tell when I'm working on a Sinking Ship? From an employee's perspective, what are some obvious signs that a company is about to go under? <Q> Good ones I've seen: <S> Senior management openly hostile towards one another. <S> Suddenly difficult policies for minor purchases or expense approval. <S> Sudden VP and director-level resignations. <S> (C-Levels usually ride the ship down.) <S> Managers unwilling or unable to explain business objectives. <S> Vendors asking if you can "Ask accounting about their invoices." <S> Direct deposit payroll "slipping back" a day or two here and there. <S> Overtime for line-level employees requiring higher-level management approval. <S> Discreet inquiries from your manager about "Are you looking for other work?" <S> and "Do you know if anyone else is?" <S> A new bank processing payroll checks. <S> Office consumables (pens, paper, coffee, etc.) <S> inventory not being replaced. <S> None of these on their own are cause for alarm. <S> It's when you see several of them coming up that you should worry. <S> {Edit} Additions - Summarizing from commenters: Delinquent tax notices are often public. <S> (See if you can find where your county/state delinquencies are posted.) <S> - HireThisMarine Company reports are delinquent / expired check your state's Secretary of State's office (For U.S. States) and make sure they're current, and no new "equity partners" such as financial institutions have been added recently. <S> - Dan Salespeople (especially veterans) leaving. <S> No sales = <S> No commission. <S> - Chris L <A> Here are some early warning signs to look out for before your paycheck stops arriving: A decrease in morale. <S> As executives become disillusioned, this will trickle down throughout the company in subtle and less subtle ways with the ultimate effect of reducing morale. <S> A decrease in long-term planning. <S> A company with 3 months of runway will generally not concern itself with updating the 5 year plan. <S> An increase in deck chair arrangement . <S> Managers can only influence a company by managing . <S> As such, they often attempt to right a sinking ship by shuffling tasks and/or staff around, calling more meetings, and otherwise causing more busywork for their staff. <S> Freezes on budgets, hiring, travel, etc. <S> Every belt is tightened in an attempt to prolong what little runway is left. <S> Suspiciously specific denials . <S> "No, our VP of Growth Hacking definitely did not leave because our company is about to fall off a cliff. <S> He wanted to spend more time with his family." <A> Besides the obvious where the company is failing to make payroll or layoffs have started, I would say the increase in meetings is a sign. <S> There are two types of meetings you'll see as the doomsday approaches. <S> The first is the "Drink The Kool-Aid meeting." <S> This is the one where Management knows things are bad, but doesn't want to see any of their top end talent leave. <S> There will be a meeting, probably around lunch, and they'll say how great things are. <S> How people just need to rally and circle the wagons and come out stronger. <S> The second is the "Coming to Jesus" meeting. <S> This is the one where management all sits down and realizes they are in a bad way. <A> Just to add to the list: <S> The obvious one, people aren't getting paid! <S> (on time) Cutting costs is not in itself a bad thing, but when costs are cut at the expense of quality (that is, a product/service your company is consuming) or attempts are made to avail of a free alternative, that isn't as good as the paid one you were using, especially if the drop in quality will cause a corresponding drop in quality of your outgoing product / service. <S> Maybe the difficulties are acknowledged but the managers are promising better times ahead. <S> Their talk should be taken with a grain of salt as they would likely say the same thing whatever the situation is. <S> People who leave the company are not being replaced. <S> Company changing its brand & name! <A> Probably not everybody has timely access to these, but a successful company will keep the employes apraised of the success regularly. <S> I would take it as a bad sign if the information policy would change in this regard at some point. <S> In Germany, all limited companies must publish at least annually, I suppose this should be similar in other countries. <S> Depending on the maturity of the company / industry this might give sufficient warning. <S> Some signs: <S> Increase in non-operating profits to make up for losses in operations <S> Increase in stock of finished goods (less prevalent in services) <S> Cutback in R&D and/or marketing Duration of liabilities much shorter than of assets (e. g. Capex financed by short-term loans)
| I think one point missing in the answers is the direct sign - bad financials. People leave, especially management. Not replacing managers or key employees, but "redistributing" their functions on remaining staff, stretching them beyond capacity, and with very short-term deadlines on projects. People spend extended periods of time "on the bench" Even just having a bad manager in a high level position is indirectly a bad sign in itself. Accounting staff re-arranging their offices to keep workstation displays hidden. The captain of a sinking ship is no longer interested in steering it. Like the proverbial rats, people who are aware of the company's impeding doom are likely to leave before it affects them. You'll see higher ranking people constantly in meetings, shuffling deck chairs on the Titanic.
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Introduction of hoteling at office I work as a research analyst in a fairly large company and split my time between two different sites, alternating between them on successive weeks. One of the sites is running out of space and is therefore requiring that employees who aren't on the site at all times begin working from 'hoteling' desks. I put that in quotes because these aren't proper desks; they're simply unadorned chairs out in the middle of the hallway with a little lap desk attached (think of the tray table on an airline seat), and they're planned to be as such for the duration. In this position, I wouldn't be able to keep any papers, books, a computer monitor, etc., and working in the middle of a hallway without any privacy or quiet would make it impossible to get anything done. I've told my boss about the problem and he's sympathetic, but this is a large company where these sorts of arrangements are handled by a separate, bureaucracy-laden department. Their response has simply been that there's a rule that only people who are on the site every day are allowed to have cubicles or desks, and that's the end of it as far as they're concerned. So, what are my options here? Part of my job involves coordinating analysis with people at the separate sites, so working from home every other week isn't really a viable option. If I do go into the site, I won't be able to make much progress on my own work. I like the job otherwise, but I think this situation is bad enough to make me quit. This is certainly not the only company with hoteling in place (although usually it's done much better, with proper facilities); how is it handled elsewhere? <Q> This is not legal advice, as we do not know which country you are working in, but the arrangement may break health and safety laws. <S> In the UK Workrooms should have enough free space to allow people to get to and from workstations and to move within the room, with ease Which might not apply in a corridor full of desks <S> Also, again in the UK: <S> The total volume of the room, when empty, divided by the number of people normally working in it should be at least 11 cubic metres <S> Companies should be keen to engage employees in thinking about how to make the workplace safer. <S> Source for quotes: HSE.go.uk <A> So, what are my options here? <S> You could quit and find work at a company that doesn't use hoteling. <S> Or you could stick it out and make the best of it that you can. <S> If you choose the latter, some folks try to make such a situation tolerable by: Being away from the office as much as possible <S> When in the office, see if it would be permissible to borrow a desk from a coworker who is absent for the day <S> Some folks have coworkers who have a schedule "opposite" from theirs - one <S> is always away while the other is in the office. <S> Some companies provide storage space (lockable filing cabinet, lockable drawers, etc, for people who are hoteling. <S> Carry a bin or bag containing the paperwork, books, magazines you need for the day. <S> Avoid paper wherever you can and use online resources instead Ask if you could camp out in an unused conference room for the day. <S> Of course each day you are in the office you'll need to ask which room is unused. <S> Ask you boss about the possibilities of these sorts of accommodations. <S> I like the job otherwise, but I think this situation is bad enough to make me quit. <S> That's always an option. <S> I would suggest that you give this new arrangement a try before you conclude that it's not tolerable. <S> I think it's unfortunate, but it does seem to be the fad these days. <S> Hopefully at your company it will only be a temporary measure. <A> What they ask you to use as your working environment seems ridiculous. <S> I'd check out if it is acceptable if you are not personally present but very close by (like minutes) and there is a Starbucks or similar nearby which might be willing to let you work there either for buying a coffee every hour, or for one generous tip a day. <S> Not the perfect environment by far, but must be better than a chair in a hallway. <S> An alternative would be to try to pull strings with your boss at that site and be "officially" present permanently.
| Some companies will let these two workers share one workspace. If the arrangement breaks health and safety laws, then you can use this to make a very strong case for the change not to go ahead. Hoteling, is just an extension of cost-saving measures like tiny cubicles, open workspaces, etc that have made work environments much worse over the years, in my opinion.
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Potential employer/client is vague, texts me on WhatsApp I am a software engineer looking for short-term employment and/or work on a for-hire basis (for a number of reasons - I know I'll have other commitments in 2017-18). Now - there is this guy, who got my contact through a mutual acquaintance, who claims to be "in the process of" launching his own startup. We exchanged a few mails in which he explained me his vision and a vague idea of the business plan and asked me (without further details) if I'd be interested in doing "engineering work". I said "yes, sure" and asked for further details. It turns out that there is nothing in place yet (except a simple homemade website) and his startup (or startup to be?) doesn't have a CTO. So, I answered something along the lines "yes, please call me when you are ready to start and we'll set up a meeting and maybe do a study, define some requirements and see what we can do". Now he's taking to texting me on WhatsApp (which I never suggested was an option) because "he doesn't like email", which I am not okay with. I like to do business through email, phone calls and face-to-face meetings, I don't like receiving vague messages and "hi"s at 1AM on my phone. I am not pleased with the direction this thing is going. I am worried that no actual work will come out of this at worst and that this person will make me rather miserable at best. What are some strategies to make this clearer and more professional without jeopardizing the relationship? <Q> You didn't say whether you gave the person your Whatsapp info. <S> If so, you might take this as a lesson to not give out your personal social media info (facebook, twitter, whatever) when doing business. <S> It turns out that there is nothing in place yet (except a simple homemade website)... <S> Sounds <S> like there is no opportunity in place yet. <S> I wouldn't burn the bridge by being rude, but you may want to make it clear that this is a business relationship. <S> As such, if there is any work to be done on your part, they will be compensating you. <S> This smells like billable work: <S> maybe do a study, define some requirements <S> This one could go either way depending upon how much time you invest: we'll set up a meeting and ... see what we can do <S> Now we get to this: <S> Now he's taking to texting me on WhatsApp <S> Some questions Is he asking for billable items from you? <S> Is he just shooting the breeze? <S> You can discourage this by taking a while to answer. <S> For the venues you want to communicate through, answer quickly. <S> As for him pestering you, if you don't have a written contract in place, you are asking to be taken advantage of. <S> Seriously, get an agreement written up between you and him. <S> It doesn't have to be complex. <S> There are all sorts of examples on the webs (caveat: if this arrangement involves a substantial amount of money and/or liability, get a lawyer to vet your contract first or you'll be sorry later ). <S> Until/unless you have a contract, you can be polite, but firm: " <S> Sorry, until we get a written agreement, I can't really help out." <S> Last Thought <S> Remember that for every minute you waste on this person, an actual potential client with cash money in hand is not paying you for services rendered. <A> The problems with some startups is that the founders often do not have any experience at all about how to manage a company with employees. <S> So you can not expect much professionalism from them. <S> If you want to work professionally (and you do - an unprofessional business partner is very likely to take your work without paying), you need to take the lead and teach them what "professional" means. <S> A good way to show them they are playing in the grown-ups league now is dropping the word " contract ". <S> Come up with your own contract if necessary (feel free to be bold in the fineprint) and insist that you won't communicate with them about any other topic except the contract until they signed it. <S> Yes it is likely that this might scare them off. <S> But that's a good thing. <S> Anyone scared off by being told to commit to a contract isn't serious about their project anyway. <S> For more information about why contracts are so important when freelancing I recommend this presentation by Mike Monteiro: " F*ck you. <S> Pay me. " <A> Everyone has a price. <S> Whatever method you can get through to this person, send your demands. <S> If you really can't get over texting, increase your rate or demands to compensate. <S> My guess is this person will stop bothering your until he realizes no one is going to put up with too much of this <S> and he'll come back. <S> Be very explicit in your demands to describe what you'll do, how it will be determined that you did it, and how, when and how much you'll be compensated. <S> Accept nothing but direct answers. <S> Do not deal with strangers and/or those who are not professional with some sort of "hand shake" agreement. <S> It's not worth the paper it's written on. <A> People use WhatsApp mainly because they don't want to pay for long-distance phone/text fees. <S> I am assuming that your potential employer is from a different country. <S> Their cell plan would charge him an arm and a leg to call you. <S> I wouldn't treat it much different than email. <S> It is not unprofessional just because it is different. <S> I do work in southern Florida sometimes. <S> Try talking to anyone from South America or Russia on anything but the WhatsApp <S> - and these are people I am working with in person in Florida... <S> Unprofessional <S> no, annoying I agree with you. <S> The easiest thing to do is answer him during one slot a day. <S> If he texts after, then you answer the next day's slot. <S> On to the real problem... he wants to use you as a consultant for free until he can figure out if he needs to hire you. <S> It is up to you to figure out how much of an upside he offers to mitigate the free hours you might work. <S> It sounds to me like <S> this is a dud. <S> When your gut tells you it is a dud, make sure that you are clear that you would love to continue having conversations <S> but you would have to charge your standard consultation fees. <S> This would be prior to the "owner" making a firm offer or job contract to you. <S> Obviously expect payment up front or in very short increments.
| You should better avoid making business with such people, unless you are OK with investing time and effort into something which will never get you a cent of payment.
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